e-Government Strategy and Implementation Plan - Report ...

Ministry of

Communications

&

Information

Technology

e-Government Strategy and

Implementation Plan - Report

January 2011

E-Government Strategy and Implementation Plan

PricewaterhouseCoopers Confidential

'This report has been prepared for and only for MCIT, Government of Ethiopia, in accordance

with the terms of our contract agreement package no EICTDA/C-09/10 Credit No 3899-ET dated

June 2010 and for no other purpose. We do not accept or assume any liability or duty of care for

any other purpose or to any other person to whom this report is shown or into whose hands it may

come save where expressly agreed by our prior consent in writing.'

© 2010 PricewaterhouseCoopers. All rights reserved. ―PricewaterhouseCoopers‖ refers to the

network of member firms of PricewaterhouseCoopers International Limited, each of which is a

separate and independent legal entity.



Document Control

Overview PwC has been engaged as a consultant by MCIT, Government of Ethiopia,

for development of National e-Government Strategy and designing the

Ethiopian e-Government Strategy and Implementation Plan

Document Title Final e-Government and Implementation Plan Report

Document Status Revised Submission based on inputs from Final Workshop

Abstract This document elaborates the strategy and Implementation roadmap of

Federal Government of Ethiopia.

Document Publication History

Date Author Version Remarks

27-September-2010 Avinash Kaushik 1.0 Creation of template

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

Avinash Kaushik

1.1 Creation of First draft

15-October-2010 Anurag Johri, Avinash Kaushik,

Raj Kamal Singh

1.2 Creation of Second draft

28-October-2010 Nilachal Mishra, Prasad

Unikrishnan, Anurag Johri, Raj

Kamal Singh

1.3 Creation of Third draft

7-Nov-2010 Nilachal Mishra, Prasad

Unikrishnan, Anurag Johri,

1.4 Updated draft based on

MCIT comments

24-Nov-2010 Nilachal Mishra, Prasad

Unikrishnan, Anurag Johri,


MCITcomments

15th December-2010 Nilachal Mishra,

Prasad Unikrishnan,


workshop comments

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

13th January, 2011 Nilachal Mishra 1.9 Final Report

Reviewers

Date Reviewers Version Remarks

8-October-2010 Nilachal Mishra 1.1 Review and Comments

18-October-2010 Nilaya Varma 1.2 Review and Comments

30th October -2010 Nilaya Varma 1.3 Final Review

3rd Nov - 2010 Dr Mesfin, Mr Damtew,

MCIT

1.3 Review and comments in

workshop mode



15th November -2010 Dr Mesfin, Mr Damtew,

MCIT

1.4 Review and comments

30th November- 2010 Internal Workshop 1.5 Review and comments in

workshop mode

17th December,2010 Nilaya Varma 1.6 Review & Comments

11th January, 2011 Final Workshop 1.7 Discussion and Comments

9th February, 2011 Final workshop Inputs &

Feedback

1.8 Feedback comments

26th February Feedback comments 1.9 Comments of Mr. Damtew



Table of Contents

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



List of Tables

Table 1: Mapping of the Report to areas to be covered in the contract .......................................................... 16 Table 2: Outcomes and Targets ........................................................................................................................ 25 Table 3: Implementation Plan for common applications................................................................................ 33 Table 4: Implementation Plan for Core Projects ............................................................................................. 34 Table 5: e-Services Implementation Plan for the Channels ............................................................................ 36 Table 6: Overall Implementation Plan ............................................................................................................. 37 Table 7: Options for sponsorship ...................................................................................................................... 40 Table 8: High Committee Assessment ............................................................................................................. 41 Table 9: Technical Committee .......................................................................................................................... 41 Table 10: PMO Options ..................................................................................................................................... 42 Table 11: Ownership of IT Initiatives ................................................................................................................ 43 Table 12: Role and Responsibilities of Ministry Level Organization Structure ............................................. 54 Table 13: PMO Support ..................................................................................................................................... 55 Table 14: Agency Priority Projects .................................................................................................................... 58 Table 15: e-Service Enablement of Agency Priority Projects .......................................................................... 59 Table 16: Core Projects .....................................................................................................................................110 Table 17: Core Projects- Implementation Plan ............................................................................................... 111 Table 30: Existing WOREDA Net ................................................................................................................... 122 Table 19: Channel – Current Status................................................................................................................ 135 Table 20: e-Government Portal Implementation .......................................................................................... 138 Table 21: Contact Centre Implementation Options ........................................................................................ 141 Table 22: Middleware required for Wireless Applications............................................................................ 144 Table 23: Mobile Gateway Implementation Options .................................................................................... 145 Table 24: Analysis of Options for ITSG .......................................................................................................... 154 Table 25: Outsourced vs. Individual Recruitments ....................................................................................... 155 Table 26: Target Groups for Training............................................................................................................. 155 Table 16: Training Levels ................................................................................................................................ 156 Table 49: Government transformation index: key indicators ....................................................................... 164 Table 50: Customer satisfaction index: key indicators.................................................................................. 166 Table 30: Marketing and Awareness Brief ..................................................................................................... 172 Table 31: Message Development ..................................................................................................................... 176 Table 32: General Awareness Campaign Overview ........................................................................................ 177 Table 33: Development / Approval Process ................................................................................................... 179 Table 34: Feedback, measurement of effectiveness and improvement ........................................................ 180 Table 35: Regulations, Policies, Guidelines and Standards .......................................................................... 182 Table 36: PPP opportunities and Recommendations .................................................................................... 189 Table 37: ICT Events ....................................................................................................................................... 192 Table 38: PPP Implementation Roadmap ..................................................................................................... 194 Table 39: Guidelines for leveraging PPP ........................................................................................................ 196 Table 40 – Overall Implementation Plan ....................................................................................................... 199 Table 41 – Education Project Implementation Plan......................................................................................204 Table 42 – Portal implementation Plan ......................................................................................................... 210 Table 43 – ICT Centre Implementation Plan ................................................................................................. 213 Table 44 – Contact Center Implementation Plan .......................................................................................... 215 Table 45 – Mobile Implementation Plan ....................................................................................................... 217 Table 46 – Capacity Building Implementation Plan ..................................................................................... 219 Table 47 – Marketing and Awareness Implementation Plan ........................................................................ 222 Table 48 – Public Private Partnership Plan ................................................................................................... 223 Table 48 – e-Government Strategy – Summary of Costs .............................................................................. 227 Table 48 – Funding Options ........................................................................................................................... 231 Table 51 – PPP Options ................................................................................................................................... 232 Table 52: Categories of fund ........................................................................................................................... 235 Table 53: Approval for allocation ................................................................................................................... 235 Table 54: Lifecycle Event Description ............................................................................................................240



Table 55: PMO staffing Requirements ........................................................................................................... 242 Table 56: PMO Staffing Requirements ........................................................................................................... 246 Table 46: Training Courses and Course Levels ..............................................................................................248 Table 47: Target Market Segments ................................................................................................................. 251 Table 48: Effectiveness of Media Channels by Marketing Segments ........................................................... 252



List of Figures

Figure 1: Project Status...................................................................................................................................... 18 Figure 2 : e-Government Strategy and Goals ................................................................................................... 22 Figure 3: Key Strategic Dimensions ................................................................................................................. 29 Figure 4: e-Service enablement Plan ................................................................................................................ 32 Figure 5: Recommended Structure................................................................................................................... 44 Figure 6: Project Management Office (PMO) Structure.................................................................................. 47 Figure 7: ITSG Structure ................................................................................................................................... 50 Figure 8: Capacity Balancer .............................................................................................................................. 51 Figure 9: Ministry Level IT Organization Structure ........................................................................................ 53 Figure 10: Core Projects ................................................................................................................................... 112 Figure 21: National Enterprise Service Bus .................................................................................................... 115 Figure 22: National Integrated Authentication Framework .......................................................................... 117 Figure 23: National Payment Gateway ............................................................................................................ 119 Figure 24: Public Key Infrastructure (PKI) ..................................................................................................... 121 Figure 23: Proposed Nationwide Data center Layout ................................................................................... 123 Figure 16: The overall EA reference model .................................................................................................... 127 Figure 17: eProcurement ................................................................................................................................. 128 Figure 18: IBEX System .................................................................................................................................. 130 Figure 26: eOffice Components ....................................................................................................................... 131 Figure 8: e-Government Portal ....................................................................................................................... 137 Figure 21: Contact Center ................................................................................................................................ 140 Figure 22: Mobile Gateway ............................................................................................................................. 143 Figure 23: Four tier Architecture for Wireless Application Delivery ........................................................... 144 Figure 11: Common Service Center ................................................................................................................. 147 Figure 25: Capacity Building ............................................................................................................................ 151 Figure 26: ITSG ............................................................................................................................................... 153 Figure 27: Marketing and Awareness Plan .................................................................................................... 169 Figure 28: Continuous Improvement in Communications ........................................................................... 180 Figure 29: Policy/Standards/Guidelines Framework ................................................................................... 185 Figure 30: Implementation Plan for Standards and Policies ........................................................................ 186 Figure 31: Key Options for MOCIT ................................................................................................................. 229 Figure 32: Government Control/Risk ............................................................................................................230 Figure 33: Fund utilization framework .......................................................................................................... 234 Figure 34: Fund allocation prioritization ....................................................................................................... 238 Figure 35: Life-Cycle Services ......................................................................................................................... 241



Abbreviations

Sr. No. Acronym Full Form

1. BCP/DR Business Continuity Plan/ Disaster Recovery

2. CAPEX Capital Expenditure

3. CB Capacity Building

4. CDT Common Data Terminals

5. CIO Chief Information Officer

6. CISA Certified Information Security Auditor

7. CISM Certified Information Security Manager

8. CISSP Certified Information Systems Security Professional

9. CoE Centre of Excellence

10. CRTC Computer Refurbishment and Training Center

11. CSC Common Service Centers

12. CTO Chief Technology Officer

13. DSC Digital Signature Certificate

14. e-GIF

Government Information Systems Interoperability

Framework /Standard

15. EICTDA

Ethiopian Information and Communication Technology

Development Agency

16. EMD Earnest Money Deposit

17. ENDC Ethiopian National Data Centre

18. FEMSEDA Federal Micro and Small Enterprise Development Agency

19. GRS Grievances Redressal System

20. GoE Government of Ethiopia

21. HRMS Human Resource Management System

22. IBAS Integrated Budget Accounting System

23. ICT Information and Communication Technology

24. IT Information Technology

25. ITSG Information Technology Services Group

26. JCMS Judicial Case Monitoring System

27. KM Knowledge Management

28. KPI Key Performance Indicator



Sr. No. Acronym Full Form

29. KPO Key Performance Objectives

30. M&E Monitoring and Evaluation

31. MIS Management Information System

32. NDC National Data Centre

33. NOC Network Operating Centre

34. PKI Public Key Infrastructure

35. PMO Project Management Office

36. PPP Public Private Partnership

37. PR Public Relations

38. RDC Regional Data Centre

39. RFP Request for Proposal

40. SDLC System Development Life Cycle

41. SLA Service Level Agreement

42. SMS Scheme Management System

43. TCO Total Cost of Ownership

44. TNA Training Need Assessment

45. TVET Technical Vocational Education Training centers

46. VPN Virtual Private Network

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

48. WDMS Workflow and Document Management System

.

Section 1 -

INTRODUCTION

Development of e-Government Strategy and Implementation Plan


I. Introduction

Ethiopia‘s Information and Communication Technology (ICT) policy is an integral part of the country‘s

larger development goals and objectives. While the goal is to rapidly transform the country‘s subsistence

agricultural-based economy and society into a predominantly knowledge- and information-based

economy and society, the focus of the policy will be on the country‘s ICT development process. To achieve

this objective, the Government of Ethiopia has developed multiple policies, most notable of which are the

National ICT Strategic Plan and the ICT4D Action Plan for the year 2006-2010.

The Ethiopian Information and Communication Technology Development Agency (MINISTRY OF

COMMUNICATIONS & IT) has a mission to develop, deploy and use ICT to improve the livelihood of

Ethiopians and optimize its contribution to the development of the country. The Agency has thus

undertaken a number of e-Government assignments to avail government services online and improve the

access to the general public. The Government Information System Development and Data Centre

Administration team of the Agency is managing projects targeted towards development of integrated

information systems to avail government services online.

However in the current context there was a need to integrate the ICT initiatives undertaken and provide a

strategic direction for e-Government implementation in the country. It is in this context MINISTRY OF

COMMUNICATIONS & IT has engaged PricewaterhouseCoopers Pvt. Ltd. for designing the National e-

Government strategy and implementation plan for the Government of Ethiopia (GoE).

I. Project Scope

The specific activities as agreed in the contract package no EICTDA/C-09/10 and Credit No 3899-ET

include:

Establish a clear vision for e-Government tied up with the Agency‘s mandates and come-up with a

list of priority areas for e-Government program. (Define a vision that represents the priority

objectives and the shared voice of all stakeholders as well as define strategies to communicate the

vision to stakeholders);

Critically evaluate the National ICT Strategic Plan and the ICT4D-2008 e-Government Action

Plan of the country and other policy and strategy related studies that the Agency has undergone;

Assess the country‘s e-Government initiatives pursued in the Government ministries and

implementing agencies;

Develop an approach whereby a clear vision that ensures that key constituents and communities

will buy into and support e-Government programs is developed;

Identify models of e-Government that suits the country‘s socio-economic conditions; and propose

best model for Ethiopia‘s specific case;

Develop a work plan to implement the priority e-Government projects [this work plan may focus

on content development, competency building (training employees at all levels of the bureaucracy

including senior officials), connectivity, cyber-laws, citizen interfaces, and capital plus others];

Propose options for government information and knowledge management schemes;

Define approaches on measuring progresses through e-government development;

Establish mechanisms for the continuing involvement of key stakeholders;



II. Structure of this report

The report is structured as follows:

Section 1 – Introduction

This section covers the Project Scope, current status of the project, mapping of the contents of the report

to the contractual obligations, and limitations of this report.

Section 2– Executive summary

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

Government Strategy.

Section 3 – Governance Structure

This section covers the proposed Governance structure required for the implementation of the Ethiopian

e-Government Strategy.

Section 4 – Strategic Dimension 1 - e-Services Enablement

This section details the strategic dimension of e-Services enablement of 211 e-services comprising of

seventy seven (77) informational and one hundred thirty four (134) transactional services over a five year

period. The implementation is proposed to be done through twelve (12) priority projects and service

delivery would be through four channels (Portal, Call centre, Mobile devices and Common service centres)

and delivery will be facilitated and strengthened through Six (6) core projects, including National

Payment Gateway, Enterprise Architecture framework, Public Key Infrastructure, National Data Set,

National Enterprise Service Bus and National integrated Authentication Framework.

In addition – common applications which will horizontally cut across all ministries are proposed, which

include initiatives like E-Procurement, Human resource Management System, E-Office, E-Mail and

Financial management & Information System

Section 5 – Strategic Dimension 2 – Channels

This section covers the Implementation details of the service delivery channel enhancement projects that

will enable the implementation of e-Government in Ethiopia

Section 6 – Strategic Dimension 3 - Enablers

This section covers the details of the key enablers to assure successful and timely implementation of the

e-Government strategy and ensure the sustainability of the initiatives

Section 7 – Implementation and Timelines

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

detailed timelines.

Section 8 – Cost Estimates

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

Implementation plan.



Annexure

This section covers the following:

I: Concept of Service Life Cycle

II: PMO Staffing Requirements

III: Training Courses and Course Levels

IV: Detailed Marketing and Awareness Strategy

V: Detailed Project Report - Template

VI: Services Prioritization Framework

VII: ICT Standing of Ethiopia – Some international Rankings

VIII: Risk in E-Government Strategy Implementation

IX: Sample Project Management templates

X: List of Services

XI: Overview of Stakeholder Assessment

XII: Scope of work for Baseline Survey Agency

XIII: Scope of work for Marketing and Awareness Agency

XIV: Job Descriptions of the IT Officials at the Ministry

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

XVI: Key Considerations during Procurement

XVII: Costing details of individual Components

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

The table placed below maps the areas to be covered under the contract with the sections which cover

those areas:

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

S.No. Areas Coverage in Report

1 Informational Needs and Transactional

requirements of selected Ministry‘s

Customers

The Stakeholder Requirements have been captured

through workshops and Survey of Stakeholders and

have been presented in the VMO Report and the

Stakeholder Assessment report. This information

has been the source for formulation of the Strategy

and Implementation plan presented in this report.

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

delivery channels for providing the Citizen Services.

5.4.1 e-Government Portal

5.4.2 Contact Center

5.4.3 Mobile Gateway

5.4.4 Common Service Center

5.4.5 Channel Migration Strategy

3 Business Applications to be e-enabled Section 6.7 addresses the business applications to

be enabled to provide the citizen services



S.No. Areas Coverage in Report

6.7 Common Applications

6.7.1 e-Procurement

6.7.2 Government wide HRMS

6.7.3 Financial Management Information System

6.7.4 e-Office / Document Management

6.7.5 Government wide email system etc.

4 Integration of People, Process and

technology using web to transform

business models and maintain

interoperability

Section 6 addresses the enablers which would be

used to transform business models and maintain

interoperability

6.1 Capacity Building

6.2 Monitoring and Evaluation

6.3 Marketing and Awareness

6.4 Standards and policies

6.5 Public Private Partnerships (PPP)

5 Standards and guidelines for all services

and processes

Section 6.4 covers the Standards and guidelines for

all services and processes

6 Effective and efficient Utilization of

Government Resources- Network

Infrastructure necessary for providing

e-services

Section 6 addressed the strategy for effective and

efficient utilization of the Government resources.

6.6 Core Projects

6.6.1 National Data Set

6.6.2 National Enterprise Service Bus

6.6.3 National Integrated Authentication

Framework:

6.6.4 National Payment Gateway:

6.6.5 Public Key Infrastructure

6.6.6 Woreda Net

6.6.7 Data Center

IV. Project Status

The e-Government Strategy and Implementation project was initiated on 16th July 2010, with the kick off

meeting, where senior members of MoCIT and PwC were present. As committed in the kick off meeting,

PwC team has submitted the detailed Inception report covering Work Plan, Timelines of deliverables,

Deployment Plan and Activities. Vision, Mission and Objective (VMO) workshop was conducted on 5th

Aug 2010 to ascertain the vision and objectives of the e-Government Strategy. The PwC team also

conducted a dip-stick study of 13 ministries and 11 agencies and a customer survey to understand the

expectations and aspiration of the stakeholders from the e-Government Strategy. A draft report has been

discussed with MoCIT Officials and a workshop was conducted on 30th November, 2010 where the report

has been presented to all the MoCIT officials. Further the final workshop was held between the Ministries

and Agencies to seek inputs for finalization of the Strategy. This report is a culmination of these efforts

and presents the final recommendations and implementation plan based on the study

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

Development of e-Government Strategy and Implementation Plan Inception Report

Confidential of 361 PricewaterhouseCoopers Page 18 Confidential

Figure 1: Project Status

V. Limitations of the report

The recommendations of the e-Government Strategy are based on the Assessment study of 13

Ministries and 11 Agencies that have participated in the study. The sample size of

Ministries/Agencies was finalized during the inception Stage.

The information presented in the report is based on the inputs received through questionnaires

and interactions with the Ministries/Agencies. No separate field validation study has been done

on the data received from Ministries/Agencies.

The assessment study was done during the Months of August –September, 2010 and Undertaken

by the Government was designed thereafter. However there has been an Organization Re-

structuring of Ministries/Agencies in Ethiopia in Month of October, 2010, which has resulted in

changes in the Strategy. PwC has captured the inputs on revised Governance Structure, during

design of this report, however it may not be reflective of all the changes under the Government.

While, the strategy takes into account all common e-Government initiatives in the country and

those in the participating organizations, there are bound to be independent and isolated

initiatives that do not form part of the study and thus do not reflect in the strategy. However, this

should not restrict the government to pursue other initiatives, as long as they are in conformance

with the overall e-Government program.

The Voice of Customer (VoC) Survey was conducted based on sample size agreed between

MINISTRY OF COMMUNICATIONS & IT and PwC in the contract and also during the inception

stage, and it should be noted that it is a dip stick study and the findings are only indicative and

not representative of the entire country.



Section 2 –

EXECUTIVE

SUMMARY



II. Executive Summary

The Ethiopian Information and Communication Technology Development Agency (MINISTRY OF

COMMUNICATIONS & IT) has a mission to develop, deploy and use ICT to improve the livelihood of

Ethiopians and optimize its contribution for the development of the country. Towards this end, the agency

has undertaken a number of e-Government initiatives to improve the internal efficiencies within the

government organizations and to improve the access to government services for the general public.

MINISTRY OF COMMUNICATIONS & IT realizes the need to integrate these initiatives to provide a

strategic direction for e-Government implementation in the country. It is in this context that the e-

Government strategy for Ethiopia has been designed, with a focus on facilitating effective delivery of

government services to customers (residents, businesses and visitors).

The strategy envisages implementation of 219 e-services comprising of seventy seven (79)

informational and one hundred thirty four (140) transactional services over a five year

period. The implementation is proposed to be done through twelve (12) priority projects and

service delivery would be through four channels (Portal, Call centre, Mobile devices and

Common service centres) and delivery will be facilitated and strengthened through Six(6) core

projects, including National Payment Gateway, Enterprise Architecture framework, Public Key

Infrastructure, National Data Set, National Enterprise Service Bus and National integrated Authentication

Framework.

In addition – common applications which will horizontally cut across all ministries are proposed, which

include initiatives like E-Procurement, Human resource Management System, E-Office, E-Mail and

Financial management & Information System

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

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

Transparent) Government;

E-government promotes causes of e-citizen and e-democracy;

E-Government is not translating processes, however transforming processes;

E-Government necessitates Capacity building within the Government;

E-government aims networked and integrated government;

E-government is citizen-centric;

E-government provides multi-channel delivery of public services;

E-Government aims in providing convenient access of information to all, and improving service

access & delivery;

E-Government enables development & participation of all segments of population to reap benefits of

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

and

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

The e-Government strategy has a customer-centric focus so as to facilitate the delivery of services and

information through alternate channels in a manner that is convenient for the citizens and is in line with

their expectations and aspirations. Life cycle based representation of services is a powerful tool towards

this end and therefore, the strategy envisages the use of life-cycle events while electronically enabling the

services.

As per the life cycle based concept, all services for a particular event, for e.g. ‗starting a business‘ should be

available under a single umbrella and the customer should not be required to have multiple touch points

for the same. In addition to classifying and prioritizing services, services must be integrated at the back-

end based on customer lifecycle approach. The services can be grouped by their customer base, and these



can further be mapped onto the various customer lifecycle events, where they each respond to a particular

need of the customer at a given time. Hence existing services can be identified based on life-cycle services

approach for the various customer groups— citizens/residents, businesses, visitors and government

employees. Life-cycle of events for the citizens/residents, business, visitors and government

employees is discussed in detail in Annexure I.

In line with the above, Vision, Outcomes, targets and strategic plan for the Government of Ethiopia has

been pictorially depicted in the figure overleaf. Each of the components depicted in the figure overleaf are

further detailed in the next few pages. A brief of the proposed implementation plan for the strategy is also

mentioned – thus encapsulating the complete E-Government Strategy and its implementation – in this

chapter.

Figure 2 : e-Government Strategy and Goals



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

1. Bring the Government closer to the people: The e-Government strategy aims to increase the

awareness levels of the people regarding the services offered by the Government and their rights as

customers and also make it easier for the customers to influence and participate in design of

Government policies and schemes. This participation is expected to create a sense of ownership and a

culture of higher compliance leading to closer ties between the government and the people.

2. Effective governance: The implementation of the e-Government strategy will lead to backend

automation and adherence to a common set of policies and standards leading to better integration

and information sharing amongst them and resulting in making the government organizations more

effective and efficient in discharging their services and duties. Furthermore, capacity building to

impart training to public servants on skills that will enable them to serve the customers in a more

effective manner is an integral part of the overall e-Government strategy.

3. Improved service delivery: The sine qua non of the e-Government Strategy is the electronic

enablement of 219 services to be delivered through alternate channels such as the internet, mobile,

call centre and the citizen facilitation centres. The introduction of these alternate channels will

empower the people with the choice of how, when and where they interact with the government to

facilitate a ―no-wrong door policy‖ which will further improve the customer satisfaction levels with

the government services. It is also envisaged that electronically enabled services would be not only

faster, and easier to demand and avail but will also have pre-defined and published service levels

thereby leading to a visible enhancement in quality of service delivery.

4. Socio-Economic growth: The implementation of the e-Government program will benefit through

participation of the private sector and deployment of its resources, entrepreneurship and competence.

At the same time, the private sector would also benefit through the e-Government program as

government services will be delivered faster and at a lower cost to the customers thereby resulting in

lower cost of doing business. This is likely to foster a symbiotic environment that would promote

economic growth and sustainability of the e-Government initiatives.



I. Outcomes and Targets

In order to measure and manage progress, it is imperative to define key outcomes and targets that would

enable realization of the vision. Also linkages with the National ICT policy Goals have been provided in

the table below:

Table 2: Outcomes and Targets

Outcomes and Targets Description

Element of Vision: Bring government closer to the people

Outcome 1: Customer participation in Government policy/scheme design

Target 1 - Ethiopia to be amongst the top 30 countries in the world in the e-

Participation index of UN by the year 2015 (Ranked 135 in 2010): Most countries are using

electronic channels to understand firsthand the views, expectations and aspirations of their people.

UN‘s e-Participation index measures the progress made by all the member countries in doing the

same. It is envisaged that the e-Government portal as well as other alternate service delivery channels

will facilitate the citizens in putting forth their feedback and preferences on national issues.

Target 2: Customer Feedback Mechanism available on all Government Channels: A

comprehensive Grievance redressal mechanism and a process to inculcate feedback from various

stakeholders would be established so that existing Government policies and schemes can be modified

and new schemes created as per customers‘ feedback.

Outcome 2: High awareness regarding all Government Schemes/Services

Target 3: More than 70% of Customers aware of the e-Government program: An integral

element of the implementation of the strategy would be a high decibel marketing and awareness

campaign at the federal as well as regional levels to create awareness regarding the e-Government

program and the benefits of availing e-Services. E.g. The customers need not travel to Addis Ababa or

any other regional centre to seek information and services – such facilities would be made available

within their immediate community. This will not only present the government in positive light as

working towards the benefits of the customers but will also facilitate in higher take-up of new

channels.

Linkage to National ICT Policy Goal: To ensure access to ICT by Ethiopia‘s rural population.( It

is also linked to Vision of Improved Service Delivery across different Channels)

Element of Vision: Effective Governance

Outcome 3: Improved turnaround time for service delivery

Target 4 – At least 30% improvement on Government Transformation Index (GTI) from

2010 to 2015: Government Transformation Index (GTI) helps to assess impact of the e-Government

program on Government based on parameters such transparency, accountability, responsiveness and

quality of delivery of services. It aims to measure the beneficial impact of projects in transforming

government practices at a program level. This tool will also build a review mechanism to assess the

impact of implementation of e-Government strategy in enhancing the effectiveness of the

government. The target is to improve government efficiency by at least 30% from 2010 to 2015.




Outcome 4: Joined-Up Government

Target 5- Integration of Ministries /Agencies through common applications, standards

and policies: The e-Government Strategy mandates the implementation of common applications,

standards and policies to improve government efficiency and costs through facilitation of better

coordination amongst the government departments. Towards this end, two key imperatives would be:

Core projects which include, Data Centre, Woreda Network, National Dataset, Payment Gateway,

Enterprise Architecture and PKI would be implemented to provide the requisite foundational

infrastructure upon which service enablement can be accomplished

Along with the core infrastructure, common applications need to be made available across the

Ministries and Agencies to enable smooth functioning and provide focus on implementation of

the priority projects by reducing the effort required. The common applications would also

facilitate collaboration and consistency across common processes such as procurement, HR

management, Financial Management etc.

Outcome 5: Customer friendly and Accountable Government

Target 6 – Capacity building of all officials on IT and Customer behaviour: Capacity

building is an integral part of the e-Government strategy and is envisaged to be a tool for change

management, imparting relevant IT skills to government personnel and to re-orient the customer

facing staff in terms of customer etiquette and quality of service. By 2015, all the officials should have

received training relevant to their job which will enable them to discharge their responsibilities in a

more effective and efficient manner.

Linkage to National ICT Policy Goals:

Establish highly skilled ICT human resource base for transforming Ethiopia into a

knowledge- and information-based society and economy.( Through Capacity Building

Initiatives detailed in further sections)

Promote infrastructure development including physical and telecommunications and

communications infrastructure as a backbone for ICT development.( Core Projects and

Common Applications which will help in delivery of public services)

Element of Vision: Improved Service Delivery

Outcome 6: All services accessible within the community

Target 7 - Electronic enablement of 219 services: Electronic enablement of the 211 service

‗transactions‘ to enable services across Life Cycle Events for businesses and citizens/residents. All

services that can be provisioned electronically will be made available through alternate channels.

Procedural information and support for services that are not amenable for electronic delivery will be

provisioned through alternate channels.

Additionally, a Grievance Redressal System will be developed during the first year of the program, i.e.

2011. Procedural information about all the services that may not be amenable for electronic delivery

will also be made available through electronic channels. (Definition of Life Cycle Events and

transactions has been provided in Annexure I).




Target 8 – All the 4 Channels established with more than 50% uptake for alternate

service delivery channels: The customers should be able to interact with the government at a time

and place of their liking. To facilitate this endeavour, the access to government services and

information would be provisioned through internet, m-Government and contact centre so that

citizens can connect with government 24*7. Further, common services centres would be leveraged to

provide all government services within the community. All the channels are envisaged to be

functional by 2012 albeit with different number and maturity of services. All identified services to the

maximum possible depth to be provided through all channels by 2015. Uptake of services through

alternate channels is the best indicator to test the success of these channels and therefore all efforts

would be made to ensure that at least 50% of the transactions with the government are conducted

through the alternate channels. This would reflect the efficacy of reaching out to all customers and the

effectiveness of the alternate channels created as part of the strategy.

Outcome 7: Improvement in Customer Satisfaction

Target 9 – 60% customer satisfaction: The Customer Satisfaction Index would use mechanisms

like e-Poll, Feedbacks, e-Consultation, surveys, etc, to assess customer satisfaction levels with delivery

of government services. Comprehensive reviews will be undertaken to take corrective measures

wherever satisfaction rating falls below 50% of all customers. The target is to achieve 60% customer

satisfaction rate by 2015.

Target 10 - Published Customer Charters for all services provided by government

organizations by 2015: Customer charter is a published document that announces the service

levels such as the turnaround time for service, escalation mechanism in case of unsatisfactory quality

of service, requirements for availing services etc. The target is to put in place a Customer Charter in

place for all services provided to citizens, businesses, government employees and visitors. This is

likely to increase customer satisfaction levels due to higher transparency and accountability in

provisioning services.

Linkage to National ICT Policy Goals:

Deliver efficient and effective public and civil service to all citizens.( Through Multiple

Channels, enablement of e-Services and customer charters for transparency)

Ensure that ICT as an integral part of education and training at all levels.(Education is one of

the 12 Priority Projects being implemented as part of the Strategy)

Modernize and expand improved health services coverage using ICT. (Health is one of the 12

Priority Projects being implemented as part of the Strategy)

Modernize agriculture and radically increase output and productivity. (Agriculture is one of

the 12 Priority Projects being implemented as part of the Strategy)

Element of Vision: Socio-Economic Growth

Outcome 8: Improve Business Climate

Target 11 – Amongst top 75 in Doing Business rankings of World Bank for ease of doing

business in the country (Ranked 116 in 2009): Doing Business is an annual report




investigating the regulations that enhance business activity and those that constrain it. It presents

quantitative indicators on business regulations and the protection of property rights that can be

compared across 181 economies. The delivery of services through alternate channels is likely to

simplify business processes and reduce the cost of doing business and compliance with regulations.

Outcome 9: Growth of ICT entrepreneurship/Industry

Target 12 – Investment of > 10% of Budget of e-Government Program through PPP:

Experience of other countries illustrates that a number of industries such as banking, education,

Information Technology, Telecommunication etc. get positively impacted due to large scale e-

Government implementations. The players in these sectors invest not only as part of their Corporate

Social Responsibility (CSR) initiatives but also to create goodwill and awareness regarding their

products through advertisement and association with the e-Government program. It is envisaged that

such partnerships will facilitate in accrual of 10% of the total funds required for the implementation

of the e-Government strategy.

Linkage to National ICT Policy Goal:

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

Involvement and Growth)

Ensure Ethiopia‘s effective participation in national, regional and global trade( Trade portal is

one of the 12 Priority Projects being implemented as part of the Strategy)



II. Strategic Dimensions

In order to achieve the above outcomes and targets leading to the realization of the vision, strategic

components and an action plan for the implementation of these strategic dimensions has been defined.

The figure below presents the key Strategic dimensions:

Figure 3: Key Strategic Dimensions

As can be seen from the figure above, the key dimension of the e-Government strategy for Ethiopia are

Services enablement through the implementation of 12 Agency priority projects, delivery of services

through 4 alternate channels of services delivery and the enablers which will facilitate the creation of a

sustainable ecosystem for the implementation of the e-Government strategy. All these dimensions are

shrouded in the Governance structure to highlight the key role that the governance

mechanism for the e-Government program is envisaged to play in ensuring that each of the

strategic dimensions gets implemented in a way that furthers the overall implementation of the e-

Government program. The strategic components are explained as follows:

Strategic Dimension 1 -Service enablement

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

will facilitate service enablement of these services based on lifecycle based service requirements of

customers. The key priority projects are mentioned in brief below:



i. Agriculture Services - Given this overwhelming significance of Agriculture in the Ethiopian

economy, it is imperative to leverage ICT to facilitate services provided for the agricultural sector.

This project would be undertaken under the ownership of the Ministry of Agriculture and Rural

Development.

ii. Benefits Management - Benefits are offered to Citizens by various agencies and departments.

To improve satisfaction with the services, it is essential that the customers are able to get

information about their eligibility for different schemes and file a single request to avail all the

benefits. Such a common interface also enables better management and improved service levels of

the services offered by such benefit schemes. This project would be undertaken under the

ownership of the Social Security Agency or Ministry of Labour & Social Affairs and would also

involve Addis Ababa city administration.

iii. Education - Education is one of the priority areas for the development of Ethiopia. Education

related services have huge potential for leveraging ICT. The field of education is apt for initiating

such a project as it has a direct impact on the future development of the country. This project

would be undertaken under the ownership of Ministry of Education.

iv. E-Health - Health is also one of the focus areas for the government of Ethiopia. It is imperative

that the field of health is IT enabled not only to improve the efficiency and the effectiveness of the

Hospitals and labs but also to build a base for gaining access to future advancements in medical

science. The field of health is also a prime candidate for leveraging ICT for better service delivery

to the citizens of Ethiopia. This project would be undertaken under the ownership of Ministry of

Health.

v. Trade Portal - The portal would serve the business community‘s need for information and

services such as business registration, licensing, loans, penalties etc. Also investment related

regulations and processes would be facilitated through the G2B Portal. The portal is also a

medium of interaction and feedback on Government policies and regulations. It is imperative for

the G2B space to be e-enabled for sustained economic growth of Ethiopia. This project would be

undertaken under the ownership of Ministry of Trade and Investment.

vi. Employment - Generation of adequate employment opportunities is imperative for the

prosperity of Ethiopia. This project envisages facilitating the same through better information

dissemination amongst the unemployed and by providing a forum for the companies and the

individuals to interact. This will also help the businesses find the right people. This project would

be undertaken under the ownership of the Ministry of Labour.

vii. Transport - This project would facilitate the electronic enablement of the services provided by

the Ministry of Transport and Communication and the Transport Authority. Most of these

services such as the services related to Drivers License and Registration of vehicles are high

volume, high impact services that would improve the service experience of a large number of

people. This project would be undertaken under the ownership of the Ministry of Transport and

Communications.

viii. Tourism - The government is keen to leverage the same to enhance the contribution of the

tourism sector in the national economy. This priority project is envisaged to be a facilitator

towards this end. This project would be undertaken under the ownership of the Ministry of

Culture and Tourism and participation of Ministry of Foreign Affairs.

ix. Tax - The Government of Ethiopia has launched an ambitious government transformation plan

aiming at double digit growth of the economy for the next 5 years. In order to support such a

voracious growth, a huge number of resources need to be mobilized. In order to generate these

resources, it is imperative to ensure that the cost of compliance to tax system in Ethiopia is



lowered so that tax collections may be enhanced. This project aims to facilitate the same. This

project would be undertaken under the ownership of the Revenue and Customs Authority.

x. e-Court - e-Court project envisages leveraging ICT to facilitate the delivery of services provided

by the judiciary. This project would be undertaken under the ownership of the Ministry of Justice.

Services of the Federal Supreme court would also be covered under the project.

xi. Municipalities - This project envisages leveraging ICT to facilitate the delivery of services

provided by the Municipalities. This project would be undertaken under the ownership of the

Addis Ababa City Administration.

xii. Passport & Visa – This project envisages automation of services relating to issuance of

passports and visa and the services would include application/renewal /replacement of passport,

visa processing and ID Card issuance for Foreign Nationals. The project would be undertaken by

Ministry of Foreign Affairs

The electronic enablement of services will be undertaken in a phase wise manner. It

is expected that while all information services, grievance redressal mechanism and

most information services will be provided electronically by the end of year 1 (2011),

transactional services will be enabled progressively over the course of next 5 years

(2015).



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

Figure 4: e-Service enablement Plan

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

Agricultural Services

15

29 6 8

Benefits Management system

2

5 3

Education

5

13 3 5

Health

4

14 10

e-Trade

6

18 5 7

Employment

3

7 12

Transport

6

14 8

Tourism

4

14 2 4 4

Tax

7

13 6

e-Court

11 4 7

e-Municipality

25

62 13 19 5

e-Passport

2

11 4 5

Yearly Services 35 73 64 30 9

Total Services ( 79 Informational,140 Transactional) 219

Transactional

Informational



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

Agencies to enable smooth functioning and provide focus on implementation of the priority projects

by reducing the effort required. The common applications would also facilitate collaboration and

consistency across common processes such as procurement, HR management, Financial Management

etc. The details of the common applications include

i. e-Procurement: Provide businesses and ministries with common platform to transact with

features such as Demand aggregation, catalogue based procurement, dynamic pricing engine,

etc

ii. HRMS - Government wide HRMS application to handle all functions related to leave,

transfer, payroll, recruitment etc.

iii. E-office- To eliminate the paper-based interactions even within the government across

different agencies by using a single solution

iv. FMIS - Enhancement of the existing Integrated Budget and Expenditure System (IBEX)

addressing the core functions of public financial management

v. Email Management System: Email can be used as a very effective medium for the inter-

office and intra-office communication. Since the email system will be common across the

departments, the common system can be used across with the standardization in email

addresses.

The implementation plan for the common applications is provided below:

Table 3: Implementation Plan for common applications

Yr. v/s Project

Implementation plan

Year 1 Year 2 Year 3 Year 4 Year 5

e-Procurement

HRMS

e-Office

FMIS

Email



3. Core Projects: The core projects, as mentioned are proposed to be implemented in the 1st three

years of implementation of the strategy implementation, considering the fact that they would be

building blocks/ or the facilitators for the priority project implementation.

I. National Data set: Provisioning a national level data set of commonly used data elements

across ministries, that can be used by all inter-ministerial applications as well as channels of

delivery (national portal, mobile portal, CSC, NCC etc.) for delivering eServices

II. National Enterprise Service Bus (NESB): Provisioning a platform for seamless

integration of ministry / agency applications and database at the back end; integrating all

front end channels to deliver eServices

III. National Integrated Authentication Framework(NIAF): Provisioning of a unique

identity based login to individuals for accessing the various electronic channels of

government (National Portal, Mobile Portal, Common Service Centre (CSC) and National

Contact Centre (NCC) & other ministry applications

IV. National Payment Gateway: Provisioning of a national payment gateway for Ethiopia to

enable all modes of electronic payments to be transacted through all the electronic channels

of delivery

V. PKI : Provisioning of PKI based identification, integrity and non-repudiation for online

transactions related to the e-Government projects in Ethiopia

VI. Woreda Network: Provisioning of high bandwidth connectivity between ministries and

agencies for sharing data, voice and video communication throughout the country

VII. National data Centre: It is proposed that the Ethiopian National Data Centre (ENDC)

would consolidate services, applications and infrastructure to provide efficient electronic

delivery of G2G, G2C and G2B services. ENDC infrastructure shall provide adequate space to

house ICT assets of various departments and Government agencies within the country in an

environment that meets the need for reliability, availability, scalability, security and

serviceability.

VIII. National enterprise Architecture: Unified architecture adoption across ministries

enabling better integration of ministry applications

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

Table 4: Implementation Plan for Core Projects

Yr. v/s Project

Implementation plan


National Data Set

National Enterprise Service Bus

National Integrated Authentication Framework

National Payment Gateway

Public Key Infrastructure

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

COMMUNICATIONS & IT



Strategic Dimension 2- Channel Enablement:

Implementation of the following four service delivery channel enhancement projects that will enable the

customers to demand and avail services as per their choice and convenience:

1. e-Government portal where customers can use internet to request and avail services, search

information, make payments, etc the national e-Government portal of Ethiopia – www.ethiopia.gov.et

needs to be updated and enriched with the electronic enablement of 219 services over the next 5 years.

Currently Ethiopia‘s e-Portal is managed in-house. Based on the current assessment of the existing

portal and websites of various departments, it is suggested that the government continue with the ―in-

house portal‖ model. However, the portal must be enhanced to be able to provide eServices.

Additionally, the Government must consider options to allow private sector participation in the

provision of related value-added services through the e-Government portal.

2. Phone (Call Center) where customers can call up to request services and information and access

the same through call center agents and ‗Interactive Voice Response‘ technologies. Government of

Ethiopia has set up an in-house government call center. Since the exiting set-up is very basic and not a

full-fledged call center, it is suggested that as part of the e-Government strategy implementation, the

government establish an ―Outsourced Call Center‖ to facilitate e-Services. It is planned to provide

around 77 Informational and 40 transactional services through the call centre channel.

3. Mobile Gateway where customers can request services and information through mobile phones and

hand-held digital personal assistants. The departments can send customers regular alerts through

SMS. It is recommended that the Government of Ethiopia should review options of Outsourced

Mobile gateway and ASP model (vendor managed) gateway for its services as current number of

transactions may not warrant a dedicated in-house mobile gateway. It is planned to provide around 77

Informational and 40 transactional services through the Mobile channel.

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

service requests and delivery of services is provided to the customers at a single point of service

delivery. It is recommended that the 92 existing ICT Community Centres and the proposed 42 Unified

Billing Centres are leveraged as CSCs for offering government services. In addition it is proposed to

set-up around 800 centres (equal to approx. number of Woredas) on a PPP model. These centres

would provide access to the 219 services – across the country.

Given the high cost of ownership of internet, PC and mobiles and the relatively low

ICT literacy in Ethiopia, Common Services Centers are expected to be the primary

vehicles of electronic services delivery during the initial part of the implementation of

the e-Government Strategy. Mobile channel is also expected to become a key

channel for delivery of services over the next 5 years if the projection of the number

of subscribers of mobiles in Ethiopia were to be realized.

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



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

Table 5: e-Services Implementation Plan for the Channels

Channel Year I Year II Year III Year IV Year V

Portal 35 73 64 30 9

Contact Centre

35 42 20 20

Mobile 35 42 20 20

ICT Centres 35 73 64 30 9

Strategic Dimension 3- Enablers:

It is essential that the various components of the e-Government strategy are supported by the following

Five key enablers to assure successful and timely implementation of the e-Government strategy and

ensure the sustainability of the initiatives:

Common standards and policies would enable an integrated and connected Government and

facilitate standardization and efficiency across all key elements of the e-Government Components

Capacity building activities such as training, career planning and change management would

ensure the availability of personnel resources and skill sets required to achieve the strategy

Marketing and awareness campaigns are key enablers in generating awareness and

communicating with external and internal stakeholders to generate sufficient demand for the

electronic services and reduce possible resistance to e-Government

Monitoring and evaluation would enable the High Committee/Technical Committee, through the

project office, to monitor progress, customer satisfaction and government transformation which

would be important in assessing if the desired outcomes are being achieved

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

delivery of services

Overall Cost Estimates: Budgetary estimates for the implementation of the Strategy over a period of

five years are approx. 3328.18 Mil. Birr or approx. 201.46 Mil USD. Details are provided in section 8 of

the Report.

Overall Implementation Plan: The E Government Strategy along with all its components is to be

implemented and monitored and assessed over a period of five years.

The components essentially comprise of the core projects – which are the infrastructure projects, the

identified twelve priority projects and the Enablers. The enablers would actually be implemented over a

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

The brief of the proposed overall implementation plan is provided below. The details of the

implementation are in chapter 7.



Table 6: Overall Implementation Plan

S No. Project Implementation Plan


Core Projects

1 National Data Set

2 National Enterprise Service Bus

3 National Integrated Authentication Framework

4 National Payment Gateway

5 Public Key Infrastructure

6 Enterprise Architecture

Priority Projects

1 Agriculture services

2 Benefits Management System

3 Education

4 Ehealth

5 G2B Portal

6 Employment

7 Transport

8 Tourism

9 Tax

10 Ecourts

11 Municipality

12 Passport & Visa

Enablers

1 Marketing & Awareness Campaign

2 Capacity Building

3 Monitoring & Evaluation

4 Standards & Policies

Common Applications

E-Procurement

HRMS

E-Office

FMIS

E Mail

These components of the e-Government Strategy must be looked at in totality and the dynamic nature of

the same must be acknowledged. Towards this end, the Governance Structure put forward in this

document would provide an institutional mechanism responsible for coordinating and monitoring the

implementation of the strategy and ensuring benefit realization. The following chapters detail out

the recommendations for the Governance Structure and implementation of these strategic

dimensions.



Section 3 –

GOVERNANCE

STRUCTURE



III. Governance Structure

This section describes the Governance Structure that should be established to oversee and facilitate the

Ethiopian e-Government Strategy implementation process. Some of the key factors that have been

considered while drafting the governance structure are:

Ownership and Accountability for success of implementation of the e-Government program needs

to be established;

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

Ethiopian e-Government Strategy is a Government wide strategy that cuts across Ethiopia‘s

different Ministries/Agencies, it is not meant for any specific Ministry/Agency or sector.

Therefore, a forum needs to be established to facilitate coordination amongst all stakeholders;

and

Government priorities, frameworks, processes and organization structures.

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

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

utilizing IT;

IT organization structures, roles, and responsibilities are not properly defined nor approved, resulting

in IT organizations in the Government Entity with varying levels of maturity in terms of design and

resourcing;

Lack of a clear program and project management framework and tools to ensure all e-Government

initiatives apply the same controls and quality measures and proper planning is in place for IT

development;

Lack of knowledge sharing and resources sharing which can speed the process of IT implementations

in common domains; and

IT expenditure is not recognized among the Ministries/Agencies budget, in addition, there is no

allocation of a central fund to support central IT projects implementation.

I. Drivers for the Governance Structure

To guide the program towards achieving its objectives, the development of the program governance

should take into consideration the nature of the program and the surrounding circumstances and factors

that will influence and drive the program in the long and short terms. The Ethiopia e-Government

Strategy Governance Structure drivers include the following:

The e-Government Strategy is for the Government as a whole;

A large program with many projects needs to be coordinated and managed;

A high number of stakeholders in different locations to be managed;

A proper level of trust and confidence around the program need to be established;

Standardization of approach and use of standards need to be enforced;

Interdependency and conflicts need to be managed;

Continuous monitoring and course correction is required;

Ongoing alignment to business objectives is mandatory;

Funding and spending critical decisions need to be tackled timely and properly; and

A long term investment that require proper controls.



II. Governance Structure: Options and Recommendations

For the successful implementation of e-Government Strategy, the owners for various functions as well as

their relationship with each other needs to be defined clearly. The various roles envisaged and the options

available are analyzed in the following section. Various areas considered are as follows:

Overall sponsorship of program

Need for High Committee

Need for the Technical Committee

PMO as part of Ministry of Communications & IT

Ownership of initiatives in entities

Overall Sponsorship of Program

Considering the scope of e-Government Strategy and its impact, it is imperative that the ultimate

ownership of project rests with a high level authority. The sponsor of program will own the functions

related to funding and strategic directions. In the table below the options of having Council of Ministers

under the Prime Minister or a Board under the Council of Ministers as program sponsor has been

analyzed.

Table 7: Options for sponsorship

Options Advantages Disadvantages

Council of Ministers

under the Prime

Minister

• Highest ownership in policy level decisions

• Establishment of the identity and importance of the program

• Easy co-ordination between Ministries/Agencies

• Quicker conflict resolution

• Sustainability of program will be ensured

• Decisions may be delayed

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

A Board under

the Council of

Ministers as the

sponsor

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

• No ownership at individual level

• Insufficient level of support

Need for a High Committee

The best governance practices globally recommend the formation of a High Committee for large scale IT

Strategy implementation. The role of this committee will be focused on providing guidance for the

strategic directions and coordinating at the highest level. The available options for constituting the High

Committee are analyzed in the table provided overleaf:



Table 8: High Committee Assessment


High Committee

chaired by Minister of

Communications & IT

• High visibility of program

• Co-ordination and conflict resolution mechanism amongst Ministries

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

• The legal and policy level issues can be managed

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

No High Committee –

Recommendations

made by Technical

Committee

• Availability of members to meet and discuss

• Authority to enforce decisions across the Government is weak

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

Need for a Technical Committee

The best practices globally recommend the formation of a Technical Committee for Strategy

implementation. The role of this committee will be to coordinate, monitor the progress and establish

standards for implementation. The advantages and disadvantages of constituting a Technical Committee

are placed in the table below:

Table 9: Technical Committee


Technical Committee

chaired by

Representative –

Ministry of

Communication & IT

• Co-ordination between Ministries

• Regular monitoring of the project progress

• Faster resolution of technical issues

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

• The Technical Committee is not empowered to undertake policy decisions



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

In the new structure, the role of the Project Management Office (PMO) is focused on monitoring,

compliance and supporting the central as well as entity level initiatives. PMO will also be playing a critical

role in the capacity building and knowledge management across various Ministries/Agencies. The option

of having the PMO as part of Ministry of Communications & IT or as an independent entity was evaluated,

considering the scope of PMO.

Table 10: PMO Options


PMO as part of e-

Government

Directorate

Ministry of

Communications &

IT

• High maturity level as organization

• Office infrastructure is in place

• Availability of skilled manpower

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

• All conflicts related to IT implementation can be resolved easily

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

PMO as a Separate

Directorate

Ministry of

Communications &

IT

• Office infrastructure is in place

• Dedicated team to implement the e-Government Strategy

• All conflicts related to IT implementation can be resolved easily

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

• Coordination with the e-Government Directorate with conflicting roles

• Reporting structure needs to be established

PMO as an

independent Entity

under independent

implementation

agency – like

erstwhile EICTDA

• PMO will be Entity-independent • PMO need to co-ordinate with various sub-committees within implementation agency

• PMO will need empowerment and support from Government officials

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

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

* Please note that the role of implementation agency for e-Government implementation within

MoC&IT may be finalized after structure of the MoC&IT is finalized.



Ownership of IT initiatives in entity

Implementation of all the central initiatives will be owned by the implementation agency but the

ownership of initiatives at the Ministries‘ level needs to be clearly defined to avoid any conflict in scope

and responsibilities. The options available in this area are analyzed below:

Table 11: Ownership of IT Initiatives


Implementation

Agency owns the

implementation of

Ministries/Agencies

initiatives

• Central control on the implementation

• Easy to enforce standards and procedures

• Lack of ownership by Ministries/Agencies

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

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

Ministries/Agencies

owns the

implementation

• Faster implementation and better control

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

• Sustainability resulting from ownership

• Compliance with standards and procedures may be impacted

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

o The Council of Ministers headed by Prime Minister should be the Program sponsor

o High Committee under the Minister of Communications & IT is needed in the overall structure for

effective implementation of the strategy

o Technical Committee is needed in the overall structure

o PMO will be under e-Government Directorate of Ministry of Communications & IT

o Ministry/Agency initiatives will be owned by the respective Ministries/Agencies and will be

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

Communications & IT



III. Recommended Governance Structure

In light of the recommendations above, envisaged governance structure is placed below:

Figure 5: Recommended Structure

As shown in the figure above, the ultimate responsibility for the implementation of the Ethiopian e-

Government program lies with the Council of Ministers under the Ethiopian Prime Minister. The High

Committee will be assisted by the PMO in Ministry of Communications & IT for monitoring, coordinating

and directly following up the execution of IT initiatives. Ministries and other Government Agencies are

the owners of their respective core and cross Government projects and will get the support for delivering

these projects from the PMO.

In addition, Ministries and other Government Agencies are responsible for developing their vertical IT

Strategies and implementation plans in coordination and under the direct supervision of the Technical

Committee, in line with the e-Government Strategy and are responsible for deploying their

Ministry/Agencies specific IT vertical projects. The Technical Committee will report on the progress and

the issues of the strategy implementation to the High Committee.



Progress on vertical plans execution will be reported to the PMO to ensure alignment amongst all e-

Government initiatives. All work initiated and conducted by Ministries/Agencies should be in compliance

with the approved Strategic Directions. Any deviation – during implementation – from the directions

provided in the Strategy document should be pre approved by the High Committee.

Description of the Entities presented in the Governance Structure

1. Overall Sponsor: The e-Government Strategy Sponsor is the council of Ministers under his

Excellency, the Prime Minister. Ownership at this level is mandatory to ensure that the program

receives sufficient support, which is necessary to ensure the success of the Program taking into

consideration the size and nature of the change to take place. It is envisaged that the Prime minister

as the Program owner will sponsor the program across the Government, push for change and

resources, publicly take ―ownership‖ of the projects and commit his time on a sustained basis.

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

members:

1. The Minister of Finance and Economic Development

2. The Minister of Labor and Social Affairs

3. The Minister of Transport

4. The Minister of Agriculture

5. The Minister of Education

6. The Minister of Trade

7. The Minister of Industry

8. The Minister of Foreign Affairs

9. The Minister of Works and Urban Development

10. The Minister of Justice

11. The Minister of Civil Services

12. Representative(s), PMO

13. DG, Social Security Agency

The High Committee would be responsible to:

Agree on priorities among Program initiatives;

Lead the implementation of the e-Government Strategy across the Government covering all tracks

defined within the Strategy and the implementation Roadmap. This includes submitting

strategies for final approval by the High Committee, initiatives and projects approval and the

monitoring and control activities;

Harmonize the Strategy implementation across all the components and manage

interdependencies; and

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

activities.

3. The Technical Committee is responsible for the Program implementation management through

initiatives implementation management and provides Program integration, interdependency

management and delivery assurance. The Technical Committee will report to the High Committee

and will contain IT heads from the following Ministries/Agencies:

1. Ministry of Minister of Communications & IT

2. Ministry of Finance and Economic Development

3. Ministry of Labor and Social Affairs

4. Ministry of Transport



5. Ministry of Education

6. Ministry of Agriculture

7. Ministry of Education

8. Ministry of Trade

9. Ministry of Industry

10. Ministry of Foreign Affairs

11. Ministry of Works and Urban Development

12. Ministry of Justice

13. Ministry of Civil Service

14. Social Security Agency

15. Head of PMO

The Technical Committee will be responsible for the following:

Identify technical assistance requirement at project implementation units;

Assist in developing program level training schedule for project teams, general IT skills,

technology etc ;

Identify competent technical as well as administrative resources (within the Government and

externally) for specific requirements of stakeholders;

Lead the development of IT related policies and standards and submit drafts for High Committee

sign-off;

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

Lead the discussions with the private sector organization; and

Support resolving conflicts whenever they arise and escalate conflicts to High Committee

whenever resolution is not possible.

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

support from Programme Governing Body or PMO. Some of the important functions of Ministry of

Communications & IT and the PMO are as follows:

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

activities;

Lead the development of IT related policies and standards and submit drafts for High Committee

sign-off;

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

Lead the discussions with the private sector organizations; and

Facilitate implementation of the IT initiatives across the Ministries/Agencies.

5. The Project Management Office (PMO) will be part of the E-Government Directorate of

Ministry of Communications & IT and will support the e-Government Strategy implementation

through monitoring projects delivery, controlling the relation with vendors, managing the

procurement process, ensuring compliance with policies and standards, auditing projects at hand

over, knowledge management and sharing for areas related to project management. The PMO will

play the following roles:

Monitoring the implementation of the e-Government Program on the different aspects (technical,

administrative and financial);

Project Addition/Deletion Approval



Supporting with evaluating requests received from the different Ministries/Agencies for

implementations, and Supporting projects execution tasks through the identification and

allocation of required resources; and

Knowledge sharing for experiences gained through executing the different Program components

Procurement and contracting process management.

The organization structure of the PMO (described in diagram in next page) was developed based on

the above mandate, where the following key departments will have the core teams tasked to deliver

listed roles:

Project Coordination

Knowledge Management

Appraisal

ITSG (IT Services Group)

Marketing & Awareness

Monitoring & Evaluation

Cadre Control

The core teams will be supported by the following support teams which will report to the respective

departments in the MoC&IT

Financial Control

Procurement

The PMO will contain a pool of resources that can be assigned different tasks depending on work load,

projects nature and projects level of maturity. Accordingly, one team member can play several roles that

can be of monitoring, support, and knowledge or procurement nature. The details regarding PMO

Staffing requirements have been provided in Annexure II. The recommended structure for the

Project Management Office (PMO) is provided in the figure below:

Figure 6: Project Management Office (PMO) Structure



Core Team of PMO

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

Project Co-ordination Team

This team will contain experts in infrastructure, applications, business process and information security

and control requirements. It will be mainly responsible for the following:

1. Liaise with the implementing Ministries/Agencies closely and provide necessary coordination in

order to ensure the realization of the Program targets and to facilitate the integration of the projects

outputs with the e-Government Strategy;

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

other stakeholders;

3. Gather and review work plans from implementing Ministries/Agencies, and monitor the

implementation of the different tasks defined in the plan;

4. Periodically report projects‘ progress to the Program Governance Board with detailed analysis of

status and deliverables;

5. Review projects‘ deliverables and ensure deliverables specifications and quality meet those agreed in

the contract signed with the service or technology provider;

6. In addition to monitoring projects, the Project Coordination team will also be involved in reviewing

service level agreements for maintenance and operation contracts to validate compliance versus

agreed terms and conditions from technical perspective;

Knowledge Management Team

It is mandatory to apply the same standards on the different projects within the e-Government Strategy

Program; this includes applying the same procedures, using the same templates, and following the same

controls. In addition, there will be similar implementations rolled out across the Government; the

knowledge gained in one implementation will need to be shared among others.

The Knowledge Management team will be responsible for the following:

1. Develop knowledge management objectives and plan on annual basis

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

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

Capacity Building Initiative.

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

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

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

different stakeholders

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

Appraisal Team

To properly manage requests for implementations (and associate funding), all requests will be

accompanied by a Detailed Project Report which will contain technical and financial information about

the requested change. The Appraisal team will handle the evaluation of all received requests and will

perform technical and financial reviews to ensure received requests are in line with the Strategy and

within the approved budget allocations. The purpose of the technical review and the financial review are

described below:



Technical Review

The technical review will target ensuring the following:

Alignment of project with the Strategy

No overlap with approved, core and common initiatives

A proper utilization of shared and central facilities

The scope of work is defined clearly

A proper functional description is in place

A proper technical description is in place

Potential risk identified for the initiative and risk mitigation plan.

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

specific)

Post implementation support plan is described properly

Financial Review

Financial review activities target ensuring the following:

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

the Ministries

Financial analyses including CAPEX and TCO are covered in the request

Adherence with Procurement policy

Availability of funds

Identification of funding options/resources

ITSG (IT Services Group)

To support the different projects that are part of the Program, resources will be needed to perform project

management, technical activities and administrative activities. The need for resources will be assessed on

a case by case basis to ensure projects are neither over staffed nor under staffed. The ITSG Resources

team will play the role of Capacity Balancing by identifying resource requirements and allocating

necessary resources accordingly. The source of these resources can be contracting with third parties.

Option 1 – Ethiopia Internal Resources

The resources with required skills can be deployed for short term from MoC&IT or any other

Ministries/Agencies. This will ensure a proper utilization of in-house capacity and will lead to the

development of a pool of Government experts who are specialized in technical and functional domains.

This option is the preferred option and will be more predominant once capacity has developed properly to

meet the targets established under capacity building domain.

Option 2– External Resources

In the initial phase the mobilization of resources from within the Ethiopia will be a challenge, as a result

experts can be hired from third parties. Consulting, outsourcing and managed services companies can be

contracted to provide technical and project management experts. While mobilizing resources from

external resources, it is important to have a system for knowledge transfer to support internal capacity

building on the long term. The technical areas where experts will be needed can include; Database

Administration and Management, Networking, Solutions Architectures and Integration, Software



Development, Computer Hardware, Financial Analysis, Business Analysis and Re-engineering, and

Organizational Development.

Option 3- Fresh graduates and interns

It‘s very important to employ fresh graduates and interns for suitable supporting roles in various

Directorates in Ministries. ITSG will co-ordinate the hiring of qualified resources from the institutes in

region and will be taking care of mobilization to various Ministries. This will help in building the future

capacity for various positions where consultants will be hired initially. Graduates in Computer Science/IT,

Engineering, Finance, HR and Management will form the part of this pool of resources. ITSG team will

organize annual campus visits as part of internship program to identify such resources.

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

Figure 7: ITSG Structure

Capacity Balancer

Capacity Balancer role will be handled by the ITSG within the PMO who will play the expert role in

supplementing the efforts of the project implementation teams of the initiatives on request.

For a proper execution of the strategy, technical and administrative resources should be available where

and when needed. It is expected to have a lack of sufficient resources in all Ministries/Agencies especially

at the early stages of the Program implementation. To ensure this gap is managed properly a ―Capacity

Balancer‖ – which is one of the main roles of the PMO – will support in allocating the right resources to

support initiatives, these resources can be from within Strategy or through contracting with third parties.

This would integrate seamlessly across the centre and Ministry/Agencies departments to ensure

capacities exist within the implementation units to prepare/undertake initiatives.

The Program Governance Structure is designed to have a structured mechanism to assess individual

Ministries capacities and their gaps and then devising the right intervention to help fill these gaps. This

mechanism would supplement the Ministry/Agencies‘ capacity and equip them to effectively

prepare/undertake initiatives.

The Capacity Balancer would need to address both long term capacity creations such as CIO, IT

Management skills within the Ministry, etc. It would address both long term requirements either by

implanting CIO from existing organizations for longer duration as internal staff and creating skill sets for

the Ministry/Agencies staff. Short term requirements could be addressed by hiring private organizations

or individuals with the required skill sets.



The work of the Capacity Balancer is illustrated in the diagram below. For example, Ministry- A may have

internal capabilities in project preparation and design but may not have the necessary know-how in Bid-

Process Management, Budgeting or the resources for Project Management. In such cases, the

Ministry/Agencies may approach the ITSG unit of the PMO, which would in-turn help the Ministry to

identify and engage appropriate resources for a given period to initially undertake the project and

simultaneously build the required capacities. Ministry on the other hand, is fully equipped to undertake a

project and thus would see no significant advantage in requesting support from the PMO

Figure 8: Capacity Balancer

Monitoring & Evaluation Team

This team of the PMO will play a very important role – in terms of development & implementation of

program monitoring tools, implementation of a Monitoring & Evaluation framework consisting of project

progress tracking measures, benefits measurement and impact assessment. This team will also be

responsible for implementation of Government Transformation Index (GTI) and Customer satisfaction

index (CSI).

Marketing & Awareness Team

This team of the PMO will be responsible for all publicity, marketing and advertising activities, which will

ensure that there is a wide awareness among all stakeholders about the program and accordingly the

demand and uptake of the different services is increased.

Cadre Control

This is another important part of the PMO which will oversee the identification, deployment, progression

and capacity building of a central pool of Government IT resources – who will play an important role in

the implementation

Support Team

The details of the support team of PMO are provided in the following sections. The support teams will be

reporting to the respective directorate/division of the MoC&IT, which will also decide the structure and

number of resources of the teams.



Financial Control Team

As the implementation of Strategy will involve huge investments, the strategy budget need to be managed

through a comprehensive fund tracking mechanism. The Financial Control team will be responsible for

the following:

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

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

Ministries; and

3. Develop the estimates for the Program annual budget.

The Financial Control team will do ongoing periodic reviews of active projects and will also be involved in

reviewing service level agreements for maintenance and operation contracts to validate compliance versus

agreed terms and conditions from financial perspective.

Procurement Team

As the execution of the e-Government Program will involve large number of procurements in the form of

services, hardware and software, central control over procurement is mandatory to properly control

acquisitions and ensure the standards are applied consistently.

The Procurement team will handle the following tasks:

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

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

hardware requirements; and

3. Monitor purchase orders, release of payments, stock entries, billings, deliveries, utilization certificates

related to all IT products;

4. Estimate expenditure details and manage correspondence with suppliers and

departments/organizations after orders placement;

5. Manage framework contracts; and

6. Maintain vendor‘s short list.

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

will ensure the following:

SLAs are signed on time;

The terms within SLAs cover the required services;

The providers are complying with their respective SLAs; and

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



Temporary Capacity Sourcing Agencies

Since implementation of the Strategy would require experts from different domains as mentioned above,

there is a need to have a Temporary capacity Sourcing Agencies who could provide resources with desired

qualifications for a specified contract period. Human Resource Development, Capacity Building, Research

and Consultancy Directorate of MoC&IT could be responsible for empanelment of such agencies and then

procure resources based on the Ministerial/Agency project requirements.

IT Organization Structure at Ministry/Project Level

Each Ministry/Agency will have a dedicated IT department to manage the operations and support of the

IT infrastructure and system implemented within the entity. Currently, the Ministry level IT department

may not have requisite staff and skill set. The profile of the people, their experience and attitude are

critical success factors for the successful implementation of IT initiatives. Given this, it is recommended

that only experts in the respective domains be sourced. Leveraging expertise of resources from the private

sector is a good option in this context. The strategy to have the best quality for a reasonable cost will be to

hire people from the market in the initial phase, get the systems and processes in place. Simultaneously

the senior government officials with sufficient experience and interest will be identified and trained over a

period to take over their positions. This way, over a period of time, there will be systems and processes in

place and people with the right skill-set to take the challenge of achieving the objectives.

Taking cognizance of the above as well as the gaps identified in the present mechanism during current

state assessment of all Ministry/Agency level the recommended minimum composition of the Ministry

level IT Department is given in the following figure

Figure 9: Ministry Level IT Organization Structure

Role of CIO/Head of Department

The key to the long term success of the e-Government Strategy lies in the creation of effective Information

Technology Managers within the Government Ministries. While project implementation along with

associated process improvements could be considered as a onetime activity, the continuous improvement

in processes and technology is an activity for which capacities need to be created within the individual

Ministries/Agencies. International experience indicates that creation of CIOs has been extensively used by

countries to sustain and increase the pace of IT development.

The first step towards creating such capabilities is to create an appropriate position with the identified

responsibility of information management within the Government. Across the globe, this is being

achieved through the role of the Chief Information Officers (CIO)



The governance structure proposed here briefly introduces the concept of CIOs. It is an important

position and can play a significant role. This section highlights the concept and functioning of CIOs, in

addition to describing the structures of IT departments within Ministries, the size of these departments

will vary depending on Entity size and Entity level of dependency on information technology.

The primary role of the CIO/IT Head is to act as the IT manager of the Ministry. He or she would be the

person responsible for Ministry IT strategy development and maintenance, further entity capacity

building, sponsor of IT initiatives within the Ministry, and up keeping and maintaining the IT

infrastructure.

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

provided in Annexure IV)

Table 12: Role and Responsibilities of Ministry Level Organization Structure

Department Roles and Responsibilities

Project

Champion

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

the same to senior stakeholders

IT Capacity

Building

Expert

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

Government

Process Re-

engineering

Expert

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

Domain

Experts

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

IT

Infrastructure

Expert

• Design IT infrastructure requirements • Support in Bid Process Management for procurement of IT infrastructure • Test the IT infrastructure procured • Support in Hardware and Software installation

IT Security

Expert

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

Application

Expert

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



PMO Support – Tools and Infrastructure Support

Table 13: PMO Support

Function Tools and Infrastructure Support

Programme Management Technology Tools: Project Tracking, Document Management,

Knowledge Management, Planning and Tracking Tool, Report Writer,

risk management, change management, progress recording

Methodologies : Project Management, Risk Management,

Communication Management, Change Management, Training, Capacity

Building, Project Assessment, Project Proposal and creation, etc.

Infrastructure: Network connectivity, Mail Management, all office suit

products and other office management products like projectors, visual

boards, Video Conferencing facilities, etc.

Fund Management Fund Management System, Financial Management System,

Management Information System, Guidelines for project procurement

and bid evaluation

Technical Assistance /

Capacity Balancer

Standard template for capability gap assessment, guidelines for

processing technical assistance support

HR / Training Standard template and assessment methodology for training need

assessment; formal linkages with select national/international training

institutes for actual delivery

Communication Appointment of a Public Relations (PR) and an advertising agencies to

manage communication – internal and external

Policies / Standard Setting Representation on standard setting working groups, Regular training

and study tours on new technology and applications

Centre of

Excellence/Knowledge

Management

Strong knowledge management tools; Data mining



Section 4 –

STRATEGIC

DIMENSION 1 –

SERVICES

ENABLEMENT



IV. Strategic Dimension 1 - e-Services Enablement

I. Introduction

A service is defined as an interaction or a set of interactions that involve exchange of information /

documents between customers and the government. There are two types of services as enunciated below:

i) Informational Services: includes those services that solely provide information to customers and

do not involve processing of any transactions or documents. For example, providing procedural

information for requesting a service / facility, providing status update of applications for availing

services etc. Informational services have relatively simple back-office operations and can be easily

electronically enabled.

ii) Transactional Services: includes those services where customers require specific actions to be

taken by the department. For example, issue of a driving license is a transactional service.

Transactional services mandate a higher degree of customer interaction and more complex delivery

operations than informational services

II. Guiding Principles for electronic enablement of Service

Focus on designing eServices around citizen needs

Any service should be electronically enabled only after business process has been re-

engineered for that particular service.

Electronic enablement of services should result in visible enhancement of customer

experience in terms of faster turnaround time, lesser visits to government offices and / or

lesser cost of availing services (cost should not be confused with fees)



Page 58

III. Recommendations and Targets

Based on the above guiding principles, 219 services have been considered for phase-wise electronic

enablement. (This list of services is however not static and could vary at time of actual project

implementation as- Ministries, Agencies may have added or modified their services or even make changes

at time of finalizing the application requirements & functionality, for their services.)

Some of the other recommendations are:

1. The Services should be presented on the e-Government portal as per the services life-cycle (explained

in detail in Annexure I) so that the customers can access services intuitively.

2. The services for various groups such as businesses, individuals, government employees, visitors

should be segregated to facilitate easy and fast navigation.

3. In order to implement the services in an integrated manner, bundle of services should be grouped as

priority projects (discussed later).

4. Clear-cut service levels must be defined for electronically enabled services. The services should be

designed such that breach of service levels is escalated to the higher levels so as to fix accountability

for delays.

5. Electronic enablement of a service does not mean that no further work is required to be done

regarding that service. It is imperative to provide robust maintenance support to facilitate acceptable

uptime and performance of the eServices. Features of eServices should also be improved with

technological improvements and based on feedback from users.

IV. Agency Priority Projects

The electronic enablement of services will be realized through the implementation of Twelve (12) Agency

Priority projects. The underlying idea is that the services can be electronically enabled in a sustainable

manner only when the organization that offers the respective services takes ownership of the electronic

enablement.

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

projects is provided in the table below

Table 14: Agency Priority Projects

S.No. Agency Priority

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

1 Agricultural Services 15 6 8 0 0 29

2 Benefits Management system 0 2 3 0 0 5

3 Education 5 3 5 0 0 13

4 Health 0 4 10 0 0 14

5 E Trade 0 6 5 7 0 18

6 Employment 1 6 0 0 7



Page 59

S.No. Agency Priority

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

7 Transport 6 8 0 0 0 14

8 Tourism 0 4 2 4 4 14

9 Tax 7 6 0 0 0 13

10 e-Court 0 4 7 0 0 11

11 e-Municipality 0 25 13 19 5 62

12 Passport & Visa 2 4 5

11

Total Services 35 73 64 30 9 211

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

Table 15: e-Service Enablement of Agency Priority Projects

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

Agricultural Services

15

29 6 8

Benefits Management system

2

5 3

Education

5

13 3 5

Health

4

14 10

e-Trade

6

18 5 7

Employment

1

7 6

Transport

6

14 8

Tourism

4

14 2 4 4

Tax

7

13 6

e-Court

11 4 7



Page 60

e-Municipality

25

62 13 19 5

e-Passport

2

11 4 5

Yearly Services 35 73 64 30 9

Total Services ( 77 Informational,134 Transactional) 211

Transactional

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



Page 61

V. Agriculture Services

Initiative name e-Agriculture

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

Outcomes expected

Improvement in Agriculture services provided by Government

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

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

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

Strengthening of Agrinet project

Coverage Ministry of Agriculture

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

Regional Agriculture Bureaus

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

List of major components to be addressed

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

Agriculture information & management system

Services that will be delivered

Service Major component

Ca

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or

y

Se

rv

ice

Ty

pe

Ch

an

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ls



Page 62


Information services 1. Provision of data on the Agro-

processing Industry. 2. Crop Failure Reports 3. Provision of information on Enabling

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

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

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

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

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

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

9. Technical services and support for farmers.

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

control & surveillance 12. Information on animal infrastructure

distribution & personnel 13. Information on quarantine inspection

and certification 14. Information on rural land admin.

Policies, procedure & guidelines 15. Information on natural resources

conservation

Portal, Agriculture Information & Management system

G2

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orta

l, Mo

bile, IC

T C

enters



Page 63


Transactional services Agricultural Product Inspection and Certification Services:

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

Services relating to provision of Farm Land to Investors : Local or Foreign Investors who need Agricultural land for Investment, the following requirements and services are given by MoA.

Application form to obtain the land Provision of Information on the potential Agricultural land Technical and Administration support Continuous follow-up and support on the land use, Land management

Other transactional services Custom clearance certificate for agriculture imports Certificate of competence on agriculture Certificate of import & export of animal & crop products

Portal, Agriculture Information & Management system

G2

C, G

2B

Tra

nsa

ction

al

Na

tion

al W

eb p

orta

l, Min

istry p

orta

l, Mo

bile, IC

T C

enters

Implementation plan Yr. v/s

Project

Implementation Plan


Sp

re

ad

of

su

b-

pr

oje

cts

Portal Development

AIMS Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged services across all the delivery channels & Expansion & Strengthening of Agrinet

Budget

33.86 Mil. Birr

Pre-Requisites The above mentioned initiative is a comprehensive project envisaging a complete end to end automation of some of the core functions of the ministry and agencies. For end to end automation of the service delivery, it will be important that core



Page 64


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

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

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



Page 65

VI. Benefits Management System Initiative name

Social Benefits Management System

Objective Provisioning of major informational and transactional services related to transport

ministry through electronic channels thereby improving the service delivery‘s

quality and efficiency.

Outcomes

expected Better awareness about benefit schemes due to single source of information

Higher satisfaction of beneficiaries with benefit schemes due to a single

interface to access these schemes and faster turnaround times

The service delivery can be monitored centrally for all benefit schemes

making it easy to access the impact and benefits of the various schemes

Better controls to check leakages in the system

Coverage Ministry of Labor and Social Affairs

Social Security Agency

Department of Postal services

Addis Ababa City Administration

List of major

components

to be

addressed

Benefit Schemes Portal (BSP)

Pension Management System (PMS)

e-Municipality

Services that

will be

delivered

Service Major component C

ate

go

ry

Se

rv

ice

Ty

pe

Channels

Web-based information

publishing

Benefit

Schemes

Portal (BSP)

G2

C

Info

rmatio

n

al National Web

portal, Ministry

portal, Mobile, ICT

Centers, call center

Benefits eligibility

calculator

Benefit

Schemes

Portal (BSP)

G2

C

Info

rmatio

na

l National Web

portal, Ministry

portal, ICT Centers,

call center

Applications for

availing benefits

Benefit

Schemes

Portal (BSP)

G2

C

Tra

nsa

ction

a

l National Web

portal, Ministry

portal, ICT Centers,

call center



Page 66

Pension Services

(Pensioner registration,

and pension payment)

Pension

Management

System (PMS)

G2

C

Tra

nsa

ction

al

National Web

portal, Ministry

portal, Mobile, ICT

Centers

Support Letter (for

unemployment; free

health treatment,

scholarships) e-Municipality

G2

C

Tra

nsa

ction

al

National Web

portal, Mobile,

Ministry portal,

ICT Centers

Implementati

on plan

Yr. v/s Project

Implementation plan

Year 2 Year 3 Year 4

Sp

re

ad

of

su

b-p

ro

jec

ts PMS

SBP

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

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

Budget

33.63 Mil. Birr

Pre-

Requisites

This initiative is a comprehensive project that would integrate all the welfare

programs of the Government of Ethiopia. For end to end automation of the delivery

of the welfare programs, it will be important that core infrastructure projects run in

parallel and are completed on time. Following core projects will have to be executed

on time for successful implementation of the initiative

National Data Set (NDS)

National Enterprise Service Bus (NESB)

National Integrated Authentication Framework (NIAF)

Public key infrastructure (PKI)

National Wide Area Network (WOREDANET)

Implementation of the Network Master Plan

Apart from the key core projects to be undertaken for the successful

implementation of the initiative, the success of the project will also depend on the

success of marketing and awareness activities as the target group - underprivileged

section of the society, is the least aware about new schemes and policies.



Page 67

VII. Education Initiative name e-Education

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

Outcomes expected

Improvement in education services provided by Government

Provide access to education across the country

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

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

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

Strengthening of Schoolnet project

Coverage Ministry

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

Regional Education Bureaus


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

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

Examination management system

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

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


Service Major component Ca

teg

or

y

Se

rv

ice

Ty

pe

Channels

National Exam results

Examination management system

G2

C

Info

rmatio

na

l

National Web portal, Ministry portal, Mobile, ICT Centers



Page 68

Initiative name e-Education

Student placement results

G2

C

Info

rmatio

na

l


Teacher placement results

G2

C

Info

rmatio

na

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

Student registration

Education administration system and Student management system

G2

C

Tra

nsa

ction

al


Certificate for completion of high school (original & replacement)

G2

C

Tra

nsa

ction

al


Certificate for completion of degree (original & replacement)

G2

C

Tra

nsa

ction

al National Web

portal, Ministry portal, Mobile, ICT Centers

Publish education statistics

G2

G &

G2

C

Info

rmatio

na


Report student performance results

G2

G &

G2

C

Info

rmatio

na

l


National exam candidate registration

Examination Management system

G2

C

Tra

nsa

ction

al National Web




Page 69


Teaching permit – for employment

Education Administration system

G2

C

Tra

nsa

ction

al


Education certificate – to be sent abroad

Student management system and Education Administration System

G2

C

Tra

nsa

ction

al National Web


Scholarships Student management system and Education Administration System

G2

C

Tra

nsa

ction

al National Web


Implementation plan

Yr. v/s Project

Implementation Plan


Sp

rea

d o

f su

b-p

roje

cts

Exam Management System

Student Management System

Education administration System

Integration of various core projects and various channels

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

Budget

48.70 Mil. Birr

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




Page 70


National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG)

Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan Expansion & Strengthening of Schoolnet project

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



Page 71

VIII. E-Health Initiative name e-Health

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

Outcomes expected

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

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

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

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

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

Coverage Ministry

Government Hospital

Regional Health Bureaus

Woreda Health offices

Agencies

Pharmacies

Private Hospitals


Health Ministry Portal (HMP)

Hospital Information Management System (HMIS)

Drug Information Management System (DIMS)

Integration of hospitals(Public and Private), Pharmacies

National Payment gateway



teg

or

y

Info

/ T

ra

ns

ac

tion

al

Channels

Issuance of Drug Marketing license

DMIS

HMP

NPG

NIAF

G2

B

Tra

nsa

ction

al


Issuance and renewal of Certificates of competence to drug establishments



Page 72

Initiative name e-Health

Issuance, Renewal and cancellation of drug registration certificate

Issuance of certificate of competence to health professionals

HMIS

HMP

NIAF

NPG G

2B

Tra

nsa

ction

al


Issuance of licenses to hospitals

Issuance, Renewal and cancellation of license to conduct clinical trials

Booking of Appointments

G2

C

Tra

nsa

ctio

na

l


Notification of Test results

Hospital Information HMIS G2

C

Info

rmatio

na


Drug pricing information

DMIS G2

C

G2

B

Info

rmatio

na


Drug Availability Information

DMIS G2

C

G2

B

Info

rmatio

na


Doctors profile information

HMIS G2

C

G2

B

Info

rmatio

na


Implementation plan

Yr. v/s Project

Implementation Plan


Sp

re

ad

of

su

b-

pr

oje

cts

HMP

HMIS

DMIS

Integration of various



Page 73

Initiative name e-Health

core projects and various channels

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


National Data Set (NDS) National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI)

National Wide Area Network (WOREDANET) Implementation of the Network Master Plan

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

Budget 46.87 Mil. Birr



Page 74

IX. E-Trade

Initiative name e-Trade

Objective Provisioning of major informational and transactional services related to Trade

and Industry through electronic channels thereby improving the service delivery‘s

quality and efficiency.

Outcomes

expected Convenience to the Industries, Businesses ,Large, Medium, Small and

Micro Enterprises, Investors and the general public for informational and

transactional services

Improvement in the service levels of Trade and Industry ministry‘s

services leading to timely Business aid to the citizens thereby improving

the overall Economic scenario in the country

Uniform and transparent licensing process leading to efficient Trade and

Industrial service delivery

Convenient and accurate monitoring of certification and license status of

Business institutions

Putting SMME Development project on a fast track and aligning the e

governance objectives with the Agencies and Bureaus

Facilitating and developing the Import and Export Trade linkages

Coverage Ministry of Trade

Ministry of Works and Urban development

Public Sector Undertaking(PSU)

Regional Trade and Industry Bureaus

Woreda Trade and Industry offices

Agencies

Large Industries

Small Micro and Medium Enterprises (SMME)

Foreign and Domestic Investors

International Relations

Sectoral Growth

List of major

components to

be addressed

Trade and Industry Portal

Works & Urban Development Application (WUD)

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

Trade (Import/Export) Management System (TMS)

Investors Management System(IMS)

Integration of Domestic(Public and Private) Enterprise Linkages

Sector and Business specific ICT Infrastructure and Applications Support



Page 75


Services that

will be

delivered

Service Major

component

Ca

teg

or

y

Info

/

Tr

an

sa

ctio

na

l

Channels

Provision of

Investor

Information

IMS

G2

B

Info

rmatio

na

l

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Policies on

Business Loans

G2

B

Info

rmatio

na

l

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Trade name and

trade mark

registration and

renewal

G2

B

Tra

nsa

ction

al

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Collection of fines

if businesses

operate without

license or

outdated license

G2

B

Tra

nsa

ction

al

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Requesting for

Business area

G2

B

Tra

nsa

ction

al

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Provision of

Export/Import

Trade Information

to the business

community

TMS

G2

B

Info

rmatio

na

l

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers



Page 76


Dissemination of

market research to

Exporters for

investing in

existing as well as

new markets

G2

B

Info

rmatio

na

l

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Application for

Subsidies and

Duty relaxations

G2

B

Tra

nsa

ction

al

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers

Provision of

Information on

SMMEs and Large

Industries

EMS

G2

C

Info

rmatio

na

l

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers



Page 77


- Licensing and

Registration

services(Issuance,

Renewal and canc

ellation),

- Licensing of

Professional,

contractors

- Licensing of

construction

machines

Agency for Government Housing: -Request for

Rental Housing

Service include

Residential

Housing request

by customers

-Request for

renewal of

housing lease

contract by

tenants.

-Request for

maintenance

-Request for

transfer of right

-Various

notifications

WUD

G2

B

Tra

nsa

ction

al

National

Web portal,

Ministry

portal,

Mobile, ICT

Centers



Page 78


Implementation

plan

Yr

v/s

P

rojs

Implementation Plan

Year 2 Year 3 Year 4 year 5

Sp

re

ad

of

su

b-P

ro

jects

Ministry Portal

WUD, IMS

TMS

EMS

Industry Linkages

Hosting Business Specific Applications Core Infrastructure

EMS, TMS and IMS Management Systems shall be purely informational in

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

workflow applications in Year 2 and Year 3.

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

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

Budget – 9.83 Mil. Birr

Pre-Requisites The above mentioned initiative is a comprehensive project envisaging a complete

end to end automation of some of the core functions of the ministry and agencies.

For end to end automation of the service delivery, it will be important that core

infrastructure projects run in parallel and are completed on time. Following core

projects will have to be executed on time for successful implementation of the

initiative



National Integrated Authentication Framework (NIAF)

National Payment Gateway (NPG)

Public key infrastructure (PKI)

National Wide Area Network (WOREDANET)


Agrinet




Page 79


implementation of the initiative the success of the e-Trade initiative will directly

depend on how successfully Ethiopia achieves high level of Internet and Mobile

penetration and how successfully SMMEs are integrated into the system.

ICT Support to Domestic Industries:

ICT support in terms of Infrastructure, Information and Linkages through ICT shall be extended to the

local Industries and Small Micro and Medium Enterprises (SMMEs) in particular. Specific Software

solutions shall be built for the SMME sector in view of the Growth and Transformation Plan of Ethiopia as

follows.

Developing the micro and small-scale enterprises sector so that it contributes, to the development of

the industrial sector as a whole serve as the basis, and contributes to the development of the

agricultural sector and create employment opportunities.

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

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

industrial sector.

o Improving SMES management skills in a coordinated and networked manner with the

existing extension systems.

o Working in collaboration with TVET and other appropriate institutions in expanding and

strengthening the urban industrial extension programs.

o Providing credit facilities and develop saving culture for MSEs.

X. Employment

Initiative name

Employment Management System

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

Outcomes expected

Management of Unemployment in the country

Issuance and certification for unemployment

Integration and licensing of the Agencies

Issuance and renewal of work permit

Coverage Ministry of Labor and Social Affairs

Addis Ababa City Administration


Employment Information Portal




Ca

teg

or

y

Se

rv

ice

Ty

pe

Channels



Page 80

Unemployment

Registration/

Unemployment

Certificate

Employment Information

Portal Employment Management

System

G2

C

Tra

nsa

ction

al

National Portal, Ministry of Labour Portal, ICT centers.

Overseas employment

registration for

Ethiopian Nationals

G2

C, G

2G


Employment Agency

License Renewal Employment Management

System

G2

B

Tra

nsa

ction

al


Employment Agency

Licensing (New)

Employment Management

System

G2

B

Tra

nsa

ction

al National Portal,

Ministry of Labour Portal, ICT centers.

Foreign Nationals work

permit Employment Management

System

G2

C, G

2G

Tra

nsa

ction

al


Job Matching, Labour

Market Information Employment Information

Portal

G2

C

Info

rmatio

n National Portal,

Ministry of Labour Portal, ICT centers.

Registration of –

Labour Unions

Employment Unions

Work Places

Collective Agents

Safety & Health

Committees

Work place accidents

Institution & Partner

Organisations

Employment Information

Portal Employment Management

System

G2

C, G

2B

Tra

nsa

ction

al

National Portal, Ministry of Labour Portal, ICT centers

Implementation plan

Yr. v/s Project

Implementation Plan

Year 2 Year 3 Year 4 Year 5

Sp

re

ad

of

su

b-

pr

oje

cts

Employment Portal


Integration with other systems



Page 81

Pre-Requisites

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

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

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




Page 82

XI. Transport Initiative name e-Transport

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

Outcomes expected

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

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

Uniform and transparent licensing process leading to efficient service delivery

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

Coverage Ministry

Government transport agencies

Roads Authority

Embassies


Private Transport/ Travel agencies

Regional Transport Authorities


Transport Ministry Portal (TMP)

Vehicle Registration Information System (VRIS)

Online ticket booking System (TBS)

Government Vehicle Insurance Management System (IMS)

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

National Payment gateway



Ca

teg

or

y

Info

/ T

ra

ns

ac

tion

al

Channels

Issuance/ Renewal of drivers license (National/ International)

TMP VRIS NPG

G2

C, G

2B

Tra

nsa

ction

al National Web


Application for change of ownership of vehicles

TMP VRIS NPG

G2

C

Tra

nsa

ction

al National Web




Page 83

Initiative name e-Transport

Application and renewal of vehicle Insurance

TMP VRIS IMS

G2

C

Tra

nsa

ction

al


Application for request of special numbers

TMP VRIS

G2

C

Tra

nsa

ction

al


Online notification and collection of fines for traffic violation

VRIS NPG

G2

C

Tra

nsa

ction

al


Online booking of tickets for inter state government transport

TMP NPG TBS

G2

C

Tra

nsa

ction

al


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

TMP G2

C

Info

rmatio

na

l

National Web portal, Ministry portal, Mobile

Notification of expiry/ renewal of insurance, licenses

TMP VRIS

G2

C

Info

rmatio

na

l


Information on Public transport timings, tickets availability, routes, stops etc.

TMP TBS

G2

C

Info

rmatio

na

l




Page 84


Information on the traffic movement, special events, road works, Parking areas, detour information etc.

TMP G2

C

Info

rmatio

na

l


Notification of traffic violations and penalties

TMP VRIS

G2

C

Info

rmatio

na

l National Web portal, Ministry portal, Mobile

Information on regulation, policies, and import duty for vehicles

TMP G2

C

G2

B

Info

rmatio

na

l


Implementation plan

Yr. v/s Project

Implementation Plan Year 1 Year 2 Year 3 Year 4 Year 5

Sp

re

ad

of

su

b-p

ro

jec

ts

TMP

VRIS

TBS

IMS

Integration with Other Ministries

Integration of various core projects and various channels

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


National Data Set (NDS) National Enterprise Service Bus (NESB)

National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan




Page 85


implementation of the initiative the success of the e transport initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully other related government agencies and ministries are integrated into the system.




Page 86

XII. Tourism Initiative name

e-Tourism

Objective Provisioning of major informational and transactional services related to Tourism through electronic channels thereby improving the service delivery‘s quality and efficiency. Ethiopia has great scenic beauty and tourist spots. The government is keen to leverage the same to enhance the contribution of the tourism sector in the national economy. This priority project is envisaged to be a facilitator towards this end. This project would be undertaken under the ownership of the Ministry of Culture and Tourism and participation of Ministry of Foreign Affairs. The long-term vision of the Government is to make Ethiopia one of the top ten tourist destinations in Africa by the year 2020, with an emphasis on maximizing the poverty-reducing impacts of tourism, and utilizing tourism to transform the image of the country .The number of tourists who visited the country in 2009 was 412,341, obtaining $211.5 million in revenue. Ethiopia has announced plans to attract around one million tourists. Ethiopia has unique sites to attract tourists and eight of its heritages are inscribed by UNESCO as world heritage sites. Various projects are currently being carried out to expand the tourism industry with $35 million loan obtained from the World Bank in 2009.

Outcomes expected

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

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

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

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

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

Coverage Ministry

Heritage Sites

Artifacts

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

Travel Agencies

Tour Operators

Tourism Information

Travel Visa

Disaster Alert

International Relations

Sector Growth



Page 87

Initiative name

e-Tourism


Culture and Tourism Portal

Hospitality Management System(HMS)

Tour Management System (TMS)

Disaster Management System(DMS)

Travel Licenses Management System(TLMS)

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

Geographic Information System(GIS)


Service Major compone

nt

Ca

teg

or

y

Se

rv

ice

Ty

pe

Channels

Registration of private tour operators

TMS

G2

B

Tra

nsa

ction

al National Web


Information on Tour Operators, Travel Packages, Itinerary, Fee

G2

C

Info

rmatio

na


Registering for a Tour G2

C

Tra

nsa

ction

al


Registration of Hotels, Resorts, Guest Houses and Local Accommodations

HMS

G2

B

Tra

nsa

ction

al


Information about the Accommodations

G2

C

Info

rmatio

na

l




Page 88

Initiative name

e-Tourism

Booking a Hotel, Resort etc

G2

C

Tra

nsa

ction

al National Web


Registering with the DMS for alerts

DMS G2

C

Tra

nsa

ction

al National Web


Supporting letter for film-makers ,Tourists to go abroad

TLMS G2

B,G

2C

Tra

nsa

ction

al


Application for Tourist VISA on Arrival

G2

C

Tra

nsa

ction

al National Web


Driving license equivalence for foreign citizens

G2

C

Tra

nsa

ction

al National Web


ID card issuance for foreign nationals

G2

C

Tra

nsa

ction

al National Web


Issuing diplomatic and service visas

G2

C

Tra

nsa

ction

al


Issuing Birth, Death and Marriage Certificates to foreign nationals

G2

C

Tra

nsa

ction

al




Page 89

Initiative name

e-Tourism

Information regarding various resources , Cultural and heritage centers

RMS G2

C,G

2B

Info

rmatio

na


Permission to visit Heritage sites

G2

C,G

2B

Tra

nsa

ction

al National Web


Information on Various GIS Mapping statistics

GIS G2

C,G

2B

Info

rmatio

na


Implementation plan


Ministry

Portal

Sp

read

of

su

b P

roje

cts

Yr

v/s

Pro

js Implementation Plan

DMS

Core Infrastructure

TMS

GIS

TLMS

HMS

Pre-Requisites The above mentioned initiative is a comprehensive project envisaging a complete

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


National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI) National Wide Area Network (WOREDANET)


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




Page 90

Strategic Direction

The Priority projects are aligned with the cultural policy that targets to create a favorable condition to the

languages, cultural, historical and natural heritage, fine arts, handicrafts, oral literature, customs and

other cultural elements of the nations, nationalities and peoples of Ethiopia, receive equal recognition.

The Ethiopian Tourism policy focuses on identifying the country‘s historical, cultural, wildlife and natural

resources to develop responsible and sustainable tourism through the participation of the private sector,

local community. Moreover, the wildlife conservation policy is to create conducive environment whereby

the country‘s wildlife and their habitats are protected and developed in a sustainable manner.

Disaster Management System

Ethiopia‘s major cities like Addis Ababa, Nazret, Dire Dawa and Awassa are very near main fault lines

such as the Wonji fault, the Nazret fault, the Addis-Ambo-Ghedo fault, and the Fil Woha fault lines along

which numerous earthquakes of varying magnitude have occurred over the years. Other cities like Arba

Minch, Dessie, and Mekele are also located in some of the most seismically active areas in the country.

Hence the Government needs to constantly monitor and alert the citizens against Flood risk, Epidemic

risk, Earthquake Risk, Volcanic Activity Risk etc. The Disaster Management System serves as a Disaster

Alert and Coordination System provides near real-time alerts about natural disasters around the Country

and tools to facilitate response coordination. It shall also provide linkages for provision of stand-by

emergency centers and mobile sub-stations.

Geographic Information System (GIS)

Geographic information system (GIS) integrates hardware, software, and data for capturing, managing,

analyzing, and displaying all forms of geographically referenced information.GIS systems are used in

cartography, remote sensing, land surveying, Forest cover/ Population density mapping, hydrographs,

public utility management, natural resource management, precision agriculture, photogrammetric,

geography, urban planning, emergency arrangement, navigation, aerial video, and localized search

engines. It integrates stores, edits, analyzes, shares, and displays geographic information for informing

decision making. GIS applications are tools that allow users to create interactive queries (user-created

searches), analyze spatial information, edit data, maps, and present the results of all these operations.



Page 91

XIII. Tax

Initiative name Tax

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

Outcomes expected

Timely and effectively tax revenues generated efficient collections

Simplifying administration of tax and providing better control over compliance

Timely tracking of late-files and late-payers

Over all view of all taxpayer liabilities and payments

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

Improvement in customer satisfaction levels regarding tax related services.

Coverage Revenue and Custom Authority including the Business Processes and Directorates

Regional Branch Offices

Customs Authority Coordination offices


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

National data set(NDS)

Custom and Revenue Authority Portal(Portal)


National Payment gateway (NPG)

PKI Framework(PKI)



Ca

teg

or

y

Se

rv

ice

Ty

pe

Channels

Online application of

Registration as a Taxpayer

Upgradation of

SIGTAS

TMIS

G2

C a

nd

G2

B

Tra

nsa

ction

al

National Web portal, Authority portal, ICT Centers

Online filling of Tax Return

(Land tax, Rental Housing

tax (paid by owner),

Turnover tax, TV tax, VAT,

and Excise tax)

G2

C a

nd

G2

B

Tra

nsa

ction

al

National Web portal, Ministry portal, ICT Centers



Page 92

Initiative name Tax

File a declaration

G2

C a

nd

G2

B

Tra

nsa

ction

al


View Pending messages

G2

C a

nd

G2

B

Info

rmatio

na


View Registration Data

G2

C a

nd

G2

B

Info

rmatio

na


View Field assessments

G2

C a

nd

G2

B

Info

rmatio

na


View list of decelerations not

filed

G2

C a

nd

G2

B

Info

rmatio

na


List previous Tax returns

G2

C a

nd

G

2B

Info

rmatio

na


Show filed declaration

G2

C

G2

B

Info

rmatio

na


Tax clearance certificate

G2

C

G2

B

Tra

nsa

ction

al National Web

portal, Ministry portal, ICT Centers



Page 93

Initiative name Tax

TIN Number Registration

G2

C

G2

B

Tra

nsa

ction

al


Implementation plan

Yr

v/s

P

rojs

Implementation Plan

Year 1 Year 2 Year 3 Year 4 year 5 S

pr

ea

d o

f S

ub

-P

ro

jec

ts Portal

TMIS

Integration of various Sub Projects and various channels

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

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

National Data Set (NDS) National Enterprise Service Bus (NESB)

National Payment Gateway (NPG)

Public key infrastructure (PKI) Up gradation of National Wide Area Network (WOREDANET)

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




Page 94

XIV. e-Court Initiative name e-Court Management System

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

Outcomes expected

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

Digitized copy of the Law, Acts and case Documents.

Applications for the Case filling, Property Details etc.

Coverage Ministry of Justice

Federal Supreme Court

Regional Court


E-Court Portal

Property and Land management system

Case Management Application



Page 95



teg

or

y

Se

rv

ice

typ

e

Channels

Buying & Selling

Property

Agreement e-Court Portal, Property and Land

Management System G

2C

,G2

B, G

2G

T

ran

sactio

na

l National Portal,

ICT Centers

Land Ownership

Land transfer

Property

Registration

Application for a

Pleading

e-Court portal, Case management Application

G2

C,G

2B

, G2

G

Tra

nsa

ction

al

National Portal, ICT Centers Document

Transfer

Case Filing

Adjourning Cases G2

C,G

2B

, G2

G

Tra

nsa

ction

al

National Portal, ICT Centers

Implementation plan

Yr. v/s Project

Implementation Plan


Sp

rea

d o

f su

b-p

roje

cts

e-Court informational Portal

Case Management System

Property and Land Management System

Integration with Regional Court and Property Systems

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




Page 96

National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) Public key infrastructure (PKI) National Wide Area Network (WOREDANET)

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




Page 97

XV. Municipalities Initiative

name

e-Municipality Management System

Objective Provisioning of the e-services to ensure a safe and clean environment for a healthy

and productive society with improved access to social services and physical

infrastructure.

Outcomes

expected Institute good governance with efficiency, transparency and accountability to

the residents.

Overall citizen satisfaction by providing convenience and improved service delivery.

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

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

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

Help different departments to improve their revenue collection efficiency.

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

Coverage All Urban Local bodies of federal and Regional

List of major

components

to be

addressed

Municipal Portal

Certificate generation module

Payment / Tax collection Module

Accounts Module

Licenses Module

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

GIS Application

Grievance Information System

Human Resource Management System

Document & Workflow Management System

e-Procurement

Asset Management System

Material Management System

Fleet Management System



Page 98

Implementati

on Plan

Agency Service Ma

jor

Co

mp

on

en

t

Ca

teg

or

y

Se

rv

ice

Ty

pe

Channels

A.A. City

Administra

tion

Communic

ation

Affairs

Bureau

Information

Provision

about A.A.

City

Administrat

ion

Ad

dis A

ba

ba

City

Info

rmatio

n

Po

rtal

All

Info

rmatio

na

l

Portal

A.A Mass

Media

Agency

Request for

Archives of

News,

Television

Programs,

Radio

Programs

Po

rtal, S

tora

ge S

erver, G

rieva

nces red

ressed sy

stem

G2

G

Tra

nsa

ction

al

Portal

Download

of Radio

Program

All

Info

rmatio

na

l Portal,

Mobile

Download

of News

All

Info

rmatio

na

l

Portal,

Mobile

Application

for

sponsorship

of News,

Communica

tions

G2

B

Tra

nsa

ction

al

Portal, ICT

centre

Request to

post News

G2

B

Tra

nsa

ction

al

Portal, ICT

centre



Page 99

Request for

Advertising

different

bids and

names etc.

G2

B

Tra

nsa

ction

al

Portal, ICT

centre

Information

on

determinati

on of design

standards

and

preparation

of design for

construction

of roads

G2

B

Info

rmatio

na

l

Portal

Appeal to

damaged

roads

G2

C

Tra

nsa

ction

al

Portal, ICT

centre,

Mobile

Requests for

the

permission

of blocking

of the road

temporarily

G2

G,G

2C

Tra

nsa

ction

al

Portal, ICT

Centers

A.A. City

Courts

Application

for change

of name.

Complete

Backend

applicati

on in

synchron

ize with

front

end.

Digital

certificat

es

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Application

for

declaration

of absence.

G2

C

Tra

nsa

ction

a

l Portal, ICT

Centers

Application

for

succession

Certificate.

G2

C

Tra

nsa

ction

a

l Portal, ICT

Centers



Page 100

Application

for marriage

certificate.

G2

C

Tra

nsa

ction

a

l ICT Centre

Application

for

certificate of

guardianshi

p.

G2

C

Tra

nsa

ction

a

l Portal, ICT

Centre

Give

information

about court

case such as

adjournmen

t date.

G2

B, G

2C

Info

rmatio

na

l

Portal,

Mobile

A.A. acts

and Civil

Status

Documents

Registratio

n Office

Issuance of

Resident ID

Portal

with full

back end

applicati

on

processin

g and

Digital

Certificat

e

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Issuance of

Marriage

Certificate

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Issuance of

Divorce

Certificate

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Issuance of

Birth

Certificate

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Issuance of

Non-

Married

Certificate

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers



Page 101

Issuance of

Death

Certificate

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

A.A. City

Administra

tion

Environme

nt

Protection

Authority

Information

on creating

awareness

for

protecting

the city

from

different

pollution

and natural

resource

degradation

Portal,

Payment

Gateway,

Backend

Applicati

on

Integrati

on A

ll

Info

rmatio

na

l

Portal, ICT

Centers

Issuance of

license for

mining

G2

B

Tra

nsa

ction

al

Portal, ICT

Centers

Environmen

tal Impact

Assessment

Permit.

G2

B

Tra

nsa

ction

a

l Portal, ICT

Centers

Request for

environmen

tal Lab test

G2

B

Tra

nsa

ction

al

Portal, ICT

Centers

A.A City

Administra

tion

Cleansing

Manageme

nt Agency

Request for

disposal of

solid waste

Grievanc

es

Redresse

d system,

Call

Centers

G2

C

Tra

nsa

ction

al

Portal, Call

Centers, ICT

Centers



Page 102

Addis

Ababa Civil

Service

Agency

Distributing

Organizatio

nal

Structure

for sub

cities and

center

Offices

Informati

onal

Portal,

HRMS,

Call

Centre

G2

G

Info

rmatio

na

l

Portal, Call

Centers

Distributing

directives,

guidance,

rules and

regulation

concerning

with

promotion,

allowance,

transfer,

requirement

of

employment

discipline.

G2

G

Info

rmatio

na

l

Portal, Call

Centers

Collect data

about

employees

profile form

all offices

G2

G

Info

rmatio

na

l

Portal, Call

Centers

Provision of

statistical

analysis

about

employees‘

profile.

G2

G

Info

rmatio

na

l

Portal, Call

Centers

Receiving

appeals

from

employees

(Administra

tive court)

G2

G

Tra

nsa

ction

al

Portal

Recruit new

employees

for all sub

cities and

center

offices

G2

G,G

2C

Tra

nsa

ction

al

Portal



Page 103

Addis

Ababa City

Administra

tion justice

bureau

Distribution

of laws

Portal,

Call

Centers

All

Info

rmatio

na

l

Portal, Call

Centers

Registration

of

complaints

investigatio

n and

litigation

sub process

All

Tra

nsa

ction

al

Portal, Call

Centers

Registration

of Tax

appeal

G2

B

Tra

nsa

ction

al

Portal, Call

Centers, ICT

Centers

Addis

Ababa

Water and

sewerage

authority

Request for

new water

line

Internet

Portal

with

Backend

processin

g,

Payment

Gateway,

MIS

All

Tra

nsa

ction

al

Portal, Call

Centre, ICT

Centers

Request for

maintenanc

e of

Water/Sewe

rage lines

All

Tra

nsa

ction

al

Portal, Call

Centre, ICT

Centers

Request for

sewerage

service

All

Tra

nsa

ction

al

Portal, Call

Centre, ICT

Centers

Bill

collection

All

Tra

nsa

ction

al

Portal, Call

Centre, ICT

Centers



Page 104

Addis

Ababa

Educationa

l Bureau

Educational

managemen

t

information

for

researchers

Portal,

Payment

Gateway,

Digital

Certificat

es

All

Info

rmatio

na

l

Portal

Information

on how to

get

examinee ID

All

Info

rmatio

na

l Portal, Call

Centers

Registration

of Private

ECLSE

examinees

G2

B

Tra

nsa

ction

al

Portal,

Payment

Gateway,

ICT Centers

Request for

summer

course

registration

G2

C

Tra

nsa

ction

al

Portal, ICT

Centers

Request for

grade 8

report card

when they

lost it

G2

C

Tra

nsa

ction

a

l Portal, ICT

Centers

City council

of Addis

Ababa

News

Release

Portal,

Grievanc

es

redressed

system,

Digital

certificati

on

All

Info

rmatio

na

l Portal, ICT

Centers

Press

Release

All

Info

rmatio

na

l Portal, ICT

Centers

Documentat

ion and

disseminati

on of

information

All

Info

rmatio

na

l Portal, ICT

Centers



Page 105

Disseminati

on of

declaration

ratified by

the council

All

Info

rmatio

na

l Portal, ICT

Centers

Request for

buying laws

G2

B, G

2C

Tra

nsa

ction

a

l Portal, ICT

Centers

Receiving

appeal

G2

B, G

2C

Tra

nsa

ction

a

l Portal, ICT

Centers

A.A Urban

Plan and

Informatio

n Institute.

Preparing

Structural

Plan

Portal,

Backend

applicati

on, GIS,

Payment

Gateway,

ICT

Centers

G2

G

Tra

nsa

ction

al

Application

Preparing

Local

developmen

t Plan

G2

G

Tra

nsa

ction

al

Application

Collecting

land and

land related

data

G2

G

Tra

nsa

ction

a

l Application

Request for

land and

land related

data (has

transaction

fee)

G2

B, G

2C

Tra

nsa

ction

al

Portal, ICT

centers

A.A Fire

and

emergency

service

Information

on safety

inspection

and

certification

Portal,

Call

Centers

All

Info

rmatio

na

l Portal,

Mobile



Page 106

Information

on safety

consultancy

All

Info

rmatio

na

l Portal,

Mobile

Information

on training

and

awareness

All

Info

rmatio

na

l Portal,

Mobile

A.A

beautificati

on park

and

symmetry

Request for

park and

recreation

center/hall

Portal,

Payment

Gateway,

Call

Centers

G2

B, G

2C

Tra

nsa

ction

al

Portal, ICT

Centre,

Payment

Gateway

Information

on how to

get funeral

service

All

Info

rmatio

na

l Portal,

Mobile

Information

on the

provision of

ornamental

seedlings

All

Info

rmatio

na

l

Portal,

Mobile

Information

on green

area

adoption

and

outsource

service

All

Info

rmatio

na

l

Portal,

Mobile

Information

on public

relation

mobilization

and

awareness

All

Info

rmatio

na

l

Portal,

Mobile

Implementati

on Plan Yr. v/s

Project

Implementation Plan

Modules

Yea

r 2

Yea

r 3

Yea

r 4

Year 5

Sp

rea

d o

f

core

an

d

sub

-

pro

ject

s

Municipal Portal

Certificate generation module

Payment / Tax collection



Page 107

Module

Accounts Module

Licenses Module

Project Systems (for

Water/Sewerage / Roads

/Building etc.)

GIS Application

Grievance Information System

Human Resource Management

System

Document & Workflow

Management System

e-Procurement

Asset Management System

Material Management System


Pre-

Requisites

This initiative is a comprehensive project that would integrate all the programs of

the City Administration of Addis. For end to end automation of the delivery of the

programs, it will be important that core infrastructure projects run in parallel and

are completed on time. Following core projects will have to be executed on time for

successful implementation of the initiative


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


implementation of the initiative, the success of the project will also depend on the

success of marketing and awareness activities as the target group - underprivileged

section of the society, is the least aware about new schemes and policies.




Page 108

XVI. Passport & Visa

Initiative name Passport & Visa Management System

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

Outcomes expected

Better functioning and processes of the Ministry of Foreign Affairs

Faster & more efficient issue and management of applications and documents

Reduction in opportunities for fraudulent applications

Coverage Ministry of Foreign Affairs

Immigration Offices

International Airport


Passport & Visa Management Application

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



teg

or

y

Se

rv

ice

typ

e

Channels

Application

Passport & Visa Management system

G2

C,G

2B

, G2

G

Tra

nsa

ction

al

National Portal, ICT Centers

Renewal

Replacement

Visa Application,

Processing & Issue

ID Card issue to

Foreign Nationals



Page 109

Implementation plan

Yr. v/s Project

Implementation Plan


Sp

rea

d o

f su

b-

pro

ject

s

Passport & Visa Management System

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

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

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




Page 110

Core Projects Introduction:

The e-Government strategy for Ethiopia has identified several strategic priority projects. These projects

when implemented would deliver electronic services. As these projects cut across ministries and also if

these projects are to deliver fully transactional services over the various electronic channels, it is

absolutely essential to develop a robust infrastructure on which these projects should be hosted. This

infrastructure would include the following to be implemented during the first 3 years of the strategy

implementation.

Table 16: Core Projects

S.No. Core Projects Strategy Alignment Current

Status

Owner

Ministry

Estimated

Cost

1 National Data

Set (NDS)

This infrastructure is required

at a National Level to provide

a commonly used master

database which can be shared

across ministries

Need to set up MoCIT 367 Mil.

Birr

2 National

Enterprise

Service Bus

(NESB)


at the National Level to act a

platform for exchanging data

between ministries on a

common platform

Need to set up MoCIT 20.60 Mil.

Birr

3 National

Integrated

Authentication

Framework

(NIAF)


at the National Level to

authenticate users on the

various electronic channels.

This facility will provide

secure user login based on

certain credentials

Need to set up MoCIT 36 Mil. Birr

4 National

Payment

Gateway (NPG)


for providing a unified

payment system for all

ministries / agencies to

deliver payment related

eServices through the

identified channels

Need to set up MoCIT 28.08 Mil.

Birr

5 Public Key

Infrastructure

(PKI)


both to facilitate electronic

transactions and provide

required security for the

same.

Project in

progress,

alignment

required as

per the

strategy

MoCIT 124.75 Mil.

Birr

6 Enterprise

Architecture

(EA)

Development of EA for all

Ministries in line with the

National framework

Needs to be

done

MoCIT 6.30 Mil.

Birr



Page 111

7 National Data

Centre (NDC)

This infrastructure provides

the common hosting facility

for all government

applications, core projects etc.

Project in

progress,

alignment

required as

per the

strategy

MoCIT

8 National Wide

Area Network

(WOREDANET)


to provide the back bone

connectivity for all ministries

and agencies to be in a

common wide area network

Project in

progress,

alignment

required as

per the

strategy

MoCIT

Implementation Plan for the Core Projects – The core projects, as mentioned are proposed to be implemented in the 1st three years of implementation

of the strategy implementation, considering the fact that they would be building blocks/ or the facilitators

for the priority project implementation. Broad level implementation plan of the core projects is as below –

Table 17: Core Projects- Implementation Plan

Yr. v/s Project

Implementation plan


National Data Set





Enterprise Architecture



Page 112

BusinessEmployee

CitizenCu

sto

me

rs

Private Agencies

Mobile kioskServ

ice

De

live

ry

Ch

ann

els

Ministry Portal

National Enterprise Service Bus(Integration Layer)

Application

Database

Ministry 2

Application

Database

NIAF

Application

Database

Ministry 1

Application

Database

National

Payment Gateway

Operational Applications / Databases @ Ministries

NCC National Portal

Application

Database

NDS

Application

Database

Public Key

Infrastructure

WOREDANET

NDC

The details of these initiatives are provided in the coming sections. A logical diagram of these

infrastructures is provided below for reference:

Figure 10: Core Projects



Page 113

XVII. National Data Set:

Initiative name National Data Set

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

Outcomes expected A database system to support all business requirements of the government

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

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

Support standardized nomenclature and value for common data across ministries

Assist in better integration of services and applications across ministries

Drive the National Meta Data standards

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

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


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

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


Data sharing and validation by the respective entities

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

Critical Success Factors

Clearly articulated Data ownership responsibility

Data sharing policy and guidelines

Communication infrastructure for data sharing (ESB)

Development of data architecture

Dedicated project teams during implementation

Dedicated team for operations and maintenance

Implementation options

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



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

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

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

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

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

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

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

Coverage All ministry and agency applications identified in the eGovernment strategy


Develop a nation-wide SOA and governance model for service delivery Set up of hardware and software for NESB


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

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

Create SOA based service architecture

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



Identify the list of all business services for integration

Alignment of SOA for developing services

Existence of Data sharing policy and guidelines







Page 115

NIAF

NSEB

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

Figure 11: National Enterprise Service Bus



Page 116

XIX. National Integrated Authentication Framework: Initiative name National Integrated Authentication Framework - NIAF

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

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

Assist in building other capabilities on the electronic channels like personalization

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

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

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

Usage: To be provided to all citizens and legal residents of Ethiopia List of major components to be addressed

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


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



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

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

Data base of the Unique id Infrastructure for high end authentication – chip based (smart card)

for all (UIN), PKI certificates

Availability of an Nation-wide enterprise service bus to integrate the NAG services to all requestors





A logical diagram of the National Integrated Authentication Framework describing the various

components and interaction is provided below:



Page 117

Figure 12: National Integrated Authentication Framework



Page 118

XX. National Payment Gateway: Initiative name National Payment Gateway

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

Outcomes expected Single, unified electronic payment solution across all government entities.

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

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

eBanking, eWallet

Coverage All transactional payment eServices All electronic channels that accept electronic payments


Set up the National Payment Gateway infrastructure Provisioning of all payment types

Integration with channels and eServices


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



Availability of eTransaction laws to support electronic payment Availability of infrastructure at the financial institution levels e.g. Banks

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

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

Dedicated project teams during implementation Dedicated team for operations and maintenance





Page 119

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

provided below:

Figure 13: National Payment Gateway



Page 120

XXI. Public Key Infrastructure

Initiative name Public Key Infrastructure (PKI)

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

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

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

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


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


Data encryption services for government and private

Identity verification using digital keys

Provide end users with eSignature, time stamping, etc.

Integration with eServices and applications for use

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


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

Readiness of applications and systems to use PKI based authentication Compliance with international laws and practices for enabling electronic

payments like PCIDSS

High skilled man power in the PKI area

Increased PKI awareness level in ministries/agencies

Create high bandwidth and ICT penetration

Good telecommunications infrastructure







Page 121

Figure 14: Public Key Infrastructure (PKI)



Page 122

XXII. Woreda Net

Initiative name Woreda-net

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

Outcomes expected Create / establish a government wide area network

Create single unified, reliable, robust and secure Intranet for the

Government thereby facilitating effective communication and creating

less paper environment.

Provide connectivity to all the e-Government applications.

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


216 services would be delivered

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


Availability of telecom provider to enable high bandwidth Availability of infrastructure at the institution levels High skilled man power for maintenance of the WAN Good telecommunications infrastructure

Availability of High security infrastructure Dedicated project teams during implementation Dedicated team for operations and maintenance



The current status of the existing WOREDA Net is provided below: (WOREDA is the administrative

equivalent of a District)

Table 18: Existing WOREDA Net

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

(connectivity)

Connectivity

VPN VSAT

1 Federal Office 3 3 -

2 Addis Ababa Region 11 11 -

3 Tigray Region 39 5 34

4 Amhara Region 116 7 110

5 Oromia Region 199 3 195

6 Somalia Region 46 1 45

7 Beneshangul Gumuz Region 21 21 21

8 SNNP Region 106 3 103

9 Afar Region 37 37 37

10 Gambella Region 10 10 10

11 Harari Region 1 1 -



Page 123

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

(connectivity)

Connectivity

VPN VSAT

12 Dir Dawa Region 1 1 -

Total 590 36 554

XXIII. Data Center

The Ethiopian National Data Centre (ENDC), under the management of MOCIT, aims to provide reliable

ICT Infrastructure and storage facilities to all Government ministries and departments by hosting

required hardware, software and applications in a centralized, secure environment, connecting National

Data Center and Regional Data Centers (RDC) through fiber optics. 260 terra bytes (TB) and 60 TB of

storage capacity is available at ENDC and RDC respectively.

Ethiopian National Data

Centre

Regional Data

Centre

National Disaster

Recovery Centre

Regional Data

Centre

Regional Data

Centre

Regional Data

Centre

Regional Data

Centre

Regional Data

Centre

ETC

Regional DR site

Regional DR site

Regional DR site

Regional DR site

Regional DR site

Regional DR site

Figure 15: Proposed Nationwide Data center Layout



Page 124

It is proposed that the Ethiopian National Data Centre (ENDC) would consolidate services, applications

and infrastructure to provide efficient electronic delivery of G2G, G2C and G2B services. ENDC

infrastructure shall provide adequate space to house ICT assets of various departments and Government

agencies within the country in an environment that meets the need for reliability, availability, scalability,

security and serviceability. Various applications and some of the functionalities envisaged at the ENDC

include Secure Central Data Repository of Ethiopian e-government, Core Application Servers, Service

Delivery Gateway, Citizen Information/Services Portal, Government Intranet Portal, Remote

Management and Service Integration facility.

Ethiopian National Data Centre will act as a mediator and convergence point between open unsecured

public domain and sensitive government environment. The ENDC is equipped to host / co-locate systems

such as Web Servers, Application Servers, Database Servers, SAN, and NAS etc.

Recommendations:

1) Presently the data centre is not available on 24/7/365 basis – though the infrastructure and facilities

to provide on 24/7 basis have been created. The NDC is now operating on a single 8 hour shift. Hence

there is a need to have 24x7 Team of trained resources at the Data Centres with well defined roles and

responsibilities for each team member.

2) Reporting structure of the Data Centre Resouces should be published and shared with the respective

Ministires and other government Agencies.

3) Complete Catalog of the inventory (Hardware/ Software) needs to be maintianed and updated

regularly along with the vendor details.

4) A detailed Service catalog has to be maintained for each of the service that are being delivered

through the Data Centres e.g: IP phone, V-Con, Web, Portal / Application hosting, e-Mail Etc..

5) Currently services being provided by NDC need to be fully used by the various ministries, agencies –

e.g Though e-mail server and DNS are available and official mail ids can be used by all government

personnel, this is not happening due to lack of a directive from the government making it mandatory

for all govt. bodies to use official e-mail/domain. And most of govt. currently uses personal mail ids

for govt. correspondence.

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

all under that domain umbrella.

7) The infrastructure (Storage, IP Addresses and Connectivity etc.) for each of the Ministries, Agency at

the National and Regional Data Centres should be planned, allocated and made available.

Presently NDC does have block of IP addresses and also provides facilities for server co-location,

provision of dedicated or shared servers for the various ministries. However these facilities should be

provided in a planned and organised manner, as per the Governments‘ own ICT implementation

plans as well as per the plans of the individual ministries and agencies.

8) The Network capacity of the National Portal needs to be upgraded, considering that E-services will be

implemented fully within couple of years. Further, the govt. also plans to migrate the portal to an

open source platform.

9) Presently the connectivity between NDC and RDCs is through fibre links. There is a need to build in

redundancy and provide back-up connectivity through other media like VSAT, RF etc..

10) DR sites (13 in number) are in process of being implemented. Good practices for establishment of

Disaster Recovery Centres such as building the DRC in a seismic zone different from where the Data

Centre is hosted should be adhered to.

11) Capacity utilisation of NDC should be improved. E.g Though NDC is in a position to provide around

100 servers for the various ministries, agencies, only around 30 servers are being used.



Page 125

XXIV. National Enterprise Architecture Framework Initiative name National Enterprise Architecture Framework (NEAF)

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

Outcomes expected Unified architecture adoption across ministries enabling better integration of ministry applications

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

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

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

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

Coverage Nationwide initiative for all ministries and agencies


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

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

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


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

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

Defining the roles and responsibilities for implementation

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


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

Availability of required trained man power in each ministry on NEAF

Set up of EA governance body

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

Provisioning a good EA tool for knowledge management

Continuous training for the ministerial staff on EA adoption

Dedicated project teams during implementation Implementation options

There are two options for EA implementation: 1. In-house development: EA development is a continuous activity and

therefore, training the internal teams in ministries and agencies to develop their own EA would be the most sustainable model for



Page 126

Initiative name National Enterprise Architecture Framework (NEAF)

Ethiopia. However, this option would be time consuming, as providing training to all the key employees and then developing EA would take considerable time thereby delaying the eGovernment strategy implementation.

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

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

Alignment of EA and eGovernment strategy

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

NEAF Reference Components

eGovernment Strategy Alignment

Government Services Architecture

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

Application Architecture

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

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

Technology architecture

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



Page 127

The overall EA reference model is provided below:

Figure 16: The overall EA reference model

GOVERNMENT SERVICE ARCHITECTURE

APPLICATIONS ARCHITECTURE

DATA ARCHITECTURE

TECHNOLOGY ARCHITECTURE

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

LEG

AL

& R

EGU

LATO

RY

FR

AM

EWO

RK

GO

VER

NA

NC

E F

RA

MEW

OR

K DELIVERY CHANNELS

SERVICES PROVISIONING

CORE APPLICATIONS

COMMONAPPLICATIONS

MINISTRY SPECIFICAPPLICATIONS

COMMON NATIONAL DATA SET

METADATA REPOSITORY

ENTERPRISE INFORMATION MANAGEMENT

HARDWARE / SYSTEM SOFTWARE

INTEGRATION PLATFORMS

SECURITY

GOVERNMENT WIDE AREA NETWORK

Every aspect of Ethiopian life is ICT assisted

ICT infrastructure development

Human resource development

ICT for egovernance service delivery

ICT for agriculture modernization

ICT for improved health

ICT in the education sector

ICT in Industry and Private sector

ICT for research and development

Vision

StrategicInitiatives

ETHIOPIAN ENTERPRISE ARCHITECTURE REFERENCE MODEL

BUSINESS DRIVERS FOR ENTERPRISE ARCHITECTURE



Page 128

XXV. Common Applications Common applications need to be made available across the Ministries and Agencies to enable smooth

functioning and provide focus on implementation of the priority projects by reducing the effort required.

The common applications would also facilitate collaboration and consistency across common processes

such as procurement, HR management, Financial Management etc.

S.No. Common Applications Owner Ministry Estimated Cost

1 E-Procurement MoFED 16.03 Mil. Birr

2 HRMS Ministry of Civil

Services

22.13 Mil. Birr

3 E-office MoCIT 16.03 Mil. Birr

4 Financial management

Information System (FMIS)

MoFED 4.03 Mil. Birr

Proposed Implementation Plan for Common Applications

Yr. v/s Project

Implementation plan


e-Procurement

HRMS

e-Office

FMIS

Email

XXVI. e-Procurement

Given the high percentage of government procurement as a percentage of total procurement in the

economy, a comprehensive eProcurement solution can substantially improve efficiency and cost

effectiveness of government

procurement. eProcurement

system will provide businesses and

ministries with a common

platform to transact. With

features such as demand

aggregation, catalogue based

procurement, dynamic pricing

engine, etc; the system is expected

to cut down the transaction costs

for not only the government, but

also suppliers. It is envisaged that

training will be provided to small

and medium enterprises so that

they can also benefit from the

solution.

Back-end / Legacy Systems

Government e-Procurement Meta-site Homepage

User/Dept. Specific View (Personalisation)

Back-end Application Integration & External Interfaces

Data Analysis (Spend and Demand)

Core Transaction Platform; Content

Catalog Based

Procurement,

eRFX,

eTenders

Search, Yellow

Pages,

Advertisements,

Business News,

Announcements

Supplier

Self-Service

Zone

Dynamic

Pricing Engine

(Auctions,

Reverse

Auctions,

Negotiations)

Multi-Channel Delivery

AdvertisersAgency/

BuyersGovt.

Employees

Suppliers

External

Service

Providers

Other

eProc.

Portals

Suppliers

Government

Co-operative

Enterprise

eProcurement

Portals

Back-end / Legacy Systems









Core Transaction Platform; Content

Catalog Based

Procurement,

eRFX,

eTenders

Search, Yellow

Pages,

Advertisements,

Business News,

Announcements

Supplier

Self-Service

Zone

Dynamic

Pricing Engine

(Auctions,

Reverse

Auctions,

Negotiations)

Multi-Channel Delivery

AdvertisersAgency/

BuyersGovt.

Employees

Suppliers

External

Service

Providers

Other

eProc.

Portals

SuppliersSuppliers

External

Service

Providers

Other

eProc.

Portals

Suppliers

Government

Co-operative

Enterprise

eProcurement

Portals

Figure 17: eProcurement



Page 129

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

Vendor management

Catalogue management

Bid process management

Auctions

Payment management

Contract management

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

Transparency and accountability in procurements

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

aggregation

Reduction in cost of bidding by 50%

Improve turnaround time for payments

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

of Ethiopia:

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

1. Reengineering and streamlining the complete public procurement process

2. Development of the eProcurement solution with the requisite functionalities

3. Procurement of hardware for hosting the application

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

eGovernment portal

5. Vendor development programme

XXVII. Government wide HRMS

The efficient management of government resource personnel is imperative to bring in efficiency and

improve productivity. A government wide Human Resource Management System is a compelling tool for

this purpose. It is recommended that Government wide HRMS solution is commissioned across all

government agencies under the leadership of Ministry of Civil Services. As per the assessment study, some

work has already been undertaken in this regard. At a minimum following steps need to be undertaken to

bring this to fruition:

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

departments of the ministries

2. Decision regarding development of a new software or purchase of a Commercial-off- the- shelf

(COTS) HRMS solution. COTS solution is faster to procure and also has good practices embedded

within, so using a COTS HRMS with minimum customizations can potentially yield higher

performance improvements.

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

Following benefits are envisaged from this project:

Employee empowerment



Page 130

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

availing services

Efficient and effective management of the government workforce

XXVIII. Financial Management Information System

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

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

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

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

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

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

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

Disbursement Module: This module manages the public treasury functions associated with cash management and disbursing funds between public financial institutions.

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

Figure 18: IBEX System



Page 131

eOffice

Enterprise Content Management

Role and Group

Management

Content Collection

and Creation

Content

Transformation

Library

Services

Metatagging WorkflowMulti-

Language

Document & Records Management

Digital Asset Management

Collaboration


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

initiatives:

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

Standardization of process and workflow for using IBEX across different Ministries/Agencies to

simply the process of data compilation

Hosting of the IBEX application in the National Data Centre

XXIX. eOffice / Document Management

As more public constituents demand instant access to public information, government agencies need an

efficient, affordable and accessible solution that eliminates paper work and provides a simple, searchable

and secure way to publish documents on an intranet or the Internet. Going forward, the idea is to

eliminate the paper-based interactions even within the government across different agencies by using a

single solution. Document Management addresses the life cycle of documents (workflow), provides library

services (versioning, security, audit trails), maintains components of documents (compound documents)

and manages the long-term archives (records management). Managing documents typically involves

structured business processes that are document-centric, and often involve lengthy and complex

documents; examples include legal or regulatory documents (e.g., land records, applications, and

standard operating procedures), contracts and proposals. A document management system helps in

streamlining the internal processes to create a paperless office by ensuring an effective migration of old

documents from legacy systems to the archives.

This strategic initiative is envisaged to provide the following benefits:

Communications management through digital registration and routing of government

communications

Efficiency in receipt,

processing & output

Performance

management through

standardization and

automation of

repetitive processes

Knowledge

management

Transparency and

accountability in

operations

Cost-effectiveness

Responsive to customers

Figure 19: eOffice Components



Page 132

Following are the broad steps required for implementing the solution:

1. Analysis

a. Scope/definition of the system

b. Analysis of requirements

c. Analysis of the IT infrastructure

d. Envisioning of the system

2. Design

a. Definition of requirements

i. Solution evaluation

ii. IT infrastructure definition

iii. Data migration

b. Definition of documentation and training

c. Transition planning

d. Implementation design

3. Development

a. Vendor selection

b. IT development

c. User documentation

d. Testing

4. Implementation

a. System implementation

b. IT support

c. User training

5. Roll out of the solution.

XXX. Government wide email system

Email can be used as a very effective medium for the inter-office and intra-office communication. Though

some of the departments use the commonly used web-based mailing services, it is limited by internet

access. The email-ids must be created for the important functionaries in the department. Since the email

system will be common across the departments, the common system can be used across with the

standardization in email addresses.

The Government has already undertaken commencement of this initiative and this may be speeded up

and completed quickly, so as to help in the Strategy implementation.



Page 133

Section 4 –

STRATEGIC

DIMENSION 2 –

CHANNELS


Page 134

V. Strategic Dimension 2 - Channels

I. Introduction

The term channel connotes the means through which services are delivered to the customers. Channel

Strategy represents a set of business-driven choices about how and through what means services will be

delivered to customers.

The central theme of the e-Government strategy is to enhance public service delivery through the phased

electronic enablement of services. However, provisioning services through electronic means is only useful

if it facilitates the customers to access services anytime and anywhere in a more convenient manner.

Identifying channels of customers‘ preference is a critical success factor for effective eGovernment, as the

choice of delivery channels has a major impact on the following:

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

networking.

Standard procedures and guidelines required to operate the channel.

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

alliances.

Convenience and satisfaction for the customers in availing public services.

II. Current Status

Based on the assessment study conducted during the formulation of the eGovernment Strategy, following

observations need to be highlighted:

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

Government information portals for around 15 Entities including Ministries and other institutions

have been hosted presently and still more are under development.

All regions and federal institutions are to develop and implement websites with basic level public

service delivery information as per the existing policy of government. 69 websites have been

developed for regional bureaus to make information accessible to the public.

A call centre has been established by MINISTRY OF COMMUNICATIONS & IT with participation of 4

government entities - Transport Authority, Addis Ababa Transport Branch Office; City Government of

Addis Ababa, Land Administration; Document Authentication and Registration Office and Social

Security Agency.

Three Services (weather forecast, currency exchange rates and Electricity) are likely to be provided

through the mobile channel in the next 1 month.

92 ICT community centres have been established across the country. These centres are well equipped

and could be leveraged as Common Services Centres (CSCs) in future.


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Channel strategy should support wider government policies on universal access,

modernizing government and social inclusion.

Channel strategy should ensure social inclusion, providing coverage for the

underprivileged and people with special needs for accessing services.

Channel strategy must ensure a “no wrong door policy” – citizens should be able to

conduct different steps of the same transaction through different channels in a

seamless manner.

The agencies should adopt channel strategies in a coordinated manner so as to

leverage synergies and economies of scale to deliver integrated services in a cost

effective manner.

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

and agencies.

A coherent and clear Channel migration strategy must be implemented to promote

uptake of new channels

Channel strategy should ensure integration – an applicant should be able to perform

different steps for availing the service through different channels

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

Table 19: Channel – Current Status

Sr. No Channel Status

1 National Portal Portals for around 15 entities including Ministries and other

institutions have been hosted presently and still more are

under development.

Few Information services are present -27 Informational

Services

Channel uptake has been very low

2 Call centre Four Agencies with around nine agents now providing

information

Approx. 700 calls answered per day

But there is more demand existing - around 4000 calls are

attempted every day

3 ICT Service

Centres Approx. 92 existing ICT Community centres

Set up by ICTAD

4 Mobile Under design

Three Services (weather forecast, currency exchange rate and

electricity bill information are likely to be provided shortly

IV. Guiding Principles for Channels Strategy


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V. Recommendations and Targets

Based on the technological choices available today, readiness levels of participating organizations,

customer preferences and an overwhelming preference of key decision makers for integrated service

delivery, the following channels present themselves as viable alternatives for delivering government

services alongside traditional government offices:

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

information, make payments, etc

2. Phone (Call Center): where customers can call up to request services and information and

access the same through call center agents and ‗Interactive Voice Response‘ technologies.

3. Mobile Gateway; where customers can request services and information through mobile

phones and hand-held digital personal assistants. The departments can send customers regular

alerts through SMS.

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

of service requests and delivery of services is provided to the customers at a single point of service

delivery. CSC includes self-service kiosks, utility bill payment centers, ICT community centers etc.

Furthermore, the Government in Ethiopia is about to commence implementation of the Unified

Billing System (UBS) in a Public-Private Partnership (PPP) mode in Addis Ababa. This project

will establish 70 billing centres (for payment of power, telephone & water bills, to begin with),

with all required IT Infrastructure. These may be considered for upgradation as CSCs by

facilitating delivery of all e-Services. It is also planned to expand the UBS project to more cities.

The options of the various channels and the factors of convenience and choice to the customers make it

imperative to develop a comprehensively defined strategy for the enablement of service delivery channels.

Each of these channels and their implementation plan is discussed in greater detail in the following pages.


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Implementation model

• Existing “in-house” model for portal management

• Portal design based on customer

segments and life events

Outcomes

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

customer feedback


• Introduction of eServices as per the schedule • Content management processes for updating content• High uptime

• Standards and policies for integration and security of data• Marketing and awareness campaign

VI. e-Government Portal

Government Portal is envisaged to be the primary electronic channel for providing eServices to the

customers. There are several advantages that can accrue to the government through the use of

eGovernment Portal as the primary service delivery channel.

The portal can be the integration point and a one stop shop for all government services. It can also act

as a linkage between the other delivery channels.

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

The use of internet helps in reducing load on physical infrastructure of the government by reducing

the need for customers to visit government offices.

It requires minimal human intervention and enables interactive service delivery.

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

Presents single face of the government

Leads to higher usage of web services as users of already existing services get information regarding

new eServices while transacting

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

regulations etc.

Implementation Imperatives

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

of Ethiopia needs to consider the following implementation imperatives for further development of the

eGovernment portal as a delivery channel for Government services:

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

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

o Changes to departmental IT systems: The existing IT systems are designed to cater to the

backend functioning of the departments only, hence would need modification for service

delivery through the portal.

Figure 20: e-Government Portal


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o Regulatory changes: The new process redesign for online delivery may also require changes to

the regulations governing the service.

Well defined content management processes to ensure that the content published on the portal is

relevant and up-to-date.

A capable team and robust processes and systems for network and portal maintenance to ensure

acceptable uptime and resolution of issues impacting services delivery 24*7.

A Monitoring and Evaluation framework for measuring the effectiveness of service delivery through

the portal and to identify opportunities for further improvement.

Innovative measures such as Common Services Centers to ensure that the limitation of high cost of

computer equipment and internet access does not result in low uptake of the portal.

Single Government portal can only be successful if it has the backing of all the ministries and

agencies. Therefore, it is imperative that an inter-ministerial group is constituted to oversee portal

development and maintenance

Marketing and awareness campaign for creating awareness regarding the benefits of availing services

through the portal. This is extremely important – considering that presently the usage of the portal is

very poor (approx. 1000 hits per month).

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

Introduction of eServices as per the schedule to keep the momentum

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

across ministries

Options Analysis

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

follows:

Table 20: e-Government Portal Implementation

Option Implication

In-house Portal Large up-front cost

Difficult to implement stringent service levels

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

with government

Outsource development, operation and maintenance of the portal

Lower up-front cost and overheads

ASP Model (Vendor-

managed) Vendor gets paid based on the number of transactions

No extra capacity created

Recommendation

Currently Ethiopia‘s e-Portal is managed in-house. Based on the current assessment of the existing portal

and websites of various departments, it is suggested that

The government may continue with the ―in-house portal‖ model in the immediate term (next one

Year) with enhanced infrastructure to be able to provide eServices. However it needs to Outsource


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development & maintenance – keeping ownership with Government, so that the portal is able to

provide all services – End to End, as they are developed.

Enhancement of Portal – to provide ‗End-to End‘ delivery of identified 216 E-Services - including

facilities of online authentication, digital signatures, payment, etc

Establish Governance Framework and portal management processes, to ensure continuous updation

and improvement and provide more relevant content & facilities for online Citizen participation in

Governance & development – this will help increase uptake of the channel

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

through the portal

Government should also consider options to allow private sector participation in the provision of

related value-added services through the e-Government portal

As mentioned above Government should consider outsourcing the development & maintenance of the

portal, while retaining ownership. This will help ensure that the development of the portal is able to

simultaneously develop as the various projects of E-Government Strategy are implemented. The Vendor

would be responsible for ensuring that the usability and technical capacity of the portal are up to date –

while Government would focus on making different services available through this channel and the

Governance and management processes, so that Content is always updated and is relevant to the needs of

the different stakeholders.

It is proposed that the outsourced operations of the portal will commence by year 3. Total

estimated cost for the portal is 29.06 Mil. Birr.

Outcomes

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

such as

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

All possible Government services to be delivered completely through the eGovernment Portal.

Availability of services on portal should be in line with their implementation, which will make the

following number of services available through the portal channel, over five years -:

o Year 1: 35

o Year 2: 73

o Year 3: 64

o Year 4: 30

o Year 5: 9

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

Reduction in per transaction cost for the Government

Provide 98% uptime for all online services

All informational services, downloadable forms, grievance redressal and status tracking for

applications to be provided online.

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

the services delivery


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VII. Contact Center

A Contact Center can be an effective means of obtaining service related information, delivery of some

services, and grievance redress. The call center provides the following advantages:

Figure 21: Contact Center

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

recording

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

It reduces the need for the citizens to visit the government office for information, thereby helping in

reduction of the load on the physical infrastructure of the government departments.

Most inclusive alternate channel as telephone is much more pervasive than internet and the number

of people who can use telephones is much higher than those that use internet. A testimony to this is

the fact that the present call center with participation of only 4 ministries is attracting over 800 calls a

day.

The record of all interactions with the customer can be maintained and analyzed for continuous

improvement in service delivery.

It can be used as an outbound centre to promote specific government schemes to target customer

segments and pro-actively provide information to the customers.

The Contact centre will essentially provide support for all government services. It shall serve as a first

point of contact for most customers exploring alternate delivery channels. The call centre would also

provide information on all government services with certain value added services like status checking, and

grievance redressal for all services. The call centre is expected to provide multi-lingual support.


Following implementation imperatives need to be considered for the development of the Call centre as an

effective delivery channel for Government services:

Learning‘s from the in-house call center established at MINISTRY OF COMMUNICATIONS & IT

must be documented and utilized for better performance.

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

Increasing capacity to meet growing demand

Adherence to service levels and Standard Operating Procedures.


• Outsource Call Center operations to third party

• Outbound calls for targeted promotion

and push services

Outcomes

• A single national toll free number for all information services, status checks and complaints


• Bilingual support in English and Amharic• Adherence to service levels and Standard Operating Procedures• Integration with other channels especially the eGovernment portal

• Marketing and awareness campaign


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Integration with other channels especially the e-Government portal

Marketing and awareness campaign to raise awareness regarding the existence of call center and

benefits that accrue by using the channel for availing services.

Design the database of expected FAQ‘s from customers on services to facilitate call center operations.

These would need to be updated continually.

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

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

Options Analysis

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

follows:

Table 21: Contact Centre Implementation Options

Recommendation

Government of Ethiopia has set up an in-house government call center. Since the current set-up is very

basic and not a full-fledged call center, it is suggested that as part of the e-Government strategy

implementation, the government should establish an ―Outsourced Call Center‖ to facilitate e-Services.

This is further necessiated by the fact that the Call Centre channel requires expertise of different domains,

including IT and Communications infrastructure, operations, human resource management and training

and service delivery excellence. However a dedicated team to continuously monitor the service levels and

lead further improvements in services delivery must be established. So Government should consider –

Implementing outsourced call centre model

This channel would be able to provide 77 informational and around 40 transactional services

(estimate of 30% of the transactional services identified)

Option Implication

In-house Call

centre Large up-front investment

Hard to scale down in case up-take is weak

Maximum control of government and data security

Outsourced Call

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

government

Call centre infrastructure and operations by private party

Lower up-front cost

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

Ethiopia

Vendor-managed

Call centre

(transaction-based

payment)

Vendor gets paid based on number of calls handled


Least control of the government

Concerns over data privacy


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The Call centre would also provide facilities for outgoing calls, emails, live chat, integration

(connecting to live databases of Ministries)

It is proposed that a 100 seat facility (including 80 agents and support staff), be established

– which would take care of increased number of services as well as be able to serve calls

from regions. Outsourced operations would start from year 3. Total estimated cost is at

164.57 Mil. Birr.

Call centre outsourcing can be a PPP business model – wherein there would be toll-free service for

services like information and transaction services like payments etc, may be through paid calls.

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

Outcomes

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

A single national toll free number for all information services, status checks and complaints with

Multi-lingual (English, Amharic and popular regional languages) support.

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

is

o Year 1: 35

o Year 2: 42

o Year 3: 20

o Year 4: 20


Improvement in Service turnaround time

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

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




• Outsource Call Center operations to third party

• Outbound calls for targeted promotion

and push services

Outcomes

• All informational, status checking and payment services to be available through mobiles.


• Cooperation and support of the Ethiopian Telecommunication Company• Redesign of content and formatting for mobiles• Identification of services amenable for delivery through mobiles

• Integration with other channels especially the eGovernment portal• Marketing and awareness campaign

VIII. Mobile Gateway

Mobiles are used world-wide for providing Government service due to their high penetration. Some of the

advantages of the mobile Gateway as a service delivery channel are:

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

Reduction in cost of delivering and availing services.

Anytime, anywhere access to information and select public services

It reduces the need for the citizens to visit the Government office for information, thereby helping in

reduction of the load on the physical infrastructure of the government departments.

The mobile penetration is increasing at a fast rate, so this channel is likely to become the most

pervasive service delivery channel in the future.

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

Payment services;

Information services;

Currency converter;

Flight Information

Weather information

Status checks

Information regarding important / emergency numbers

Proactive delivery of services, i.e. push services (services such as intimation regarding renewal of

licence which is due in future etc.).

The Government of Ethiopia has already awarded a pilot project for the enablement of 3 services

(Currency rates, weather information and Electricity bill information).

The high-level diagram below illustrates the different functions in end-to-end solutions of the various

components of mobile middleware required to for delivering eGovernment services.

Figure 22: Mobile Gateway

Cooper

Web Application

Server / Agency

Applications

Table 22: Middleware required for Wireless Applications

Architectural Layer Middleware Required

Tier 1 Device integration/drivers; Browsers

Tier 2 Wireless gateways

Tier 3 Web and wireless application servers; Wireless commerce

servers

Tier 4 Enterprise application integration (via application

connectors)


Following implementation imperatives need to be considered for the development of the mobile channel

as an effective delivery channel for Government services:

Identification of services amenable for delivery through mobiles

Redesign of content and formatting for mobiles

Support and cooperation of Ethiopian Telecommunication Company (ETC) must be solicited.

Mobile interface / application connectors need to be developed for the e-Government Portal and

applicable agency applications.

Adherence to service levels and Standard Operating Procedures.

Integration with other channels especially the e-Government portal.

Marketing and awareness campaign to raise awareness regarding the existence of call center and

benefits that accrue by using the channel for availing services.

Figure 23: Four tier Architecture for Wireless Application Delivery

Cooper

Options Analysis

The various options available for implementing mobile gateway along with their implications are as

follows:

Table 23: Mobile Gateway Implementation Options

Option Implication

In-house Mobile Gateway Large up-front cost

Difficult to implement stringent service levels

Lack of in-house expertise in government will require

extensive recruitment for the purpose which may be time

consuming

Maximum control and data privacy

Outsourced Mobile Gateway Ownership of servers, data and basic project management

team with government

Outsource development, operation and maintenance of

Mobile Gateway

Lower up-front cost and overheads

Faster implementation

ASP model (vendor-managed) Vendor gets paid based on number of transactions handled


WAP server and content converter provided by vendor

Integration effort also carried out by vendor

Fast implementation

Recommendation

It is recommended that the Government of Ethiopia should consider options of Outsourced Mobile

gateway and ASP model (vendor managed) gateway for its services. This would involve

• Set-up of Mobile gateway and creation of content for the Mobile channel

• Provision of 77 informational services and around 40 transactional services

The business model option can be PPP implementation – with the private partner responsible for

development & maintenance and payment would be based on number of transactions/uptake of the

channel.

It is proposed that outsourcing of the mobile channel commence from year 2 and the total

estimated cost at 19.25 Mil. Birr

Cooper

Outcomes

Desired outcomes of implementing the mobile gateway are:

All payment services and services related to status queries of applications for availing services to be

made available through mobile.

Availability of 77 informational and around 40 transactional services

The services rollout through the Mobile channel, over 4 years proposed is

o Year 2: 35

o Year 3: 42

o Year 4: 20

o Year 5: 20

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

Wherever possible, proactive service delivery such as reminders for deadlines etc. to be enabled

through mobiles.

At a later stage, services such as mobile parking solutions in busy areas to be introduced.

Cooper

IX. Common Service Center

Common Service centers would facilitate single window multiple services delivery. This means that

Common service centers though similar to departmental counters, would provide services of multiple

departments. Key drivers for Common Service Centres are:

Customer Preference for human interaction

Some government services may require manual signatures on documents

A wide array of services of multiple departments could be provided to customers from a single point

Common Service Centres are an inclusive means of service delivery as service delivery is not

dependent on technology requirements, and technical knowledge on part of the customer is not

required.

Further, the CSC transcend the problem of low literacy and low PC and internet penetration by

leveraging ICT to reach the masses and also providing a human interface to facilitate the delivery of

services.

Ethiopia has successfully implemented fully functional 65 ICT community Centres that cover nearly

95% of the country‘s population. These Centres along with the Unified Billing Centres could be

utilized for delivery of eServices.

Common Service Centers (CSC) can either be set up at existing government premises (government

agency counters) or other locations such as the ICT Community Centers and Unified Billing Centers.

CSC shall provide all portal based services and other services requiring physical presence.

It would also provide payment related services, along with form distribution and submission for all

government services.

For customers who do not have Internet access, there would be an information help desk for

assistance, and self-service (or facilitated) kiosks for accessing the Internet to avail government

services.


• Leverage existing ICT Community Centres and proposed Unified Billing Centres as CSCs

Outcomes

• Single window multiple service delivery

• All government services to be

available in the locality


• Training of staff at the CSCs• Authority and empowerment of the staff at the CSCs• Integration with other channels especially the eGovernment portal

• Adherence to Service levels and standard operating procedures• Marketing and awareness campaign

Figure 24: Common Service Center

Cooper


Some of the implementation imperatives for successfully setting up CSCs as service delivery channels are:

Framing processes and guidelines to facilitate the delivery of departmental services through CSCs

including

o Process design, including clearly laid out roles and responsibilities for the people involved

o Identification of process owner

o Changes/upgrade in department IT systems

o Design and monitoring of SLAs, along with escalation and problem resolution in case of

breach

Utilizing 92 existing ICT Community Centers and the proposed 40+ Unified Billing Centers for

offering government services

Customer orientation training and functional training regarding the services to staff at the CSCs

Monitoring and Evaluation framework for measuring effectiveness of service delivery

Recommendation

It is recommended that the 92 existing ICT Community Centres and the proposed 40+ Unified

Billing Centres are leveraged as CSCs for offering government services immediately.

The number of CSCs needs to be increased as per the demand for services across the country and

also to facilitate easy access to government information and services even in interior and remote

areas, in the longer run.

It is recommended that additional 800 CSCs be set up in Partnership with the private sector on a

PPP business model. This would cover all the Woredas in the country. Spreading the CSCs till

Kebele level could subsequently be taken up by respective regions, based on need and demand.

The CSCs would charge transaction charges for services availed by citizens – which would not

only include Government services but also others like photocopy, basic DTP services, etc.

However it may be expected that around 50 % of the CSCs could be self-sustainable, in terms of

being able to meet operational expenditure and recover capital investment to some extent.

Remaining CSCs may need provision of subsidy and support from Government, in order to be

viable.

It is estimated that an investment of approx. 2206.21 Mil. Birr would be needed over a period of

five years for the CSC project. However, the project is expected to start only from Year 2 on PPP

model – after required tendering and finalisation.

Broad level estimate at this stage, of the support needed from Government would be around 50%

of the investment i.e. 2206.21/2 = 1103.11 Mil.Birr. The remaining investment is proposed to be

provided by the private partner.

Outcomes

Government of Ethiopia should drive implementation of Common Service Centers by taking into account

outcomes such as:

CSC to offer service of all government departments

Availability of services through CSCs would be in line with availability on National

Portal, which will make the following number of services available through the portal

channel, over five years -:

o Year 1: 35

Cooper

o Year 2: 73

o Year 3: 64

o Year 4: 30

o Year 5: 9


No need for citizens to visit departments for services related to submitting applications, making

payments, requests for duplicates, etc and to be provided from CSC

All services offered through the portal to be available at the CSC

Defined and published service levels for all services to be delivered through CSC

Self-service kiosks also to be established

ISO certification for processes at Common Service Centers

X. Channel Migration Strategy

The introduction of alternate channels needs to be augmented with channel migration initiatives to

increase the uptake of electronic channels. Some of the recommended initiatives towards this end are:

Promotion of benefits of eServices: To promote uptake, it is essential to educate customers of

the benefits of using the e-Services. The customers would use the new channels if there is a

perceptible advantage to them in terms of cost, time or convenience. Hence, specific campaigns to

highlight advantages of availing services through alternate channels should be conducted.

Targeted promotion of service: The Government can identify specific high-value services for

targeted utilization improvement.

Incentives such as Differential pricing and faster turnaround times: Financial incentives

including lesser fees for availing services through electronic channels could be useful incentives for

promoting usage of electronic channels. Similarly, turnaround time for services demanded

electronically could be reduced as compared to the services demanded through conventional channels

to provide incentives to the early adopters.

Adding value through information and expertise: Government needs to focus on ‗pulling‘

customers to more efficient channels by making the informational services more useful and attractive.

Possible compulsion for channel shift: Government has the option of implementing compulsory

channel shift, focusing initially on the more sophisticated audiences of business and intermediaries.

One of the ways of compelling the users for channel shift is to offer some services exclusively through

the electronic channels. This is one of the most difficult ways of implementing channel shift, but

provides maximum benefit as closure of inefficient channels results in savings and enhanced

efficiency for the Government.

Cooper

Section 5 –

STRATEGIC

PRIORITY 3 –

ENABLERS

D Development of e-Government Strategy and Implementation Plan


VI. Strategic Dimension 3 - Enablers

I. Capacity Building

E-Government projects are not equivalent to conventional IT projects. The focus of the e-Government

strategy is on service, service levels and

sustainability; not on software and hardware.

Capacity building seeks to address the skill gaps in

the current system and people. Capacity building

in the context of this strategy refers to the need to

adjust policies and regulations, to strengthen

institutions, to modify working procedures and

coordination mechanisms, to enhance the skills

and qualifications of people, to change value

systems and attitudes in a way that meets the

demands and prerequisites of implementing the

eGovernment strategy.

The adjacent figure depicts the journey towards

developing a Capacity Building Strategy for

Ethiopia. The Strategy emphasizes the need to not

only strategize in terms of identifying and

developing CB initiatives but also to sustain the

capacity that has been developed. A structured Capacity Building framework has been developed as part

of the Strategy. The report presents in detail this framework and each of its components. It also lists down

the Capacity Building initiatives in each component and how they contribute to achieving objectives laid

down for this objective area.

Summary of the Current Capacity Building Initiatives undertaken

Ethiopia in the past few years has undertaken significant Capacity Building initiatives such as

Technical Vocational Education Training (TVET) centers have been created and around 576

teachers have been trained on ICT to effectively deliver education to students. Around 15 ICT training

labs in all the regions have been established for providing training to the TVET teachers.

Four Business Incubation Centers to help entrepreneurs‘ in ICT related businesses has been

established. A total of 43 private ICT start-ups have entered into business under these established

centers. In addition 18 Virtual Incubation in Addis Ababa have been established to support the ICT

start-ups and create business opportunities.

645 SME operators have been trained on computer maintenance, basics of computing and

database by training institutions such as FEMSEDA and PIC.

The ICT Centre of Excellence has been established in Addis Ababa University for research and

development of ICT solutions.

Computer Refurbishment and Training Center (CRTC) has been established to provide

hands on training on computer refurbishment and technical and business training. The key activity

included refurbishing donated computers to provide affordable computers to schools, health centers

and communities.

Training to the Experts: 931 members trained in basic IT skill, 203 members trained in Interactive

and Dynamic Webpage Development, 1180 members trained in Advanced Network Management, 103

in IT Security, 80 in IT Security & Cyber crime, 100 members trained in Business (IT) Continuity and

Figure 25: Capacity Building



Disaster Recovery, 60 members trained in C# with dot.net Frame work, 33 in CCSP, 112 members

trained in Database Management.

Seven Community Radios have been implemented and operationalized which helps in

information dissemination and Capacity Building in rural communities.

Some of the improvement opportunities identified during the assessment study include:

Almost all the ministries and agencies acknowledge that the biggest challenge to implement e-

Government in Ethiopia is the non-availability of the technical manpower and Capacity Building

Lack of established communication between all the Capacity Building organizations for monitoring

and evaluating the Capacity Building programs

Limited number of IT professionals to support Ministries/Agencies in future plans and initiatives

Lack of qualified employees and technical experts (the education and experience of some of the IT

personnel are not relevant)

Capacity Building Objectives

Objectives identified for IT Capacity Building are:

Create appreciation and understanding of eGovernment projects amongst the decision makers

Increased computer literacy among Government staff

Re-orientation of the government staff to focus on customer service delivery

Enhancement in capacities of the ministries to undertake e-Government Projects

Development of skill sets amongst customers

Effective government wide knowledge sharing and coordination

Change Management Plan

Framework for Capacity Building

The Capacity building initiative for the e-Government program should work towards the following:

1. Enhancement of required skills within the government to implement and run e-Government

program

2. Development of skill sets amongst customers

The Strategy for accomplishing the above is enunciated below

Enhancement of required skills within the Government

This will be accomplished through the following initiatives:

Initiative 1: Creation of Information Technology Services Group

Initiative 2: Training Needs Assessment and Preparation of Training curriculum

Initiative 3: Strengthening of IT Training Infrastructure including development of a

Knowledge Management Portal and e-learning facilities

Initiative 4: Conduct Seminars, workshops and study tours



Initiative 5: Standardization of structure of IT Department across the Ministries and

Agencies – for smooth & effective implementation of the priority projects.

Initiative 6: Incentivize employees to build capacity

Initiative 7: Establishment of Common Data Terminals (CDTs) in each Ministry/Agencies

Initiative 1: Creation of Information Technology Services Group

Our experience shows that governments across the world face the following issues in retaining talented IT

staff due to the following reasons:

IT directorates / divisions within ministries are too small to offer any career path to IT professionals

As IT divisions are small, even minor attrition has a high impact. Reactive hiring to fill up the

resource gap leads to compromise in quality of new staff.

Due to small IT staff size within ministries, available skill sets are not diverse, as a result evaluating

and working on diverse technologies and solutions is difficult.

Pay scales of trained IT staff in government are perceived as low as compared to prevailing rates for

IT professionals in the private sector

Some of the highly qualified staff such as software architects are either too expensive for the

ministries to afford or even if they hire them, they are unable to utilize their services to the fullest as

the amount of work a typical IT department handles only requires such specialized expertise

sporadically.

In order to overcome these difficulties, a recommended course of action is the establishment of a

government wide Information Technology Services Group (ITSG) to create a pool of IT resources

available for all the government organizations on a need basis. Such an agency would be the responsible

for central repository and exchange of all systems and software, would recommend and monitor external

IT contracts, develop IT curricula and training models for use throughout government and provide a

knowledge base for all IT needs linked to a central knowledge management repository. The detailed

structure of ITSG is provided in Section-3 Governance structure. The existing Human Resource

Development, Capacity Building, Research and Consultancy Directorate should be enhanced to provide

support as envisaged from the ITSG group

Following benefits will be realized through the ITSG (as

depicted in Fig 13):

Capacity Balancer: ITSG would act as a capacity balancer

for Ministries at different stages of IT maturity. While some

Ministries may not require any outside support, others

might require additional IT resources to accomplish time

bound projects. ITSG would help the Ministries that need

additional support through the provisioning of resources for

completion of the IT projects undertaken by them.

Focus on outcomes and timelines: As the ITSG staff

will be deployed in any Ministry/Agencies for a fixed time to

complete a project; there would be a higher focus to

complete the projects on time.

Better staff retention and career planning: The size of the Figure 26: ITSG



proposed ITSG will be large enough to provide a defined career path and growth opportunities to IT

resources. Though the IT resources could work on projects in different Ministries / departments, they

would report to the managers in the ITSG and have a deeper career path in the ITSG.

Diverse skill sets: Due to the aggregation of resources, diverse skills sets would be available within

the ITSG to undertake projects. This will enable the group to use most appropriate people and

technologies to provide solutions.

There are three options for the organizational set up of the proposed ITSG:

Table 24: Analysis of Options for ITSG

Analysis of Options for setting up ITSG

Options Positive Negative

Option 1: Established

as part of MOCIT

This option is the quickest way for

establishing the group, as some of

the IT staff from various

Ministries may be deputed to the

group.

However the issue of attrition due to

lower wages than the market may not

be addressed through this option.

Option 2:

Incorporation as a

separate company

wholly/partially owned

and controlled by the

government

This option will allow private

participation in provisioning IT

human resources without

relinquishing the control of the

Government. This option will

facilitate the linking of salaries to

market rates and bring in higher

efficiencies and productivity

associated with the private sector.

This will however, tie up the

government with a private partner who

may get an opportunity to cast undue

influence over the e-Government

programme.

Option 3: Outsourcing

to private sector with

the IT staff of the

government being

transferred to the

private partner‘s

payrolls

This option will allow the

Government to cap its IT Human

Resource expenditure and define

strict service level criteria while

also making the Government

leaner.

This option would be the most difficult

to implement due to various reasons

such as lack of availability of private

players in the local market, resistance

from Ministries / employees against

outsourcing.

Based upon the analysis of the options and current circumstances, option 2 appears to the preferred

option. The broad modalities for implementing the concept are as follows:

Resources: - To initiate the project, a group of 1-2 resources from each Ministry/Agencies will be

identified. It is expected that over a period of time 100+ resources across the three levels (project

managers, IT managers and analyst) and multiple skills (technical platforms, change management,

project management, vendor management, etc) will be required. For expanding the ITSG, a private sector

company can be hired to provide IT resources. The following table provides the advantages and

disadvantages of directly engaging and outsourcing it to a private sector company.



Table 25: Outsourced vs. Individual Recruitments

Individual Recruitments Outsourced Agency

Advantages

Cost Effective Ensures availability at all times

Cuts down the time required for following the procedures

of recruitment

One stop solution

Saves time and effort

Disadvantages

Risk of attrition

Delays in recruitment

Risk of not finding the right

manpower

Comparatively higher cost

Funding: - A small budget for setting up of the ITSG and its core team will be required. The operation

cost of the group would be centrally funded on behalf of Ministry/Agency depending on the IT projects.

Management: - The ITSG will be managed by Programme Management Office (PMO) being set up as a

separate initiative under e-Government directorate of MoC&IT

Initiative 2: Training Need Assessment and Preparation of Training curriculum

For the successful implementation of the e-Government program, it is imperative to ensure that the

government employees are provided training so as to re-orient them for customer centric service delivery

and educate them to utilize ICT for delivering the envisaged benefits to customers. An indicative list of

training areas is provided below:

Technology Management

Project Management

Change Management (including process reforms)

Financial Management

Soft Skills

However, it is imperative that a comprehensive training needs assessment exercise is undertaken to

ensure that suitable course curriculum is designed. In this regard, owing to the different needs of officials

at different positions / levels in the government hierarchy it is recommended that officials with similar

duties / requirements are clubbed together for training purposes. The various Target Groups for training

purposes are:

Table 26: Target Groups for Training

Groups Responsibilities

Group A Leadership( Ministers and DGs)

Group B Directors

Group C Senior Experts



Group D Middle and Junior Level experts

Group E Support Functions Staff

Group F Clerical Staff

Group G Custodian Services

The training needs of these groups will be aligned to specific training areas and courses. A sample of the

same is provided as part of Annexure III.

The Training Needs Assessment aims to elicit the views of the target groups (Ethiopia employees at

various levels) addressing the capacity requirement of handling IT implementation in their own

functional domain. It also focuses on addressing the general skill levels and educational background of the

target groups. The TNA is to be administered across Ministries at every level. The nodal agency to drive

this will be MOCIT.

Training Need Assessment will provide inputs for preparation of training curriculum as well. Training

courses will be identified for the training areas used in assessing the employees. We feel to cater to

different levels of Government staff the training should be offered at three levels. The training levels are

described as in the following table:

Table 27: Training Levels

Basic Level The basic level courses would enable the participants to gain an

Understanding of the concepts and issues related to the topic

It would create an awareness of the range of possible approaches

and able to do the task in a simple environment, or with supervision

Intermediate Level The intermediate level courses would enable the participant to

undertake the task in a medium complexity environment.

It would also enable decision making and choose an approach where

several approaches are available.

Advanced Level

1.1.1

The advanced level courses would enable the participant an in-

depth understanding of the topic; it would enable training and

managing others performing the task

It would enable application of the learning in a complex

environment;

Advanced level may count towards professional or academic

qualifications (to be arranged with higher/further education

institutions).

The training courses for each of the levels are provided in Annexure III. 15 ICT training

labs in all the regions /Private Training Institutions/COE can refer to this course list and

supporting course content may be provided to implement a comprehensive training program for

Government employees of Ethiopia.



Initiative 3: Strengthening of IT Training Infrastructure

Development of the Ethiopian Government Knowledge Management Portal

Ethiopian Government Knowledge Management Portal accessible to all employees through Woreda-net

should be established within the first year of strategy implementation. It is envisaged that this portal will

act as a one stop repository for documentation of different initiatives across the e-Government program to

facilitate dissemination and sharing of knowledge in the form of learning‘s and good practices. This is

expected to facilitate faster implementation while preventing wastage of effort and resources on

reinventing the wheel.

Towards this end, a Knowledge Management database needs to be developed to store all the information

and be accessible through the Knowledge Management portal. This would help in the creation of the

initial database but for the sustainability of this initiative and to increase its usefulness it is imperative

that the employees are encouraged to share their learning on the portal and utilize others‘ learning while

working on new projects. eLearning modules would also be developed as part of this initiative so that the

government employees can take up online learning at a time of their choice without compromising on

their allocated duties and responsibilities. The PMO being set-up as part of the e-Government strategy

will assist in defining the contours of this portal.

Enhancing the existing Regional Training Labs

The Regional ICT labs need to be equipped to train the employees in the courses provided in Annexure

III. It is imperative to ensure that adequate facilities and infrastructure is created to provide practical

hands on training at these labs as well as online training for government employees at remote locations.

Tie-up with the ICT community centers

The Community ICT Centers across different regions could also be mandated to provide training to the

employees in the regions. A tie up between MOCIT and the ICT community centers should be established

to provide training to the Government employees in the region. A business model should be established

for long term sustainability of such trainings through the ICT centers.

Partnering with Private Training Institutes

Partnership with Private Training institutes is meant to tap the availability of physical infrastructure and

other resources at these institutes. Another important dimension for IT Training is the access to the pool

of specialized IT Training experts at Partner Private Training Institutes. To start the initiative, a list of all

private Training Institutes operating in the region will be prepared and a study will be conducted to find

out their ability to provide training to Ethiopia staff.

Initiative 4: Conduct workshops, seminars and study tours

Organization of Seminars and Workshops

Organization of Seminars and Workshops will enable the knowledge and Skills transfer to a large number

of Government employees in shorter period of time. This will also bring a group of experts from diverse

experiences sharing them with a group of participants with different roles on a same platform. The

content of these seminars and workshops in form of audio, video and printed material will be shared on

knowledge gateway.



As part of this initiative, it is proposed to conduct two seminars each year that will include key-note

address by 3 speakers on different emerging technologies across the globe. The seminar will also include

panel discussion on these emerging technologies where Government officials will get a chance to interact

with elite technology experts from across the globe and gain valuable experience.

In addition to these seminars, it is also proposed to conduct two workshops each year where leaders from

elite global IT corporations will create awareness amongst the CIOs and CTOs of all Ethiopia Ministries

about new technology trends that will enable in improving efficiency of IT functions in their respective

Ministries.

These seminars and workshops will support various IT initiatives in the region and help in creating a

knowledge management system and culture. They will not only enable sharing of information and content

but also create awareness amongst Ethiopia Ministries and its employees.

Study tours and exchange programmes for the government employees

Our experience suggests that Study tours and exchange programmes for senior government officials play

an effective role in facilitating a mindset change and to illustrate the fruits of success of the e-Government

program thereby building buy-in for the program.

It is proposed to select 5 senior Government officials every year for study tours and exchange programmes

that will spend a specified amount of time either with the Government of another country or attend

relevant courses at reputed places such as the Kennedy school of government, National School of

government etc. Such programs are also useful in building networks with other organizations to bring

good practices and leading technologies to Ethiopia.

Besides visits to leading countries and schools by Ethiopian government functionaries, foreign experts

could also be invited to visit Ethiopia to work on specific assignments on various IT initiatives in Ethiopia.

The idea here is two-fold: one to gain access to the knowledge of foreign experts in the short term and

second to develop skills and expertise amongst the Government staff which will act as a building block for

long term implementation of IT initiatives in the Ethiopia

Initiative 5: Standardization of structure of IT Department across the Ministries and

Agencies – for smooth & effective implementation of the priority projects.

For the effective implementation of the E-Government Strategy, it is important that a minimum capacity

be available, created in the various ministries and agencies. Further, a common organization structure

should also be prevalent across Ministries and agencies to facilitate smooth interaction and coordination

during implementation and monitoring of the priority projects. The recommended organization structure

is provided in the Governance Structure section of this document in section 3.

Initiative 6: Incentivise employees to build capacity

Encouragement to take up certification courses

Employees will be encouraged to augment their skills through third party certifications such as a

Microsoft certified systems engineer, a Cisco certified network associate, and a project management

professional etc. The encouragement will be in the form of leaves for preparation of exams, payment of

examination fees provided the employee clears the exam or any other support that can be provided by the

Ministry/Agencies.



These certifications can be made mandatory for some promotions so as to encourage employees willing to

undertake certification courses. In addition to certifications they can be rewarded by their

Ministry/Agencies on excellent performance in the exams leading to certifications. However, to keep

checks and balances in place, a two member committee will be set up comprising of 1 representative each

from the Ministry/Agencies concerned and the MINISTRY OF COMMUNICATIONS & IT that will

evaluate the need of the certification for running the business of the Ministry/Agencies and future growth

of employee in the Ministry/Agencies in order to avoid any misuse of this policy by the government staff.

Encouragement to get trained on various courses provided by IT Academy

Letter of recommendations for promotions and salary increments will be linked to successful completion

of Trainings and also to employees who perform exceptionally well in IT training.

Letter of recommendation will be on following lines:

Best performer of the year in all IT training courses – Recommendation Letter by Prime

Minister

Maximum number of credits through IT training courses in a year – Recommendation Letter

by the Minister

Best Performer for each Ministry/Agencies – Recommendation Letter by DG

Best Performer of each sub-Ministry/Agencies – Recommendation Letter by IT head

Encouragement to become Trainers

High performing individuals will be provided an opportunity to take up Training of Trainer courses with

special benefits from their Ministry/Agencies. They will become Training Champions in their own

Ministry/Agencies and provide training to as many employees as possible. Such individuals will be eligible

for Recommendation from Minister / Prime Minister and also for out of turn promotions in exceptional

cases.

Encouragement to take up eLearning modules

The employees will be encouraged to take up eLearning modules for training where they don‘t have to

attend classes and can take up online assessment at designated evaluation centres to complete training

and earn credits for various courses.

Initiative 6: Establishment of Common Data Terminals (CDTs) in each Ministry/Agencies

Self-service data terminals will be set up at all the Ministries to promote usage of Technology and

familiarity with Computer Systems. This will enable the government staff to learn the use of systems and

build awareness amongst them about computer literacy. These data terminals will be used by government

employees who do not require computer use in their day to day functioning but would like to get familiar

and acquainted with IT environment.

These Data Terminals will be operated and run by an outsourced private company. This company will set

up a small training centre in each Ministry/Agencies which will be responsible for training

Ministry/Agencies staff to become end users of these common data terminals. The training managed by

the outsourced private company will be paid based on successful completion (PPP). Provided in Table

below is a indicative list of companies who can provide training to government staff in the Ethiopia

Ministries



List of Companies (Illustrative only)

S.No. Name of the Company

1 Microsoft

2 IBM Corporation

5 Learning Tree

6 Microlearning

Development of skill sets amongst customers

This will be accomplished through the following initiatives:

Initiative 1: Promotion of ICT education and e-Government in Schools

Initiative 2: Marketing and awareness campaign

Initiative 3: Targeted training of businesses

Initiative 1: Promotion of ICT Education and e-Government in Schools

The course curriculum in schools must have modules on ICT education and e-Government. As Ethiopia

has a high proportion of its population in schools, this is the most sustainable way of creating capacities

amongst the customers. Moreover, children can help their parents in not only accessing services but also

in informing them of the introduction of new services. It must be ensured that every school has Internet

access facilities for children.

Initiative 2: Targeted Training for Businesses

Ethiopia has a high number of small and medium scale enterprises which may not have the resources to

train the staff in using online services, e-Procurement etc., It is therefore critical to run elaborate training

programs that will create awareness and capability amongst the businesses in using e-Services and

electronic channels. This will also make the industry in the country more competitive.



II. Monitoring and Evaluation

The Government would need to keep a track on the progress and assure all stakeholders that the

Government‘s time and financial resources are being spent in an optimal manner. Taking into account the

unique challenges of e-Government services from their delivery modes and expectations perspectives, new

performance measures need to be developed to provide accountability for various e-Government efforts.

The Monitoring and Evaluation (M&E) mechanism must not only provide information about the

performance of Government policies, programs and projects. It must be able to identify what works, what

does not, and the reasons why. The real value of Monitoring and Evaluation doesn‘t come from just

conducting this exercise but from using the results of this exercise to improve performance of the e-

Government program.

The objective of the M&E framework is to enhance the effectiveness of the e-Government strategy by

establishing clear metrics to measures the success of the e-Government initiatives in delivering services to

its stakeholders.

The advantage resulting from the e-Government monitoring and evaluation is:

e-Government initiatives, most of the times lead to change in the process and delivery modes for the

service, hence it is essential to develop new performance measures for e-Government programs

The e-Government programs also require significant investment from Government. Some of these

cannot be measured in simple financial terms and need to be evaluated on such parameters

o Improvement of service standards,

o Increase satisfaction level of stakeholders

o Increased authenticity and security of information

Provide supporting evidence in policy making in the context of defining Government priorities

amongst the competing demands from citizens and society

Enhance transparency and support accountability relationships within and outside the Government

Recommendation

Implementation of the monitoring & evaluation framework will include

1. Establishment of the PMO to monitor the Programme implementation

2. Development and implementation of a Programme Monitoring Tool

3. Implementation of M & E framework by PMO consisting of:

• Project progress tracking measures

• Benefits measurement

• Impact assessment

4. Implementation of Government Transformation Index (GTI)

5. Implementation of Customer Satisfaction Index (CSI)

The Monitoring and Evaluation framework essentially has four components and the above mentioned

measures will facilitate the monitoring of the E-Government Strategy implementation through -



1. Monitoring physical progress of the projects

2. Monitoring financial progress of the projects

3. Monitoring and evaluating the program outputs

4. Assessing impact of the program

Component 1: Monitoring physical progress of the project

Physical progress of the project will be tracked based upon implementation status of the project. Based

upon the current status of the project, indicators are required to be defined for tracking the progress of

the project in a particular stage. The indicators for the various stages along with a conformance index

would be defined to track the progress of the projects.

The e-Government Project stages broadly include:

1. Conceptualization stage: During this stage, project description document for the project is under

preparation. Indicators include:

a. Conducting requirement analysis for the project

b. Identifying a project leader and a team

c. Identifying services to be covered

d. Conducting stakeholder analysis

e. Risks and issues envisaged and a mitigation plan to address the same

2. Design and Approval Stage: After the project description document has been prepared and

Request for Proposal (RFP) for vendor selection has been released, the progress milestones for

tracking progress would include:

a. Appointment of an implementing agency

b. Definition of core services and service levels

c. Definition of target customer base

d. Appointment of a project leader and a team

e. Formulation of a plan for process re-engineering, if required

f. Formal approval of the project

3. Pilot and Implementation Stage: In this stage, the Project design would have been approved and

the funds released for implementation. The project tracking would be performed on meeting the

following milestones.

a. Status of Government Process Re-engineering

b. Channel coverage

c. Appointment of external vendor

d. Key milestones definition and adherence to them

e. Integration with other agencies/projects

f. Technology architecture

g. Adherence to defined standards and policies

h. Capacity Building plan and roadmap

Component 2: Monitoring the financial progress of the project

Measuring the financial progress of the projects is an essential component of the monitoring and

evaluation framework. The key indicators identified for tracking the financial progress include:



Total financial outlay of the project

Total funds disbursed till date

Expenditure incurred till date

Committed expenses

Yearly allocation of funds

Yearly expenditure

Total percentage of funds utilized

Additional funds required

Component 3: Monitoring and evaluating the program outputs

Overall program outputs/outcomes would be measured along the parameters as envisaged in the e-

Government vision for the project. The indicators definition would be one of the key components of the

program design.

Component 4: Assessing impact of the program

Since feedback of the customers is essential for effective implementation of the Monitoring and

Evaluation framework and also for facilitating in mid-course correction steps, the Monitoring and

Evaluation framework proposes to measure customer satisfaction levels every year to provide

recommendations for improvement. This will also enable the Government of Ethiopia in assessing the

incremental improvements in services delivery and perceptions of the customer base as a result of the e-

Government initiatives.

This would include the following:

Customer satisfaction surveys

Report on the uptake of the envisaged services in the project

Outcomes

The following are the broad expected outcomes from the Monitoring and evaluation exercise.

Quarterly user satisfaction survey on e-Services( Scope of work for an external agency to conduct

baseline survey is provided in Annexure XII)

Monthly reports tracking project implementation

Monthly reports tracking citizen usage of electronic channels to interact with the Government

100% of projects to identify KPI/KPO as part of project design and parameters for measuring

success

100% of projects to be evaluated against KPI/KPO by independent agency

Award for e-Government programs in Ethiopia, instituted for departments/ individuals



Monitoring and Evaluation – GTI and CSI

Government Transformation Index

Detailed methodology for calculation of Government transformation index is provided below:

Table 28: Government transformation index: key indicators

S. No. Overall government transformation index

(Assuming the maximum score to be 1000)

Rating Final score

1. Efficiency of service delivery H1 122

a. Increase in number of transactions handled H 47

b. Reduction in pending/backlog cases H 47

c. Integrated services provided to customers M 28

2. Quality of services provided H1 122

a. Accuracy of reports H 47

b. Relevant services provided to customers H 47

c. Reduction of redundant information in application forms M 28

3. Increase in the capacity of the Government

officials (awareness, knowledge, satisfaction)

H1 122

a. Increase in the awareness of the eGovernment initiatives H 55

b. Increase in the ICT usage of the officials H 55

c. Number of trained officials L 11

4. Grievance redressal system M1 73

a. Redressal of grievances within the defined service levels H 37

b. Measures taken to prevent high frequency grievances H 37

5. Accountability and reliability H1 122

a. Presence of audit trail activities M 33

b. Status tracking mechanism H 55

c. Ability to identify the owner of an activity / result M 33

6. Capacity to deliver services H1 122

a. eGovernment portal H 47

b. Number of common service centres H 47

c. Number of additional alternate channels created for

delivering services

M 28

7. Digitization of the Government operations H1 122



a. Degree of data digitization of manual records M 61

b. Process reforms to deliver services through the

computerized system

M 61

8. Responsiveness M1 73

a. Timeliness of delivery of services H 46

b. Availability of MIS reports for decision making M 27

9. Private sector participation H1 122

a. PPP models established for delivery of services H 68

b. Number of private services delivery through CSCs M 41

c. Total number of services which are currently

being delivered by PPP operators

L 14

Note:

For the top-level parameters, the three ratings are H1 for high, M1 for medium and L1 for low

For the parameters, the three ratings are H for high, M for medium and L for low

The weights are indicative and have been assigned based on our experience of conducting similar

exercises in the past with various Governments and Government agencies

Maximum score is 1000



Customer Satisfaction Index

Detailed Methodology for calculation of customer satisfaction index is given in Table 50

Table 29: Customer satisfaction index: key indicators

S.

No.

Overall customer satisfaction Index

(Assuming the maximum score to be 1000)

Rating Final

score

1. Awareness about the availability of eServices H1 119

a. Awareness of the e-Government portal, common service centres and

other new delivery channels

H 40

b. Extent of the customer awareness programmes H 40

c. Awareness of the customers about the online services H 40

2. Ease of accessibility of Government services H1 119

a. Adequacy of the number of delivery centres on which information is

available

M 32

b. Location of service touch points H 54

c. Reduction of redundant information in the application forms M 32

3. Usage of eServices H1 119

a. Number of transactions by the users on the alternate channels H 74

b. Number of visits for information versus transaction services M 45

4. Time savings of the customers for using eServices M1 71

a. Reduction in time taken to deliver the services H 27

b. Reduction the number of visits to avail the services H 27

c. Reduction in travel time in availing services M 16

5. Cost savings of the customers for using eServices H1 119

a. Cost of transactions for using services online versus offline H 74

b. Satisfaction with fee given for availing the services M 45

6. Quality of services - informational and transactional H1 119

a. Number of visits reduced to the agency counters H 46

b. Quality of helpdesk and telephonic support M 27

c. Hassle free mechanism for payment H 46

7. Relevance of services to the customers M1 71

a. Satisfaction with range of services provided H 45

b. Relevance of information asked for in application form(s) M 27



8. Effectiveness of grievance redressal mechanism H1 119

a. Reduction in time taken for resolution of grievance H 46

b. Grievance redressal within the service levels H 46

c. Satisfaction of the quality of the grievance responses M 27

9. Ease of usage of the system M1 71

a. Services provided in Arabic and English L 5

b. Ease of navigation (number of 'clicks' required) M 16

c. Security of interface/ data transfer H 27

d. User friendliness of the applications M 16

e. Comprehensive help facility, guidelines for using the system L 5

10. Attitude towards Government M1 71

a. Customer perception towards Government: bureaucratic or customer-

centric

H 45

b. Customer perception on the Government working:

authoritative or participatory

M 27

Note:

For the top level parameters, the three ratings are H1 for high, M1 for medium and L1 for low

For the parameters, the three ratings are H for high, M for medium and L for low

The weights are indicative have been assigned based on our experience of conducting similar

exercises in the past with various Governments and Government agencies

Maximum score is 1000



Survey for CSI and GTI

Objective

The objective is to assess the awareness and reach of the e-Government projects amongst the customers

and to determine satisfaction and impact amongst stakeholders and users of services offered by the e-

Government programme.

Approach

It is suggested that a bi-modular approach be adopted for conducting the assessment exercise. The first

module would involve qualitative in-depth interviews with key stakeholders and the second module would

consist of quantitative survey with the beneficiaries.

Target Respondents

Module 1 – Qualitative stakeholder assessment

Since it is necessary to conduct an assessment from various perspectives, the target respondents would

have to represent the stakeholders from both the service delivery as well as service access aspects. The

target respondents for this module have been suggested keeping in mind the above.

Agency officials involved in the delivery of eGovernment initiatives.

Agency officials not directly related to eGovernment.

Common service centres / point of service delivery – These could be located at post offices,

governorates etc. Interviews would be done with the person in charge of interaction with

beneficiaries as well as overall supervision of the e-service delivery at the centres.

Key influencers / opinion leaders – These would constitute people who are in a position to have

access to, are medium of information or influence the knowledge, attitudes and decisions at a

community /population sub group level. These could be community leaders or other accepted

motivators.

The qualitative module would help identify the parameters to be used for the quantitative module. Also it

would give a good understanding of the existing practices.

Module 2 – Quantitative

In this module, face-to-face quantitative interviews would be conducted with the stakeholders and

persons who are eligible as a beneficiary for a particular service. The questionnaire to be administered in

the quantitative survey would be based on the findings from the qualitative module and data gathered

from secondary sources like CIO surveys, similar studies by World Bank, etc. Once the first draft is ready,

a round of pilot interviews would be done. With the inputs gathered from this phase and a revision of the

questionnaire, the same would be administered to a larger sample. The scales to be used in the

questionnaire would be 5 point Likert scale. Information like awareness/satisfaction might be captured as

the top 2 / bottom 2 box score on the 5 point scale.



III. Marketing and Awareness

A national awareness, education and marketing campaign is essential to ensure that potential customers

know about the e-Government services being rolled out, aspire to use them and are able to conveniently

use them. Raising awareness through informational and educational support is an ongoing activity, but

specially designed and timed campaigns will be needed, for example, to coincide with the launch of

specific services or to target a particular customer group. Such campaigns must serve the overall goal of

changing customer attitudes and, critically, their behaviour in favour of using e-Government services. A

common central strategy is needed to guide the Government-wide branding and marketing initiative

within which more focused and short-lived campaigns can be accommodated. In this regard it is

extremely important to

- Institutionalize marketing and awareness as part of the formal organizational structure of the

MoC&IT. The detailed structure and role is provided in Section 4 - Governance structure.

- Undertake Selection of a Marketing and PR agency to be involved throughout the program, so as

to effectively communicate developments at every stage to stakeholders( Scope of work of a

Marketing & PR Agency is provided in Annexure XII)

The summary and components of the overall marketing and awareness plan is presented in figure below

and explained in detail subsequently.

Figure 27: Marketing and Awareness Plan

Design of the marketing and awareness campaign will include 6 key components, each of which should be

defined and described in as much detail as possible during the planning and design stage:

Target market

Channel (media mix) selection

Essential to ensure that customers know about the eGovernment services being rolled

out, aspire to use them and are able to conveniently use them

Target

Segments

• Businesses

• Citizens

• Residents

• Visitors

• Government

Employee

Channels wrt

Target Segments

• Billboard

• Newspaper

• Social

Groups

• Internal

Communicati

on Newsletter

• Mosques

• TV

Messages

“It’s easy,

cheap,

beneficial and

smart to use

eGovernment

services”

“You can save

a lot of time

and

convenience

by renewing

your driving

license on-

line, just like

Mahmood.”

Timing

• Pre-launch

• Launch

• Year 1, 2 and

3

Development /

Approval Process

•

Empanelment

of an agency

• Creation of a

cross agency

marketing

Committee

• PR and

marketing

manager

under the

program

office

Feedback /

Review

• Data

Collection

• Analysis



Message development based upon audience skills and education

Timing

Development/approval process

Feedback/review

In addition to the above, internal communication aimed at Government employees would also need to

form part of the marketing and awareness strategy

Target Market

One marketing medium cannot reach all segments of the diverse community that makes up Ethiopia.

Marketing campaigns do best when they define specific target markets and deliver a tailored marketing

programme for each market. At a finer level of granularity, within the residential segment there are

several specific segments of Ethiopian population that are traditionally harder to reach:

Elderly

Uneducated

Socially underprivileged

People with special needs

In the case of both specific residential and business segments, the country should consider using specially

targeted media. For example, a greater use of personal communications channels, such as outreach

through community organizations, working with opinion leaders, and developing word-of-mouth, may be

more appropriate to reach the elderly and non-Ethiopian communities. In contrast, methods such as

direct mail may be the best way to get messages across to segments of the business community.

Channel (Media) Selection

An appropriate communication and media channel mix is critical to ensure that everyone in the target

audience receives and understands the campaign messages. Given customer diversity, any awareness-

raising campaign that relies too heavily on just one medium or type of communication is unlikely to

achieve its goals. However, there could be services that might be targeted at only a small segment of the

society that would require targeted campaign through the channels and media of the choice of that

segment. E.g. Pensions is one service that will only be targeted at elderly people, so the campaign will

have to be directed through a medium that is most appealing to the old age segment. Scholarship service

should be directed towards students and the target area should be educational institutions.

Messages

The development of specific messages should be undertaken after the formal adoption of the e-

Government strategy and implementation plan that specifies the order in which services will become

available, the agencies affected, and other essential details. Assuming that the country adopts a ‗phased-

in‘ approach to implementing the e-Government services, the marketing plan will need to reflect the

planned sequence of operations. The marketing team within the Project Management Office should work

with advertising and public relations professionals to craft specific marketing messages, including both

Amharic and non-Amharic speaking customers. The development of messages should proceed in tandem



with refinement of the overall marketing plan. Creative concepts and material should be tested in focus

groups for clarity, impact, ‗memorability‘ and other dimensions.

Specifically, decisions regarding the level of budget available for the marketing campaign will drive the

types of media that can be utilized, which will in turn drive the development of messages appropriate for

each medium. Working with experts to craft messages requires a disciplined time commitment. Work

should begin on the development of marketing messages at least 3 months prior to the desired launch of

the marketing campaign. The Country must also factor in the additional upfront-time required to select

the vendor(s).

Timing

It is crucial that an appropriate communication and media awareness programme is spread across the

various stages of the e-Government program, to achieve its goals; the marketing campaigns must

commence before the launch of the e-Government programme and must be sustained through the launch

and lifetime of the program.

Development / Approval Process

An explicit communications development/approval process will ensure that communications are

appropriate and consistent. To avoid confusion, it is particularly critical that the meaning of messages

delivered in the internal communications programme be congruent with those that are used in the

external marketing campaign. The marketing team (to be created as part of the MOCIT) will be

responsible for reviewing draft materials, contributing editorial suggestions, approving the final version

and ensuring that scheduled release dates are met. The Technical Committee should also review,

comment and approve on critical internal and external communications.

Feedback, measurement of effectiveness and improvement

For the Country‘s marketing and awareness programme, it is critical that feedback be sought and the

effectiveness of communications measured on a regular basis. This will require scheduling and

commitment to respond to constructive feedback and take action to address issues raised. These

assessment efforts will provide valuable insight into whether the generic messages are reaching the

intended audience and provide insights into ad hoc messages required in the near term. The feedback

mechanism envisaged will address two requirements. The first is quantitative, tracking plan against

execution and the delivery of messages to the intended stakeholder/audience. The second will focus on

qualitative data; stakeholder/audience understanding and engagement of issues generated through

communications. Collation of data will occur on an ongoing basis, and periodic, pre-planned reviews with

the marketing team will be scheduled. It is important that the communication plan be adapted and

subsequent behaviours demonstrate actions in response to feedback collected. This data collection

responsibility can be part of the mandate of the Monitoring and Evaluation team of MOCIT.

Internal Communication

The Country‘s internal communication about the e-Government programme represents the best chance to

create a common frame of mind for the diverse group of employees who make up the government family.

Communications to employees will be concentrated during the development/pre-launch phase, but will

continue throughout the implementation of the e-Government programme.



An explicit marketing objective relates to employees:

Obtain 100% awareness and understanding of the e-Government services among Government

employees

To achieve this objective, Ethiopia must utilize formal and informal communications. The management of

the overall e-Government programme must collaborate with other agency officials to build consensus

regarding the need for change and the expected benefits. The e-Government programme management

must also communicate project activities to all stakeholders with an explanation regarding the

organizational and personal benefits to be attained.

There will be 4 primary components of the internal communication programme:

Internal stakeholder/audience identification

Channel selection

Message development


Marketing and Awareness Brief

Each of the above elements has been summarized through the marketing and communication brief

presented below, which can also be used as a brief for the appointment of the advertising and marketing

agency. A detailed marketing and awareness strategy document is also provided as Annexure IV to the

report.

Table 30: Marketing and Awareness Brief

Project e-Government Strategy for Ethiopia

Agency To Be Decided

Background

Governments around the world are leveraging advances in Information and Communication

Technologies (ICT) to enhance their service delivery mechanism to improve citizen satisfaction

and gain competitive advantage over other nations to attract investments

As a part of this programme, major projects such as the Woreda Network and National Data

Centre have been launched and should be marketed

The impetus of the Country on leveraging ICT has resulted in a high degree of intra-ministerial

computerization and a good ICT infrastructure

The initiative on the ICT Community Centres to educate and create ICT awareness across the

Country should be highlighted

The Country has also set-up a High Committee and Technical Committee to provide direction and

decision to developing and implementing a comprehensive e-Government strategy

The e-Government strategy proposes providing customer value through aligning Government

across the lifecycle events of the citizens, residents and businesses

The strategy proposes to deliver most of the Government services in an integrated manner

through multiple channels



Benefits offered under the e-Government programme for which the marketing and

awareness strategy needs to cater:

Convenience

Efficiency

Reach

Value for money

Value proposition

―It‘s easy, economical, beneficial and smart to use e-Government services‖

―You can save a lot of time and convenience by renewing your driving license on-line, or apply

Passport online or File Taxes‖

Marketing and Awareness objective

The business objectives should aim for the following:

Create awareness

Build credibility for the e-Government strategy

Drive higher participation across the various target segments

Highlight the impact of the e-Government strategy

The communication objective is as follows:

Pull rather than push communications strategy

We have to establish that e-Government strategy can actually make a difference to the customers in

Ethiopia

Drive confidence amongst businesses - Ethiopia is a good place to invest

E-Government is about participatory Government

Target Audience: Who are we talking to? What do these people currently think of our programme?

What is the desired perception?

At a finer level of granularity, within the residential segment, there are several specific segments of the

Country‘s population that are traditionally harder to reach:

Elderly

Uneducated



Within the business community, there may be particular groups that will require special targeting. For

example, if the Country launches a web application that enables applications for company registrations

process to be done online, it may be necessary to market this service to the relevant users. In the case of

both specific residential and business segments, the Country should consider using specially targeted

media. For example, a greater use of personal communications channels, such as outreach through

community organizations, working with opinion leaders, and developing word-of-mouth, may be more

appropriate to reach the elderly communities. In contrast, methods such as direct mail may be the best



way to get messages across to segments of the business community.

Current Thinking:

Diverse views about what is eGovernment and the benefits

Overall OK with the objective of the programme

Certain pessimism/scepticism within the customer segment in the use of electronic service

What we are trying to achieve is far too down-the-line

Desired Thinking:

The programme is useful

Participation is important

The programme would not wait for anyone

There are many who would benefit

Success of the programme is not in its design but in the collective participation in its

implementation

What is the hot button that we can leverage to influence our target audience?

The programme is already underway and people are benefiting

It is only a start, but the best is yet to come

People who participate now will benefit later

What is the key thought that marketing and advertising has to communicate?

Participating is key to success

e-Government is about services and about customers

eGovernment is a key strategic priority

Act now or repent later – as an industry and as a nation

Call to action?

Strong call-to-action on the desired strategy

Large no. of responses

Possible communication vehicles



One marketing medium cannot reach all segments of the diverse community that makes up the

Country. Marketing campaigns do best when they define specific target markets and deliver a tailored

marketing programme for each market. Prior experience with eGovernment awareness campaigns

indicates that billboards and traditional media – such as radio and newspaper would be most cost

effective, but alone will not be sufficient to penetrate the target market with news of the e-Government

services. We also recommend presentations at schools, community organizations and events to

supplement billboards and traditional advertising. Additionally we could also look at Public places for

distribution of flyers and leaflets. These marketing outlets will provide an opportunity for the Country

to tailor specific messages to individual communities.

Execution considerations

Value for advertisement spend

Summary of the Marketing and Awareness Plan

The objective of the marketing and awareness strategy would be met through the following:

Initial burst of advertisement in dailies with the launch of programme stressing upon the delivery

channels

Sustained public relation efforts aimed at covering the benefits and recipients

Branding of eGovernment strategy for the Country

Documenting the benefits and outcomes of selected agency projects through the preparation of

advocacy videos that can be circulated among the various interest groups

Circulation of bi-monthly progress reports among all internal stakeholders

Preparation and publication of a quarterly event planner for wider circulation through national

dailies. This can also be used to call for applications under various strategies

Message

The development of specific messages should be undertaken after the formal adoption of the e-

Government strategy and implementation plan that specifies the order in which services will become

available, the agencies affected, and other essential details. Assuming that the Country adopts a ―phased-

in‖ approach to implementing the e-Government services, the marketing plan will need to reflect the

planned sequence of operations.

The marketing team within the project office should work with advertising and public relations

professionals to craft specific marketing messages, including both Amharic and non- Amharic speaking

customers. The development of messages should proceed in tandem with refinement of the overall

marketing plan. Creative concepts and material should be tested in focus groups for clarity, impact,

―memorability‖ and other dimensions.

Specifically, decisions regarding the level of budget available for the marketing campaign will drive the

types of media that can be utilized, which will in turn drive the development of messages appropriate for

each medium.

Working with experts to craft messages requires a disciplined time commitment. Work should begin on

the development of marketing messages at least three months prior to the desired launch of the marketing



campaign. The Country must also factor in the additional upfront time required to select the vendor(s).

Table 23 summarises the message development component.

Table 31: Message Development

There are a number of generic messages that can be pre-planned, prepared and pre-approved. These will

serve to raise customer‘s awareness, and to answer the basic questions that they are likely to have about

the e-Government Strategy. Suggested subjects for these generic messages are listed below.

Communication of the rationale

What is the vision for e-Government programme

Why do we need an e-Government strategy

What are the major benefits?

Establish Awareness of the Project

What is the e-Government programme about

Sponsorship – who is the champion?

Structure & organization

Implementation approach

Implementation timeline

Integration with other Country initiatives

What will change?

What will stay the same?

What has happened so far?

Periodic update on progress

Challenges • The timeline for key implementation milestones may change so mapping key

messages to it is a challenge

• Working with authors to craft messages; requires disciplined time commitment

• Tracking and monitoring of messages distributed and to whom

• The timeline for key implementation milestones may change so mapping key




Challenges • The timeline for key implementation milestones may change so mapping key




• The timeline for key implementation milestones may change so mapping key




Actions • Proactive planning of generic messages and build „database‟ of items ready

for publication

• Clearly assign “owners” for content development of messages

• Conduct detailed planning on a rolling 3-4 month basis to reflect shifting

events timeline

• Proactive planning of generic messages and build „database‟ of items ready

for publication



events timeline

Actions • Proactive planning of generic messages and build „database‟ of items ready

for publication



events timeline

• Proactive planning of generic messages and build „database‟ of items ready

for publication



events timeline

Message

Development

Message

Development

• Work with the implementation team to track key milestones and likely timing

• Identify generic messages in advance, plan and prepare drafts for publication

• Work continuously with the implementation team to anticipate

communication/message requirements

• Manage detailed communications plan and work with experts to determine

content and format






content and format

Message

Development

Message

Development






content and format






content and format



Achievement of milestones and celebrations of success

Changes in timeline, scope and/or approach

Differentiation of this project from others

Why will this one succeed?

Lessons incorporated from other projects

Impact on the Government’s functioning

How will we operate differently?

How will this be perceived by the ―outside‖ world?

Impact on the Individual Customer

What will change for me?

Generic, pre approved messages will only partially meet the information requirements of the Country‘s

employees. Ad hoc messages may also be needed as the dynamics and events change through the

implementation lifecycle. Ad hoc messages will be needed to address key developments, issues arising and

achievements across all facets of the e-Government programme. To capture these, the project office and

the e-Government implementation teams in various agencies will need to remain in close contact.

General Awareness

Making a noticeable difference in the Country‘s quality of customer service and increasing public access to

Government information and services are intrinsic drivers of the e-Government Strategy. The judicious

use of the modern customer service technology that will be deployed in the common channels being

created will help to enhance the Country‘s image in the public eye. While there may be a strong tendency

to begin publicity early, the best approach will be to delay the campaign until sufficient infrastructure is in

place to handle a sudden influx of telephone calls, emails, and service requests. In this manner, the

Country will avoid the problem of building expectations that are then unrealized.

Table 32: General Awareness Campaign Overview

Implementation Stage Audience Primary Themes

Pre-launch (Build-up) Government Employees Existing services and

eGovernment strategy

& plan

Launch All Target Segments

(Citizens and Residents,

Businesses, Visitors,

Employees)

Services and channels

being launched

First year of full

implementation All Target Segments



Employees)

Achievements

Additional services and

channel enhancements

made available



Second year of full

implementation All Target Segments



Employees)

Achievements so far

Additional services and

channel enhancements

made available

Showcasing e-

Government

programme

internationally

Third year of full

implementation All target segments



Employees)

Achievements so far

Additional services

made available

Showcasing e-

Government

programme

internationally

Government employees will continue to be responsible for delivering services to residents and businesses.

Employees interface with the public on a daily basis and their understanding of the e-Government

services is a critical success factor. Moreover, if employees are appropriately informed, they can serve as

ambassadors, helping to spread the word about the new services. The general rule of ―tell them early, tell

them often‖ should be observed with truthful, straightforward, consistent communications to all

Government employees.

It is critical that Country‘s management is fully educated about and supportive of, the e-Government

programme. Government employees will take their cue from leadership.

Management‘s approach and attitude about the new system will filter to Agency personnel where the new

system actually interfaces with the public. If the management does not show its commitment to the e-

Government programme, employees will be reluctant to support the new system, eventually resulting in a

lower level of customer service and satisfaction with the system.

Development / Approval Process

An explicit communications development/approval process will ensure that communications are

appropriate and consistent. To avoid confusion, it is particularly critical that the meaning of messages

delivered in the internal communications programme be congruent with those that are used in the

external marketing campaign. The marketing team will be responsible for reviewing draft materials;

contributing editorial suggestions, approving the final version and ensuring that scheduled release dates

are met. MOCIT should also review and comment on critical internal communications. Table 25 below

summarizes the development/approval process.



Table 33: Development / Approval Process


For the Country‘s internal communications programme, it is critical that feedback be sought and the

effectiveness of communications measured on a regular basis.

This will require scheduling and commitment to respond to constructive feedback and take action to

address issues raised. These assessment efforts will provide valuable insight into whether the generic

messages are reaching the intended audience and provide insights into ad hoc messages required in the

near term.

The feedback mechanism envisaged will address two requirements. The first is quantitative, tracking plan

against execution and the delivery of messages to the intended stakeholder/audience. The second will

focus on qualitative data; stakeholder/audience understanding and engagement or issues generated

through communications.

Collation of data will occur on an ongoing basis, and periodic, pre-planned reviews with the marketing

team will be scheduled. It is important that the communication plan be adapted and subsequent

behaviours demonstrate actions in response to feedback collected.

Challenges • Smart selection of message contributors

• Keeping to development and delivery schedule

• Managing a fast path through the process in the case of extraordinary ad hoc

communications

• Smart selection of message contributors



communications

Challenges • Smart selection of message contributors



communications

• Smart selection of message contributors



communications

Actions • Develop proposed process and seek agreement

• Communicate and educate Champion and implementation team

• Marketing Team within the Programme Office will instigate and manage the

process

• Develop proposed process and seek agreement



process

Actions • Develop proposed process and seek agreement



process

• Develop proposed process and seek agreement



process

Development /

Approval

Process

Development /

Approval

Process

• Creation of a robust yet efficient process for reviewing communications

• Managing the development/editorial process to ensure appropriate content

• Monitoring consistency of messages

• Facilitating timely release of messages

• Ensuring appropriate channel selection and delivery






Development /

Approval

Process

Development /

Approval

Process













Table 34: Feedback, measurement of effectiveness and improvement

Figure below illustrates the continuous cycle of data collection, followed by review and analysis,

adjustment to the communications plan, incorporating feedback from stakeholders, and refined execution

of the communications plan.

Figure 28: Continuous Improvement in Communications

Audience skills and education

Raising awareness about an issue or topic does not necessarily lead to lasting changes in attitudes and

behaviour, especially when people also need specific skills they may not already posses. For awareness

campaign to achieve long-term benefits it is also necessary to consider how to provide a specific customer

group with the skills and incentives to change. Thus, changing behaviour may also mean, for some

Challenges • Leveraging the Kingdom‟s communications network to gather and channel

feedback centrally

• Reacting appropriately and speedily to feedback

• Showing that the eGovernment team listens and hears

• Leveraging the Kingdom‟s communications network to gather and channel

feedback centrally



Challenges • Leveraging the Kingdom‟s communications network to gather and channel

feedback centrally



• Leveraging the Kingdom‟s communications network to gather and channel

feedback centrally



Actions • Develop standard approaches for obtaining qualitative data through focus

groups and on site feedback

• Develop standard approaches for assessing quantitative data from plan

execution, distribution, questionnaires, etc.

• Schedule periodic reviews with the eGovernment team

• Develop standard approaches for obtaining qualitative data through focus





Actions • Develop standard approaches for obtaining qualitative data through focus





• Develop standard approaches for obtaining qualitative data through focus





Feedback and

Measurement of

Effectiveness

Feedback and

Measurement of

Effectiveness

• Develop and facilitate feedback mechanisms

• Capture, document and channel feedback and issues raised as appropriate for

resolution, action planning, further communication

• Develop methods of measuring effectiveness of communication activity, both

quantitative and qualitative

• Conduct scheduled reassessments of communication activity and build

amendments to plan







amendments to plan

Feedback and

Measurement of

Effectiveness

Feedback and

Measurement of

Effectiveness







amendments to plan







amendments to plan

Data Collection

Reporting /

Management

Review

Adjustment to

Communication

Plan

Feedback from

stakeholders

Execute

Communication

Plan

Continuous Improvement



potential customers, the need to upgrade skills, so that the awareness campaign should be linked to

educational and training opportunities whoever provides these (e.g. the public sector, the private sector

and possibly also NGOs) and however provided (e.g. traditionally, through intermediary help, or through

eLearning courses). Existing educational offers must therefore be mapped to see whether adequate

training and support is available and if not, new offers may need to be provided or encouraged in order to

fulfil the needs of the campaign. An excellent campaign could fail if it convinces customers of the

desirability of using Government services but leaves them without the necessary skills.

Advertising Revenue

There is also an opportunity for the Country to earn revenues by charging other organizations to advertise

on the e-Government portal and the common services centres and other channels being set-up. This

revenue could then be used to defray the advertising costs to build awareness for the e-Government

Services.



IV. Standards and policies

Introduction

During the implementation of the e-Government strategy, a number of the proposed eGovernment

initiatives will involve development of new systems for provisioning online services.

These new systems, deployed at either a central or a local agency level, are developed with specifications

and solutions that match the goals and tasks relevant to a particular department. However, taking the big

picture into account, it is important for any such initiative to give adequate attention to surrounding

Government institutions and their allied ICT initiatives so as to enhance the compatibility,

interoperability and efficiency while also eliminating redundancy.

It is important for all Government agencies to make a concerted effort to implement eGovernment

initiatives in a collaborative manner which, in addition to meeting the specific needs of the owner

agencies, are also in line with the overall Management practices

ICT usage

Technical and security issues

Web services provisioning

Data and information exchange

Scalability and Interoperability

Summary of the Current Scenario

Based on Stakeholder Assessment the various standards and policies that are already implemented or

under progress include

Table 35: Regulations, Policies, Guidelines and Standards

Regulations/Laws

S.No Name Status

1. National Electronic Transaction Law

Draft document has been

prepared

2. National Data Protection Law

completed(draft) document has

been prepared

3. e-Commerce Law.


been prepared

4. e-Signature Law.

Ongoing

5. Computer Misuse and Cyber Crime Law.


been prepared



Policies/Framework

S.No Name Status

1. National Public Key Infrastructure (PKI) Framework.

Ongoing

2. National Enterprise Architecture Framework for

Ethiopia

Ongoing

3. Government Information Systems Interoperability

Framework /Standard (e-GIF).

On ratification process

Standards

S.No Name Status

1. Keyboard Layout, Typeface and OCR standard Completed, ratified and implemented

2. Critical Localization Standard for Ethiopic languages

such as Amharic, Oromifa, Tigrigna, Afaraf and

Somali.

Completed, ratified and implemented

3. ICT Accessibility Requirement Standard for People

with Disability Information Exchange Standard.

Completed and on the approval

process

4. ICT Transliteration Standard Completed and on the approval

process

5. Ethiopic Soundex (Phonetic Matching) Standard.

Completed and on the approval

process

6. ICT Content Digitization Standard.

On the Approval Process

7. Information exchange standard completed and waiting for approval

8. E-Commerce Standard.

on going

9. Ethiopic Collation standard.

On the Approval Process

10. Contractual Standard Conditions for ICT

Services/Projects.

Completed

11. Business Process Re-engineering Completed



Guidelines

S. No Name Status

1. Standard Evaluation and Selection guideline for ICT

Hardware and Software.

Completed,

2. Certification Guideline for ICT Professionals,

Consultants and Trainers.

Completed

3. ICT Project management Guideline.

Completed

Recommendation:

There are various standards and policies which need to be laid down for the e-Government strategy.

Following are the suggested measures for implementing Standards and guidelines required for effective

implementation of the strategy -

1. Implementation of Standards through a Technical Committee specifically created, comprising

Government, Academic, Industry and Outside experts( Section 4- Governance Structure)

2. Engage an external agency for design and implementation of the Standards/Policies

3. Implementation of the existing Enterprise Architecture Framework, E-Government Interoperability

Framework and Public Key Infrastructure

4. Adoption of Cyber laws for effective implementation of e-Services



The policies/standards/guidelines that help to support the implementation of various e-Government

initiatives are provided in the figure below:

Figure 29: Policy/Standards/Guidelines Framework



The policies/standards/guidelines that MOCIT needs to develop for further implementing e-Government

is provided in the following tables. The year-wise implementation of the Standards and Policies has

been designed keeping the following considerations:

Current e-readiness of the Ministries/Agencies in Ethiopia

Alignment with the Overall e-Government Strategy Dimensions and Components

Initiatives already undertaken in terms of laws, policies and standards

Phasing is also based on priority of the Standards/Policies/Guidelines, so as to facilitate effective e-

Government implementation.

It has been envisaged that the Policies/Standards/Guidelines framework should be completed within

the next 3 Years for timely implementation of e-Government in the Country.

Figure 30: Implementation Plan for Standards and Policies



V. Public Private Partnerships (PPP)

Introduction

A Public Private Partnership, or PPP, involves government and private sectors working together to deliver

infrastructure or services that are traditionally provided by government. It involves private financing,

construction and management of key infrastructure with the primary objective of improving public

services. PPPs focus on service outcome, not assets.

PPP mode of project implementation is a necessity for the following reasons:-

To enhance public services management and expedite the implementation

To accelerate infrastructure provision and bridge the huge infrastructure gap

To provide opportunity to local private sector to gain experience and work with the government

To address national inequalities

To overcome barriers of social, economic and geographical isolation

To increase access to information and education

To enhance the government capacity to manage the relationship with the private partner as well as

manage the changes associated with the shift from traditional to digital paradigm.

PPP in Ethiopia

PPP forums have been established by the Ethiopia Chamber of Commerce and the previously combined

Ministry of Trade and Industry for addressing PPP related issues. For the dialogue platforms, the forum

promotes and strengthens the existing public-private platforms (PPP) in the regions and at federal level.

Presently, the Ministry of Trade and Industry organizes regular forums with the Chamber of Commerce

both at national and regional levels. Following are the two forums that have been established to foster

public and private partnerships:-

Public and Business Community Joint Consultation Forum

Objective: To create awareness concerning government development vision; to provide support for

business communities; to discuss and comment on draft business and investment laws and regulations; to

Basic principles for PPP

PPPs are concerned with services, not assets

o The government does not need to own infrastructure to deliver services

PPPs are a procurement option, not a novel method of developing public infrastructure

o PPP policy sits alongside other procurement methods – i.e. conventional, outsourcing,

leasing etc.

o Suitable to some public projects, not all projects

PPPs are not „new money‟

o Service outputs must be paid for, whether directly (e.g. user charges) or by appropriation

o Must therefore be affordable – either to users (user charges) or to the budget



discus on implementation problems of laws and regulations and to create smooth relationship between

government and business community.

Current activities: Creating common understanding concerning government development policies/vision:

giving ideas and opinion before the issuance of business laws; creating an enabling environment for

business communities; provide suggestions/comments by identifying implementation problems and

finding solutions for the same.,

Addis Ababa Investment and Industry Development Consultation forum

Objective: To create enabling environment for investment and industrial development based on

transparent and free market economic policy; to ensure fast and sustainable industrial development by

creating common understanding and coordination between government and the business

communities/partners; to promote development endeavor of those actors which have key roles in urban

development;: to improve quality and price of industrial products by integrating all development

partners.

Current activities: Finding ways and means to promote the investment and industrial development of

Addis Ababa City Government; improving industrial development by providing necessary support;

conducting studies to solve development problems; working together with investors to introduce large

investment opportunities; and providing training to improve efficiency of human resources.

Besides the above two forum established by the government, some of the successful PPP initiatives in

Ethiopia in the ICT sector are discussed below:

ICT Community Centres

92 ICT Community centers are currently operating across Ethiopia. These centers are mainly driven by

the local communities with support from the ICTAD. A laudable feature of this initiative is the self

sustainable nature of the ICT community centers – while the initial funding has been provided by ICTAD

for one year, these centers need to manage their operations after the first year on their own. Most of these

centers are generating enough revenues to meet their operating costs by providing services such as

training facilities, internet access facilities, photocopying and printing etc. A comprehensive Monitoring

and Evaluation Framework and a repository of learning‘s of the various centers needs to be created to

ensure that this initiative can be expanded and improved. The use of these centers for the delivery of e-

Services will further strengthen the business case of these centers by providing an additional revenue

stream.

Unified Billing System (UBS)

The Unified Billing System (UBS) is one of the flagship projects in ICT sector that is being implemented

on the Build Own Operate Transfer (BOOT) model. The Private partner shall Build Own and Operate

Utility Bill collection centers and will eventually transfer the entire system to the Government at the end

of the PPP contract. 40+ UBS centers are planned to be established as part of the project, to act as one

stop shops for payment of bills for power, water and telecom. It is recommended that these centers may

be upgraded to offer all the e-Services as Common Services Centers after the pilot has been successfully

accomplished.



ICT business incubator in Ethiopia

Incubation Centers have been setup by the ICTAD to encourage and support entrepreneurs of Ethiopia in

ICT related ventures. Currently there are 4 Incubation centers which are supporting 47 startup

companies. Following are the main objectives of the incubation centers:-

Provide shared Workspace and Facilities

• Facilities typically include conference rooms, phone system and broadband connectivity,

security, etc.

Provide Business Advisory Services

• Basic assistance provided by incubator staff (business plan)

• Mentoring/coaching by staff and outside entrepreneurs

• Access to external network of service providers (e.g.,accountants, lawyers), plus

universities, tech parks, private enterprises, etc.

Ensure Access to Capital

• in-house seed equity or small loan fund on a case to case basis

• Affiliated angel investors and venture capital funds

• Relationships with banks

The main focus of the Incubation centers is to create strong companies that can sustain themselves after a

period of initial assistance. Government provides policy and financial support, but does not run the

incubator directly. ICTAD Project contributes significant resources to develop the incubator.

PPP opportunities for implementation of the e-Government program and

recommendations for their realization

Table 36: PPP opportunities and Recommendations

S.No. Area Recommendations

1. Program and project

implementation

1. Ethiopian Telecommunication Company could partner the

e-Government program in roll out of various channels for

services delivery. E-Government implementation across the

country will help the company in increasing its revenues

through increased usage of its ICT infrastructure. ETC

could in turn contribute by lowering bandwidth and mobile

tariffs / making SMS and calls to some of the pre-

designated service delivery numbers free etc..

2. Banks such as the Bank of Ethiopia could develop the

payment gateway and charge a nominal fee from the

government for the use of payment gateway. This will

benefit the bank as number of transactions through its

payment gateway would increase. Furthermore, use of debit

cards and credit cards issued by the bank is likely to

increase once payments for government services are

facilitate electronically. Another way the banking sector

could contribute is by the way of facilitating payment of fees

for government services using their ATM machines and

branch outlets for free / nominal fees.

3. Feasibility of all projects for private partnership must be



S.No. Area Recommendations

examined during the design stage and in case the same is

established then that PPP should be preferred mode of

implementation. This should be done in a manner to ensure

that the private sector brings in the initial investment and

runs the project and recoups its investment through levy of

user charges / transaction fees. This will ensure that the

risk of the project is shared with the private sector,

efficiencies of the private sector are leveraged and the

model is sustainable. The provision of viability gap funding,

where-ever possible (to provide subsidies / one time funds

for making PPP feasible) should also be explored where-

ever required.

4. The government could develop course curriculum aimed at

increasing computer literacy and to train people in using e-

Services while the private educational institutes could take

the onus of imparting the courses at a reasonable cost.

2. Generation of funds and

resources for the

implementation of the e-

Government program

1. The government could allow the private sector to utilize its

service delivery channels such as the portal and the Citizen

Service Centers for advertising their products and services.

This could become a steady revenue stream for the e-

Government program while the companies could gain trust

and goodwill due to their association with a program of

national significance.

2. The industry in general could provide funds as well as used

computers as part of their Corporate Social Responsibility

(CSR) initiatives so that the same may be used at CSCs and

training centers.

3. Encouragement to

entrepreneurs for setting

up companies in the ICT

sector

1. The number of ICT community centers needs to be

increased from the present 65 for a better coverage of the

population. Furthermore, once these centers are allowed to

offer Services as Common Service Centers their revenue

stream would also grow. Entrepreneurs, individuals and

companies should be made aware and encouraged to take

up the establishment of new ICT community centers.

2. The infrastructure and funds available at the 4 ICT

incubation centers that are currently operational needs to

be enhanced so that they can offer better services to the

entrepreneurs. This number also needs to be increased to at

least 10 incubation centers spread across the country for

better results.

Strategies to promote ICT development through Public Private Partnerships

Following are a brief of illustrative strategic initiatives to enable the expansion and growth of the ICT

sector and the Private sector companies as a whole using PPP as a tool.



Revise Policies to attract Investments:

Foreign Investments into ICT Sector: Foreign investment is required to supplement local

investment in the local ICT Sector, in order to stimulate the desired growth within the sector. It is

therefore necessary to explore creation of a consortium-driven agency or policies dedicated to

attracting foreign investment in ICT.

Develop and/or revise tax and other incentives for individuals and firms to encourage investment

in ICT. There are incentive schemes in existence and these need to be reviewed in terms of

directing and effectively supporting the ICT Sector.

Promote Private sector Collaborations:

A key aspect of developing a stable and growing trade environment in ICT Sector is the

establishment of linkages between the larger companies and the SMMEs.

Ownership/investment/mentoring linkages between large companies and new entrant SMMEs.

Outsourcing arrangements of non-core functions of larger companies to other companies in the

sector.

Supply/Distribution arrangements between large companies and SMMEs.

Partnerships and alliances, especially between local companies and Multi National Enterprises.

eKiosks installation on PPP model

The Kiosks are another ICT initiatives which help in reengineering several Public and Private sector

processes and making the citizen self sufficient in accessing information and performing certain key day

to day operations.Kiosks need to be set up across the country to enable information dissemination at the

grass root level. Private sector partnerships need to be encouraged to expedite the rollout of kiosks.

Country wide rollout of ICT Community Centers on PPP model

The lack of ICT usage and PC penetration keeps a large section of the population out of ICT reach. In

order to integrate this section into the mainstream of ICT beneficiaries there is a pressing need for ICT

facilitators who will assist the ICT illiterate citizens in not only availing the Government services but also

will guide them through relevant information. Additional ICT centers need to be implemented on

mechanisms such as the Public Private Partnerships engaging the private sector. Currently there are 65

community driven ICT Centers with different levels of ICT infrastructure and services. There needs to be

Government Driven ICT centers with uniformity in infrastructure access and citizen services.

ICT Trade Fair/ Forums:

In order to create an ecosystem for Public and Private collaborations, the Government must establish

and encourage networking events that permit face-to-face discussion and sharing of information and

knowledge. These networking events can take the form of ICT Sector focused exhibitions, conferences

and workshops.



Table 37: ICT Events

Sr# Events Frequency Stakeholders

1 Workshops Every Month ICT Workshop for students in Universities to build

skills in ICT

ICT workshop Ministries, Agencies for e-Governance

ICT workshop for Private sector to enable better

business operations using ICT

2 Exhibitions Half Yearly Trade fair to show case the ICT technologies to build a

stronger domestic demand

Exhibition to attract Foreign investments in Ethiopian

ICT to promote IT and IT enabled industry in Ethiopia.

3 Conference One Every

Month

Private Sector conference to pursue public private

partnerships

ICT Trade conference to address business related issues

and concerns

International ICT Conference to build stronger ICT

trade relations with other countries and address issues

related to International ICT Trade

Establish a stakeholder group or groups to foster

collaborative projects and networking events, e.g.

projects such as building a broadband community

network.

Establish SME Centers

SME Centers need to be established for supporting and nurturing the Ethiopian SMEs. SME Centers

would act as "one-stop-shops" located in various parts of the country that provide information, advisory

and consulting services in the following areas:

productivity, improvement, technology upgrading, market information, product and market

development, trade promotion, credit, financing and entrepreneurship

Development of SME databases providing easy access to buyers and suppliers.

Imports, customs and tariff rates, etc.

All the ICT Agencies across the regions must set up SME Support Centers in their offices to promote SME

development. There must be clear mandate to the ICT Agencies to incorporate and Implement SME

focused initiatives in their Annual Plans. A central ICT SME Cell must be established in the MINISTRY

OF COMMUNICATIONS & IT to coordinate with all the regional SME Centers in working towards a

common goal to support SMEs.



Promote trade through E-Commerce

The growth of the local ICT Sector cannot be promoted through addressing the local market alone. E-

commerce is a solution to tap potential markets across the world in a very cost effective manner.

Ethiopia with its diverse cultural backgrounds of its people and varieties of natural resources has a rich

heritage of crafts skills. Handicraft, Leather and textiles are one of the important and widely spread

occupations of most Ethiopians next to agriculture. Thus it would be important to design appropriate

mechanisms that will help SMEs participate in product modernization and export market development

especially in leather and leather products, textiles, horticulture, etc., in which the country has comparative

advantages.

ICT Information Centers (IICs): Facilitating access to information and skills

Ethiopia suffers from in information asymmetry. Relevant information is difficult to obtain and it is often

outdated, very expensive or only available from isolated institutions. The main objective of the ICT

Information Centres (IICs) programme would be to use ICT and relevant business information for the

development of local skills and public usage of ICT. The IICs can be set-up as a joint venture between

public and private sector institutions and provide a central information access point for citizens.

These Information centers need to be located in every city.

Mobile Phone Solutions on PPP model

Mobile phones have a huge impact in developing countries like Ethiopia, substituting for scarce fixed

connections, reducing transaction costs, increasing mobility, broadening trade networks, and

facilitating searches for employment.

Currently there is a Mobile Governance initiative wherein a Private partner shall provide SMS based

informational services to the citizens. Government should collaborate with private sector to utilize

mobile telephony and take the ICT enabled services out into the remote communities, enabling:

Women entrepreneurs to build a business as ‗village phone operators‘

Farmers to make good choices based on market conditions

Rural poor to receive banking services they otherwise couldn‘t access



PPP Implementation Plan:

Table 38: PPP Implementation Roadmap

Sr

#

Strategy Implementation Plan Timeline

1 Unified Billing System on

PPP Model

RFP Evaluation and Contracting of Unified

billing System (UBS) project in Addis Ababa for

the following Utilities:

The Addis Ababa Water & Sewage Authority

(AAWSA);

The EEPCO (Ethiopia Electric Power Company);

and

The ETC (Ethiopia Telecommunications

Corporation)

1 month

Program Management Unit of UBS to be setup 3 months

Pilot of UBS in 5 centers in Addis Ababa 6 months

Pilot of UBS across 70 centers in Addis Ababa 1 year

Initiation of UBS across multiple cities in

Ethiopia. EOI and RFP process to be initiated

across 4 regions- Diredawa,Mekelle, Awassa and

Bahir Dar

6 months

Initiation of UBS in rural areas 1 year

Expansion of Utilities in UBS –

Government housing Rent – city and federal

government

Housing Loan repayments to Govt

Broadcasting Payment

Transport related payments

School fees

2 years

2 Exploring PPP

Opportunities

Identification of 3 ICT Services project to be

rolled out on PPP Model

3 months

Schedule and Action plan for ICT Interventions

for Private sector

6 months

3 Policies and Guidelines

to enable PPP

PPP Guidelines for National Level 1 year

Establishment of International ICT Trade panel

to revise policies to support Foreign investment

into ICT in Ethiopia.

3 months

Formulation of Preferential Taxation for Rural

ICT Development

6 months

4 Business enablers to

support partnerships

Establishment of Special Economic Zones to

attract both domestic and Foreign ICT

companies with incentives

1 year

Implementation of payment gateway 2 years

Development of National Trade portal 1 year



integrating all the businesses in Ethiopia

Integration of SMEs, Banks and Micro finance

institutions, NGOs and donor organizations

through ICT for effective funding and project

executions

1 year

Integration of the Inventory of all the goods,

Warehouses and building trade channels for

Ethiopia both at domestic and foreign market

1 Year

Establishment of SME Support centers 1 Year

5 Development of Delivery

Channels for both

Citizens and Business on

PPP Model

Informational and transactional Trade Portals December

2011

PPP in implementing Citizen Service Electronic

Kiosks to enable public and private e-services for

citizens at national level

2 Year

Establish ICT Information Centers in all the

Regions with coordination from the regional ICT

Agencies

1 Year

SMS based public services on PPP model 6 months

Establishment of additional ICT Centers to

deliver Citizen Services

1 year

Mobile Solutions on PPP Model 1 year

11 Training and Capacity

Building with

Partnerships from ICT

Companies and

Educational Institutes

Training for professionals/Students in ICT Every 3

Months

ICT business training for SME in order to relate

their business with ICT

Every 3

months

12 Establishment of Centers

of Excellence on PPP

model

ICT Research and Development Center 1 Year

Setup of De-manufacturing centers 1 Year

e-Waste Management Center:

Development of Regulation document and

Implementation plan for e-Waste Management

1 Year

Establishment Incubation centers in all the

remaining regions

1 Year

Refurbishment Centers for more ICT goods to

provide affordable access to ICT

1 Year



Guidelines for leveraging PPP in Ethiopia

1. PPP projects should be initiated only after the same are examined by the technical committee and approved by the high committee. An indicative format in which such requests should be sent to the Technical Committee is placed below.

2. All projects proposed for PPP mode of implementation should undergo a comprehensive feasibility check and the value added by the private partner should be clearly articulated and quantified.

3. The proposed user charges and tariffs should be checked for appropriateness and acceptability of the users.

4. The process for the selection of the private partner should be clearly defined and notified to ensure that there is transparency in the selection process and the e-Government program does not get tarnished by allegations of corruption and partisanship.

5. A comprehensive Master Services Agreement with unambiguous timelines and service levels and penalties in case of non-adherence to the same must be signed with the private partner before initiating the project.

6. An annual review of the performance of the private partner must be conducted at the level of the high committee.

Table 39: Guidelines for leveraging PPP

1. General

1.1 Name of the Project

1.2 Type of PPP (BOT, BOOT, BOLT, OMT etc.)

1.3 Location (State/District/Town)

1.4 Administrative Ministry/Department

1.5 Name of Sponsoring Authority

1.6 Name of the Implementing Agency

2. Project Description

2.1 Brief description of the project

2.2 Justification for the project

2.3 Possible alternatives, if any

2.4 Estimated Capital costs with break-up under

major heads of expenditure. Also indicate the basis

of cost estimation.

2.5 Phasing of investment

2.6 Project Implementation Schedule (PIS)

3. Financing Arrangements

3.1 Sources of financing (equity, debt, mezzanine

capital etc.)

3.2 Indicate the revenue streams of the project

(annual flows over project life). Also indicate the

underlying assumptions.

3.3 Indicate the NPV of revenue streams with

appropriate discounting

3.4 Who will fix the tariff/ user charges? Please specify

in detail.

4. IRR

4.1 Economic IRR (if computed)

4.2 Financial IRR, indicating various assumptions

(attach separate sheet if necessary)



1. General

5. Clearances

5.1 Status of environmental clearances

5.2 Clearance required from the State Government

and other local bodies

5.3 Other support required from the State

Government

6. Government of Ethiopia Support

6.1 Viability Gap Funding, if required

6.2 Guarantees being sought, if any

7. Concession Agreement

7.1 Details of Concession Agreement

7.2 Service levels and penalties

8. Criteria for short-listing

8.1 Indicate the criteria for short-listing (attach

separate sheet if necessary)

9. Others

9.1 Remarks, If any



Section 7 –

IMPLEMENTATION

PLAN & TIMELINES



VII. Over all Implementation Plan and Timelines

I. Overall Implementation Plan

Table 40 – Overall Implementation Plan

S.No. Yr. v/s Project

Implementation plan


Agency Priority Projects

1 Agriculture Services

All information services

Agricultural Services Management System

Portal for all Agricultural services and information

2 Benefits Management system

Social Benefits Portal with information regarding all welfare schemes

Pension Management system

Social Benefits Management System

3 Education

Education portal

Exam Management system

Student Management System

Education Administration system

4 eHealth

Hospital Management Portal

Hospital Information Management System

Drug Information Management System

Integration of hospitals and pharmacies

5 E-Trade

All information regarding G2B services

Investors Management system




Implementation plan


Trade Management System

Enterprise Management System

Integrated G2B portal

6 Employment

Employment portal with all information services


7 Transport

Transport ministry portal including all information services and drivers licenses related services

Vehicle Registration Information system

Online ticket booking system

Government Vehicles Insurance Management System

8 Tourism

All information related to travel attraction, hotels etc.

Travel Licenses Management System

Hospitality Management System

Tour Management System

Disaster Management system

GIS enabled Portal for Tourists

9 Tax

Custom and Revenue Authority Portal (CRAP)

Tax Management and Information System

10 e-Courts

eCourt portal to provide informational services

Case Management system

Property and Land Management system

Integration with Regional court and property




Implementation plan

Year 1 Year 2 Year 3 Year 4 Year 5 systems

11 e-Municipality

Portal with all information services of the Municipality

Modules for certificate generation, tax collection, accounts and license

GIS application

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


Asset and Material Management system

12 Passport & Visa

Passport & Visa Management System




Implementation plan


Enablers

1 Marketing and Awareness Campaign

Design of annual plan for Marketing and awareness activities

Internal Awareness Campaign, Feelers

Targeted Customer Campaigns

2 Capacity Building

Establishment of the Knowledge Management System

Design of Change Management Plan, Training Curricula

Operationalization of the ITSG

Courses for leadership, customer orientation, IT and project management etc.

3 Monitoring and Evaluation

Setting up the M&E framework

Baseline survey of government organizations and customers

Annual survey of government organizations and customers

4 Standards and Policies

Selection of a consultant for setting up Standards and Policies




Implementation plan


Identification of Standards, policies and guidelines required for implementation of the e-Government strategy

Phase - I of standards and policies implementation

Phase - II of standards and policies implementation

Phase - III of standards and policies implementation

5 Core Projects

National Data Set





National Data Center

Woredanet



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

Table 41 – Education Project Implementation Plan

S.No. Activities

Implementation plan - SBMS


0-6 mon 6-12 mon 12-18 mon 18-24 mon 24-30 mon

30-36 mon

1 Formation of the project team and selection of a project manager

2 Meetings between the Project team and PMO to discuss the way forward

3

Preparation of Detailed Project Report including As-Is processes, To-be processes, detailed costing and implementation timelines

4 Review of the DPR and approval

5

Development of Benefits management portal to put all informational services related to benefit schemes online and for the development of Pension Management System

5.1 Preparation of the RFP for the selection of vendor

5.2 Review and finalization of RFP

5.3 Bid process management leading to selection of the vendor

5.4 Project implementation kickoff

5.5 Application Development

5.6 Testing

5.7 Training of the Staff

5.8 Go live

5.9 Sub-project closure and learning report

6 Development of comprehensive Social Benefits Management System



S.No. Activities

Implementation plan - SBMS


0-6 mon 6-12 mon 12-18 mon 18-24 mon 24-30 mon

30-36 mon


6.2 Reviezxw and finalization of RFP

6.3 Bid process management leading to selection of the vendor


6.5 Application Development and integration with Pension Management System

6.6 Testing


6.8 Go live


7 Project Closure Report

Implementation Plan detail for Education Ministry priority project

Education Ministry priority project has 4 main components or sub-projects – Education Portal, Exam management System, Student management

System and Education Administration System. As per the proposed implementation plan – the portal implementation may be spread out over

years 1 and 2, while the Exam management system may be implemented in 1st Year and the Education Administration System implementation

(automating the entire functioning of the ministry) is proposed over years 2 and 3.

A RACI chart is detailed below clearly showing the implementation plan – for the Exam management system project.

The same chart may be followed for all projects.

The RACI Chart is used to clarify roles and responsibilities in the project implementation. It is a table that provides the list of activities and

information about roles different people have in relation to those activities. For each activity, different people are assigned different roles as per

―RACI‖.

This acronym stands for (i) Responsible, or the person doing the work; (ii) Accountable, or the person responsible for making sure the work is

done adequately; (iii) Consulted, or the person(s) who is asked for their input; and (iv) Informed, or the person(s) who must be told about the

work.



No Activity/Task Responsible Accountable To Consult To Inform Remark/Comment Guidelines

documents/templates

reference(s)

Formation of the

project team and

selection of a project

manager

Education

Ministry

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

Meetings between the

Project team and PMO

to discuss the way

forward

Ministry

project team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

Preparation of Detailed

Project Report

including As-Is

processes, To-be

processes, detailed

costing and

implementation

timelines

Ministry

project team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

DPR format provided

in the E-Gov. Strategy

Report

Review of the DPR and

approval

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

Project

Sponsor /

Council of

Ministers

E-Gov. Strategy

High committee

will approve the

report

Development of

Exam management

System

Preparation of the RFP

for the selection of

vendor

Ministry

project team

E-Gov.

Strategy PMO

E-Gov.

Strategy High

Committee

Depending on the

funding source of

the project, the

RFP may be

prepared in the

applicable format

- RFP Best practices

document provided by

PwC

- World Bank or other

funding Institution

RFP template




documents/templates

reference(s)

– Example – If it is

funded by Govt.

funds, the RFP

best practices

document

template may be

used

or

If project is

funded by World

bank or other such

Institution then

the RFP template

of the funding

institution will

need to be used.

Review and

finalization of RFP

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

E-Gov. Strategy

High committee

will approve the

RFP

Bid process

management leading

to selection of the

vendor

Ministry

project team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

The technical

committee may

approve the

vendor selection

The High

committee will be

informed about the

vendor selection

and give final

approval

Selection criteria as

per approved RFP

Model Template (Excel

Sheet) for evaluation

of proposals submitted

by PwC

Project implementation Ministry E-Gov.




documents/templates

reference(s)

kickoff project team Strategy PMO

Application

Development

Selected

vendor

Ministry

Project Team

E-Gov.

Strategy PMO

E-Gov.

Strategy High

Committee

E-Gov.

Strategy High

Committee

Direct supervision

of Application

development will

be done by

Ministry project

team and PMO

Technical

committee will be

closely guiding this

activity and will

resolve any

technical issues in

implementation

and also be

responsible for

approving final

sign –off of all

documentation like

SRS, test plan,

acceptance test

reports, etc.

The High

committee will be

kept informed of

the progress and

resolve any

administration

issues like scope

Software Project

Management

Guidelines provided by

PwC

Project Management

Guidelines templates

provided by PwC




documents/templates

reference(s)

increase, cost

increase etc.

Testing Selected

vendor

Ministry

Project Team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

High-Committee

may be kept

informed about

testing progress

and reports

Testing guidelines

document provided by

PwC

Training of the Staff Selected

vendor

Ministry

Project Team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

High-Committee

may be kept

informed about

training plan &

progress

Training plan and

material prepared by

vendor and as

approved by Technical

Committee

Go live Selected

vendor

Ministry

Project Team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

High-Committee

will be kept

informed about

project go-live date

Project closure and

learning report

Ministry

project team

E-Gov.

Strategy PMO

E-Gov.

Strategy

Technical

Committee

E-Gov.

Strategy High

Committee

The high

committee will be

kept informed

about any special

lessons learned

from the project

implementation –

like in case of any

scope increase or

cost increase which

may have been

better controlled



III. Portal Implementation Plan and Timelines

Table 42 – Portal implementation Plan

e-Government Portal for Ethiopia

S.No Key Activities Year I Year II Year III Year IV Year V

1 Design of portal and content management

1.1 Identify a team to upgrade the existing e-Government portal

1.2 Develop portal charter

1.3

RFP for the selection of a vendor for development of a new portal and to develop content for the portal

1.4 Appointment of the vendor for portal design and content

1.5 Requirements gathering by the vendor

1.6 Conference room pilot

1.7 Development of FRS and SRS

1.8 Development of the new portal and content

1.9

Development of Standard operating procedures and content management processes for the portal

1.10 Testing and review of content

1.11 Go-live

2 Development of 46 e-Services for first year

2.1 Requirements gathering by SDA

2.2 Preparation of SRS and FRS by the SDA





2.3 Development of the e-Services

2.4

Portal Infrastructure augmentation for new e-Services

2.5 Testing of the Services

2.6

Training of the government employees that provide these services

2.7 Go-Live of the portal

2.8 Closure of the sub-project

3 Development of Grievance Redressal System

3.1

Identification of team of officials from various departments for development of the grievance redressal system

3.2

Meeting between PMO and the identified team to understand the requirements for Grievance redressal system

3.3

Identification of officials in every department to whom the grievance redressal requests of their departments would be directed to

3.4

Development of FRS and workflow for the Grievance Redressal system

3.5 Approval of the FRS and workflow

3.6

Development of the Grievance redressal system by the programmers at MoICT





3.7 Testing

3.8 Go-Live of the Grievance Redressal System

4

Addition of e-Services to the e-Government Portal as per the go-live of e-Services through the Agency Priority Projects



IV. ICT Center Implementation Plan and Timelines

Table 43 – ICT Centre Implementation Plan

e-Government ICT Centres


1 Identify a team to upgrade the existing ICT Centres for delivering the e-Services

2 Study the existing ICT Community Centre and Unified Billing Centre

3

Study the existing services delivered through the 65 ICT Community Centres and 70 UBS

4 Study the existing infrastructure in the Centres

5

Undertaking a Feasibility Study on the type of services that could be delivered these Channels

6 Identification of the extra number of centres required to cover all the regions

7 Design a Business Model for the Centres for delivering the services

8

Design the Standardization requirements in terms of Services, Infrastructure and Staff cross the Centres

9

Design a RFP for selection of an agency for establishing the extra channels or identify community partners for the same

10 Design the funding requirements of the Centres

11

Establishment of the new ICT Centres and upgradation of the existing for delivering the e-Services

12 Training of the employees of the ICT



e-Government ICT Centres

S.No Key Activities Year I Year II Year III Year IV Year V centres

13 Operationalization of the ICT Centre

14 Delivery of the e-Services - Informational

15 Delivery of the e-Services - Transactional

16 Establishment of a Monitoring and evaluation Framework

17 Monitoring the SLAs of the ICT Centres

18 Monitoring the Channel Uptake

19

Incremental upgradation of the Channel based on the uptake and Feedback received

20 Conduct Customer satisfaction survey for the ICT Centre

21 Revised the Channel Strategy based on survey results

22 Study the Impact of the Channel



V. Contact Center Implementation Plan and Timelines

Table 44 – Contact Center Implementation Plan

e-Government Contact Centre for Ethiopia


1 Identify a team to upgrade the existing Contact Centre for delivering the e-Services

2 Study the learnings from the existing Contact Centre

3 Design a Business Model for a Private Sector Participation

4 Identify the services that needs to be delivered through the Channel

5 Design the scope of work for a private agency sector for development of the Contact Centre

6 Design the workflow for delivering the e-services through the Contact Centre

7 Conduct a Cost benefit Analysis for creation of the Channel

8 Conduct Customer satisfaction survey for the Contact Centre Channel

9 Bid process Management for selection of the Agency

10 Design the requirements of the Contact Centre Inbound/outbound Software

11 Design the SRS for the Contact Centre Software

12 Develop the Contact Centre Software

13 Installation of the Contact Centre Software

14 Training of all the Contact Centre Employees

15 Operationalization of the Contact Centre

16 Delivery of the e-Services - Informational

17 Delivery of the e-Services - Transactional



18 Establishment of a Monitoring and evaluation Framework

19 Monitoring the SLAs of the agency

20 Monitoring the Channel Uptake

21 Incremental upgradation of the Channel based on the uptake and Feedback received

22 Conduct Customer satisfaction survey for the Contact Centre Channel

23 Revised the Channel Strategy based on survey results

24 Study the Impact of the Channel

25 Design the Sustainability Options after the term of the Agency is completed



VI. Mobile Implementation Plan and Timelines

Table 45 – Mobile Implementation Plan

Mobile Portal for Ethiopia

S.No Key Activities Year I Year II Year III Year

IV Year V

1 Identify a team responsible for the implementation of the mobile gateway

2

Contact ETC to appoint a nodal officer to assist in the implementation of this initiative

3 Identify the services to be delivered through the mobiles

4 Capture the learning from the pilot project

5

Design the scope of work for a private agency sector for development of the Contact Centre

5.1

Develop Terms of Reference and issue an Expression of Interest seeking solution design, architecture, bill of materials and services enablement plan for the mobile gateway

5.2 Shortlist the vendors based on the quality of the EoI response

5.3 Use the EoI responses to draft an RFP with well defined scope of work

5.4 Issue the RFP to the shortlisted bidders

5.5 Bid process Management for selection of the vendor

5.6

Assessment of the services for feasibility and any changes in processes for phase 1

5.7 Development of content for the mobile gateway



Mobile Portal for Ethiopia

S.No Key Activities Year I Year II Year III Year

IV Year V

5.8 Testing

5.9 Go-live

5.10 Capture learning of phase 1

5.11 Closure of phase 1

6 Phase 2 for introduction of additional services

7 Phase 3 for introduction of additional services



VII. Capacity Building Implementation Plan and Timelines

Table 46 – Capacity Building Implementation Plan

Implementation plan - Capacity Building


1

Identify a team responsible for the implementation of capacity building initiatives within the Government

2 Creation of a IT Services group

2.1 Framing the roles and responsibilities of the ITSG

2.2

Defining the organization structure, no. of resources, qualifications required and job descriptions

2.3 Identification of the staff within government that can fill up these positions

2.4

Permission from relevant authorities to explore the option of forming a joint venture company for ITSG to source resources that are not available within the government

2.5 Development of an EoI to invite private partners for the JV

2.6 Shortlisting of vendors based on their responses

2.7 RFP and bid process management for the selection of private partner

2.8 Formation of the JV and incorporation as a separate company

3 Training Needs Assessment and preparation of training curriculum

3.1

Identification of various categories of officials as per their needs for using IT, project management, customer service skills and providing leadership

3.2

Survey to understand the present level of proficiency of the target groups in the skill areas identified as relevant for performing their jobs





3.3 Design of course curriculum based on survey results

3.4 Development of e-learning modules for delivery to augment instructor led training

3.5 Training based on the training modules

4 Strengthening of IT Training infrastructure

4.1 Identification of training institutes to be leveraged for providing training

4.2

Define minimum infrastructure and other facilities to be available at these training institutes

4.3 Assessment of the present infrastructure of the identified institutes

4.4 Provisioning funds to these institutes for strengthening infrastructure

4.5 Development of the requisite infrastructure

4.6 Augmentation of infrastructure for scaling up the operations and any required improvements

5 Development of Ethiopian Government Knowledge Management Portal

5.1 Development of a DPR for the project by PMO

5.2 Approval of the DPR

5.3

Issue of RFP for the selection of an implementation agency to develop the KM portal

5.4

Bid process management leading to appointment of an agency for implementing KM portal

5.5 Development of the portal

5.6 Procurement of hardware for the portal

5.7 Testing

5.8 Go-Live





5.9

Project closure and learning report along with recommendations and best practices to ensure that the KM portal serves its purpose as one single source of information for government staff

5.10

Awareness campaign within the government departments for contributing towards and using the KM portal

6 Arrangement of Tours, seminars and conferences

6.1

Identification of countries, institutions, conferences and events across the world that can be studied to improve the understanding of e-Government amongst officials

6.2 Identifications of officials for these tours

6.3 Compendium of learning from each of these activities



VIII. Marketing and Awareness Plan and Timelines

Table 47 – Marketing and Awareness Implementation Plan

Implementation plan - Marketing and Awareness


1

Identify a team responsible for the implementation of Marketing and awareness campaign

2 Development of RFP for the selection of Marketing and PR partner

3

Issue of the RFP after approval from authorities and bid process management leading to the appointment of the marketing and PR partner for e-Government strategy implementation

4 Development of a distinctive theme, branding and symbol for e-Government

5

Workshops with all government organizations to make them aware regarding the branding guidelines for e-Government strategy

6

Discussions with the owner agencies of Agency priority projects whose services will be enabled online during the year

7 Development of annual plan for Marketing and Awareness

8

Development of marketing material for new services including content for bill boards, newspapers, TV and Radio ads etc.

9

Identification of private partners and other innovative means for funding the marketing and awareness program



IX. Public Private Partnership - Plan and Timelines

Table 48 – Public Private Partnership Plan

S.No Activities Year 1 Year 2 Year 3

0-6 mon 6-12 mon 12-18 mon 18-24 mon

24-30 mon

30-36 mon

1 Formation of the project team in charge of PPP Initiatives and selection of a project manager

2

Meetings between the Project team and PMO to discuss the key PPP Initiatives with ETC, Banks, Educational Institutes, Private Sector and Healthcare Institutions

3

Preparation of Detailed Project Report including As-Is processes, To-be processes, detailed costing and implementation timelines.

4

Review of the DPR and approval. Funding road shows and Workshops for generating the required funding.

5

Development of e-Procurement portal to put all informational services related to Public Private Partnerships and Government Tenders



5.3 Bid process management leading to selection of

the vendor


5.5 Application Development

5.6 Testing


5.8 Go live


6 Development of ICT Centers

6.1 Preparation of the RFP for the selection of

vendor





0-6 mon 6-12 mon 12-18 mon 18-24 mon

24-30 mon

30-36 mon


the vendor


6.5 ICT Center Development and integration with e-

Government Services

6.6 Testing


6.8 Go live


7 Development of ICT Incubation Centers


vendor



the vendor


7.5 ICT Incubation Center Development and initial

setup of Entrepreneurial Ventures at the Center

7.6 Testing


7.8 Go live


8

Implementation of key PPP Projects in collaboration with ETC, Banks, Educational Institutes, Private Sector and Healthcare Institutions. Note: The period of the Partnership and the term of the contract shall depend on the type of PPP Models. Generally the PPP BOOT Model shall be implemented for a period of 3- 5 Years.


vendor



the vendor




0-6 mon 6-12 mon 12-18 mon 18-24 mon

24-30 mon

30-36 mon


8.5 Project implementation and Tracking

8.6 Testing


8.8 Go live( This period would depend on the

duration and Type of the PPP Contract)



Section 8 – FUNDING



VII. Cost Estimation & Funding

I. Budgetary Estimates

The proposed e-Government Strategy budget of Birr 3.33 billion for 5 years or Birr 0.67 billion / year

compares with Birr 2.13 billion/ year and Birr 10.13 billion / year for Health and Education sector

respectively. The proposed budget for the e-Government strategy will entail less than 1% of the overall

budget of Government of Ethiopia

Summary of the Cost Estimates of the various initiatives proposed is as below –

Table 49 – e-Government Strategy – Summary of Costs

Ethiopia eGovernment Strategy - Costing Summary

S.No.

Initiatives

Year 1 (In Birr.)

Year 2 (In Birr.)

Year 3 (In Birr.)

Year 4 (In Birr.)

Year 5 (In Birr.)

1 Agriculture Services

15,514,298

4,893,316

4,466,779

4,687,683

4,294,225

2

Benefits Management System

17,442,654

4,269,715

3,954,873

4,124,957

3,833,491

3 Education 23,829,430

7,420,991

6,080,086

6,337,290

5,036,393

4 eHealth 23,529,430

7,090,991

5,717,086

5,937,990

4,597,163

5 G2B Portal 4,759,002

1,197,989

1,223,221

1,303,081

1,343,558

6 Employment

17,287,346

4,946,355

4,335,524

4,527,388

3,944,091

7 Transport 20,203,136

5,553,724

5,166,787

5,431,251

5,085,709

8 Tourism 15,502,509

5,427,716

5,056,619

5,338,507

5,012,131

9 Tax 21,420,680

5,889,513

5,344,682

5,609,146

5,105,709

10 e-Court 14,758,509

4,609,316

4,156,379

4,348,243

3,922,841

11 Municipalities

17,767,346

5,474,355

4,916,324

5,166,268

4,646,859

12 Passport 16,228,048

5,672,355

5,134,124

5,405,848

4,910,397

12 eGovernment Portal

10,097,895

4,197,158

4,537,137

4,910,285

5,319,877

13 Contact Center

29,199,123

29,240,352

32,112,471

35,270,474

38,742,883

14 Mobile Gateway

4,520,000

4,235,509

3,226,291

3,489,082

3,776,991

15

Common Service Center

718,243,842

326,899,053

355,121,309

386,036,106

419,906,215

16 Capacity Building

14,716,421

6,329,996

6,702,958

7,204,999

7,750,824

17


10,163,170

10,810,802

11,504,763

12,248,764

13,046,842



18 Standards & Policies

5,021,754

5,509,684

6,045,695

6,634,558

7,281,523

19

Enterprise Architecture

5,081,667

435,000

257,000

257,000

257,000

20 NIAF 33,788,816

500,000

500,000

500,000

500,000

21 NSEB 20,595,316

-

-

-

-

22 NDS 36,676,316

-

-

-

-

23 NPG 28,076,316

-

-

-

-

24

PKI( Design and implementation as per the design by external consultant)

124,754,500

25 HRMS 16,243,211

1,473,684

1,473,684

1,473,684

1,473,684

26

e-Procurement System

15,022,158

252,632

252,632

252,632

252,632

27 e-Office System

15,022,158

252,632

252,632

252,632

252,632

28

Financial Manangement Information System

4,319,058

-

-

-

-

29

Email Management System

14,769,526

-

-

-

-

30

ITSG Manpower costs

1,500,000

3,300,000

3,630,000

3,993,000

4,392,300

31

PMO staffing costs

1,860,000

2,706,000

2,976,600

3,274,260

3,601,686

Total 1,317,913,633

458,588,838

484,145,652

524,015,128

558,287,654

Grand Total

3,328,181,379

Grand Total (in USD) 201,463,764

Details of the Costing is provided in Annexure XVII



II. Funding Framework

To enable proper implementation of the Strategy Program, a proper funding and spending system

needs to be developed, approved and implemented to ensure that the funds are sufficiently allocated

for the different development domains. Funding options need to be considered carefully to ensure that

Transparency and accountability is maintained in allocation and utilization of funds

Adequate funds are available for the implementation of the project

utilization of allocated funds is monitored

Strategic control of the government is maintained

E-Government Strategy funding and spending process and the life cycle across the different stages of IT

initiatives are explained in the pages that follow. More specifically the following areas have been

addressed:

Funding options identified during the Assessment Phase and the planning activities.

Funding and Spending Framework including percentages distribution and link to Governance

Structure

Fund allocation and utilization process for core, common, Ministry/Agency specific and

Ministry/Agency owned initiatives.

The annual procedure for short-listing vendors.

The key options available for MOCIT to fund the Strategy are:

Figure 31: Key Options for MOCIT

OPTION 1 (Conventional) - Government Funded: The source of the fund is the Government annual

budget, where the Government of Ethiopia invests the whole project/initiative amount as capital

expenditure

OPTION 2 - International Funding Agencies: Several international donor agencies provide

financial support to development projects in developing countries. Bilateral development agencies

facilitate the provision of grants and loans from one national government to other governments or NGOs

in order to help implement development projects. Multilateral development agencies also provide

resources and carry out development projects with governments and NGOs and include numerous UN

agencies (such as UNDP, UNFPA, UNIFEM), development banks (such as the World Bank, African

Development Bank), and other inter-governmental bodies

OPTION 3(PPP) - Public Private Partnerships: Government and Private sector can collaborate on

different models for the implementation and success of the model



(BOT) – Build Operate and Transfer (BOT): For some of the initiatives the private sector can build the

infrastructure, own the operations for a fixed period of time and transfer it to government once the fixed

period is over.

OPTION 4 (Privatise) – In a longer timeframe when the system is mature and basic infrastructure is in

place, some of the services can be completely privatised where Government funding will not be done and

it will be controlled by parties in private sector

The various funding options mentioned above differ in terms of the ownership by Government and the

risk transferred to the private sector as shown in the diagram below

Figure 32: Government Control/Risk

Some of the key factors to be considered during the design include:

The e-Government Program will be initially funded through Government funds.

Other funding options (mainly BOT and Funding Agencies) can be explored in parallel

PPP can be consider at a later stage once PPP models become more mature in Ethiopia

Privatization is a long term target that can start once services have taken a mature shape or became

well defined.



III. Program funding Options

The E-Government Strategy implementation may be funded by a combination of funding sources –

including Government‘s own budgetary allocations, finance from multilateral institutions like the World

Bank or by partnering with the private sector.

Partnering with the private sector would provide a two-fold benefit – in terms of providing finance as well

as it will help the development of the private sector and develop indigenous capacity and skills.

The above diagram depicts the probable quantum of funding of the E-Government strategy program from

different sources, including Government funds, institutions like the World Bank and through the PPP

(Public-Private Partnership) route. The table below provides the amounts which could be funded by the

different entities.

Table 50 – Funding Options

Funding Options Amount( in Birr) Amount(in USD

Funding Agencies 1,996,908,827 120878258

PPP 665,636,276 40292753

Government 665,636,276 40292753

60%20%

20%

Funding Source

Funding Agency PPP Government



Savings through PPP- Indicative

As mentioned earlier, partnering with the private sector for implementation of the program – will not

only help in funding but will also develop the indigenous private sector. The different projects – including

the identified priority projects and the channels could be implemented in PPP mode.

Assumption: Since the number of transactions for the Ministries/Agencies was not available, it has been

assumed that in projects related to development sectors such as health, education, social and labor etc,

where Government has a larger and more important mandate, and the there will low or no service charges

the PPP participation may be around 10%. However in projects such as E-Trade, Tax, Municipalities,

Tourism – where transactions are more and service charges could be collected the PPP participation may

be around 20%.

Based on above assumptions, following table depicts some of the possibilities of PPP funding of the

program, including savings in investment, which may accrue to the Government.

Table 51 – PPP Options

Sr. No. Project Estimated Cost (Mil.

Birr)

PPP Investment

(i.e. savings in

investment for

Government)

PPP Participation of 10%

1 Agriculture 33.86 3.39

2 Benefits Management 33.63 3.36

3 Education 48.70 4.87

4 Health 46.87 4.69

5 Employment 35.04 3.50

6 E-Court 31.80 3.18

PPP Participation of 20%

7 E-Trade 9.80 1.96

8 Transport 41.44 8.29

9 Tourism 36.34 7.27

10 Tax 43.37 8.67

11 Municipalities 37.97 7.59

12 Passport 37.35 7.47

13 Portal 29.06 14.77

14 Contact Centre 164.57 106.13

15 Mobile Gateway 19.25 14.73

16 Common Service Centres 2206.21 1103.11

Total 2855.26 1302.98



PPP participation in Channels development:

The cost estimates for the development of the different channels have been made, as in other cases, for a

five year period. However, it is expected that private participation would commence from year 3 in case of

Portal and Call centre and from year 2 in case of Mobile gateway. The CSCs are proposed to be

implemented on PPP model itself – though implementation would start from year 2 – after completion of

tendering and selection.

The PPP investment contribution for the channels in above table, has accordingly been estimated for

- Years, 3,4,5 in case of Portal & Call centre

- Years 2,3,4,5 in case of Mobile Gateway

- Years 1,2,3,4,5 in case of CSCs

Thus it can be observed that out of total funding requirement of 3.33 Bil. Birr almost 40% amounting to

1302.98 Mil. Birr, could be funded by partnering with the private sector. It is important that the

Government consider this approach for implementation, because as mentioned earlier, partnering with

private sector is expected to provide multi-fold benefits for the country‘s development.

IV. Fund Management Framework (FMF)

In developing the FMF several variables were discussed and analysed. The major variables are mentioned

below:

1. The size of the fund

2. The distribution of the fund among the different initiatives (central/Ministry/Agency)

3. The approval process

To recommend the target framework, the following factors were taken into consideration:

Governments across the world are spending 3 to 5 per cent of their total annual budget on

modernization efforts; these Governments are of varying levels of maturity and thus require different

budget allocations.

Modernizing Government of Ethiopia requires work on the center level and on the

Ministries/Agencies level as well, the investment for the center will be larger during the Program

initial stages

As the Program develop, tendency will be towards automating work in the Ministries/Agencies, this

will mandate allocating more fund to the center where the center would have reached a good level of

maturity

There will be expenses associated with allocating resources to do designs and evaluations for

implementations to come, studies will have to be conducted to evaluate the need and the shape of

certain projects. These resources can be MOCIT internal resources or external third party resources

In general fund will be utilized for approved projects as detailed in the e-Government Strategy,

however, there will be instances where new requirements might arise and these will need to be tackled

properly.

There should be a system for allocations approval that complies with the Government policies and

procedures.



The diagram below describes the FMF, in which it was assumed that 1% of the annual budget will be

allocated for e-Government Strategy Implementation.

Figure 33: Fund utilization framework

The diagram above describes the framework that is proposed for the fund allocation for the e-Government

Strategy. Important points include:

It has been assumed that the process for approval of budget will follow the normal cycle within

Ethiopian financial year.

There will be a fraction of total budget which will be allocated for the implementation of e-

Government Strategy. As mentioned previously it is assumed this fraction will be 1% of the total

Ethiopia budget.

Once the fund is approved it will be allocated under two separate categories as described below:

1. Central Fund: This fund will be allocated for the implementation of core and common

initiatives which include the shared infrastructure components and the common applications.

These components will be used by the different Government Ministries/Agencies.

2. Ministries/Agencies Fund: This fund will be allocated specifically for the initiatives to be

implemented by Ministries. The fund under this category will be allocated to Ministries for the

implementation of new or approved initiatives. A pre approved list of initiatives will be within the

Entity roadmap and annual IT plan, however, the need for other non-planned deployments might

arise during the year, these new requirements will be assessed and if given high priority will be

allocated a fund from the Entity fund if sufficient amounts are available.

Note: The process of utilization of fund or ‘spending processes will follow the existing

Ministry of Finance and Economic Development procedure. However, the process will be



managed by MOCIT for Core and Common initiatives and by Ministries/Agencies for

specific initiatives.

The Central and Ministry/Agency funds will be divided under the following categories for administrative

and accounting purposes

Table 52: Categories of fund

S.No. Category Details

1. Research and

Development

Ministries/Agencies may need support from experts outside the

Government to analyze ‗new initiatives’ and to prepare DPR for

the fund allocation. This fund can be utilized by

Ministries/Agencies to hire an external agency with support from

PMO

2. Core and Common

Initiatives

This fund will be allocated for the implementation of core and

common initiatives.

3. New Initiatives This fund will be allocated for the implementation of the ‘new

initiatives’ that were not pre-planned.

4. Approved Initiatives This fund will be allocated to Ministries/Agencies for the

implementation of ‘approved initiatives’

Considering the Governance Structure, the approval for allocation of fund and the review of proposal will

be owned by different organizations within the structure for control purposes, these are described in the

table below.

Table 53: Approval for allocation

S.No

.

Initiative

Category

Initiativ

e Value

Implementati

on Owner

Monitoring

role

Supportin

g Role

Approval

for

allocation

of fund

1 Core and

common

value>X MOCIT MOCIT(PMO) Technical

Committee

High

Committee

Value< X Technical

Committee

/MOCIT

2

Ministries/

Agencies

Specific

Value > X Ministry/Agency MOCIT(PMO) Technical

Committee

High

Committee

Value< X Technical

Committee

/MOCIT

3 Ministry/Ag

ency Owned

Value > X Ministry/Agency MOCIT(PMO) Technical

Committee

Technical

Committee/

High

Committee



Value< X MOCIT

V. Fund Allocation Process

Allocation of Funds for implementation of the 31 Projects will be done Centrally

Ministries/Agencies to prepare Detailed Project Report with the assistance from ITSG. The

various details to be covered under DPR are mentioned in the following sections and the Detailed

Project Report – Template has been provided in Annexure V.

Funding Approval will be done by the High Committee

Responsibility for Implementation of the Projects lies with the Implementation Ministry/ Agency

Fund Management and Review will be done by the PMO

The proposal/DPR will be reviewed by PMO and the recommendations/review comments will be

shared with the owner of initiative for further refinement will approve/reject the allocation of

fund.

High Committee will consolidate the list of approved initiatives and will finalize the fund

allocation.

The consolidated report will be shared with High Committee and fund approval process will

follow the existing Budgeting procedures

Guidelines

Project Case Formulation

Compliance with Guidelines and Procedures - The DPR to be submitted by the Implementation Entity

should contain the following details:

Project Description, including clear definition of the citizen/business need that it is fulfilling and

service standards sought to be achieved

How the project is leveraging existing and proposed infrastructure created by other initiatives

Project Funding sought

Breakdown of costs including Hardware, Software, Systems Development, Communications

Connectivity, Personnel, Training, Civil Works, Materials and supplies, Taxes, Contingency Costs and

Other Significant costs.

Projected Cash Flows (if any)

Ability to support PPP and Initiatives taken

Proposed Implementation Plan including Timeline

Key risk factors

Appraisal and Approval of Project Proposals

The Project DPR would be prepared by the implementing Ministry/Agency along the guidelines

established by MOCIT

The PMO would assist the implementing Ministry/Agency in filling the DRP



The PMO would assist the High Committee in reviewing the projects and facilitating approval for both

Central and Ministry/Agency initiatives

The factors that need to be considered while evaluating projects include:

• Purpose and context -reflects e-Government strategy objectives

• Cost-benefit analysis

– Analysis of benefits in terms of envisaged citizen/business services

– The solution is practical and cost effective

– The project envisages infrastructure built by existing/proposed projects

– The project leverages Government funding with private resources

– The project leverages private sector skills

• Proposed implementation plan is realistic and reasonable

• Project management capacity

• Requisite skills to manage the project implementation as well as ongoing operation

• Risks perceived and mitigation measures (E.g. issue of political and Government staff

acceptability, statutory consents- whether risks are justified by the potentially high

outcomes)

• The way forward:

– Whether the decision is adequate to ensure continuation of services including

availability of O&M budgets in case e-service charges are not available or are not

adequate to cover these expenses

– The approval process would be detailed to ensure that this is the only approval

that the implementing Entity requires.

A Fund Allocation prioritization framework is provided in the figure below



Figure 34: Fund allocation prioritization



ANNEXURES



Annexures

Annexure I: Concept of Service Life Cycle

The concept of Life Cycle Event, service enablement and agency services, i.e. ‗transaction‘, is explained in

the following table:

Table 54: Lifecycle Event Description

Category Definition Example

Life Cycle Event An event comprises the major categories

through which any customer carries out his

activities and interactions with the

Government. These events are a

combination of Life Cycle functions and

service based

Birth of a child

Starting a business

Service

Enablement

Refers to provisioning of a complete service

offering; it comprises of many transactions. Registering of business

Obtaining driver license

Agency Services

‘transaction’

Refers to individual transactions provided by

multiple agencies/ departments within an

agency for service enablement

Ministry of Trade and Industry– Business License

Ministry of Health – Drug Registration Certificate

The desired end result of enabling services for delivery via alternate channels is to facilitate the customers

to access the services in an easier and faster manner. Life cycle based representation of services is a

powerful tool towards this end. As per this concept, all services for a particular event say ‗starting a

business‘ should be available under a single umbrella and the customer should not be required to have

multiple touch points for the same.

In addition to classifying and prioritizing services, services must be integrated at the back-end based on

customer lifecycle approach. The services can be grouped by their customer base, and these can further be

mapped onto the various customer lifecycle events, where they each respond to a particular need of the

customer at a given time. Hence existing services can be identified based on life-cycle services approach

for the various customer groups— citizens/residents, businesses, visitors and government employees.

The figures below provides an illustration for the life-cycle of events for the citizens/residents, business,

visitors and government employees.



Birth

Education

Old Age

Youth and Family

Employment

Death

Housing

Legal Services

Public Utilities

Grievance Redress

Travel

Others

Birth Certif icate; Immunization

certif icate, others

Registration; Scholarship;

Results; Certif icates

Work permit; employment

benef its

Marriage; Divorce; Family

Counseling

Social Assistance; Pension

Death Certif icate; Wealth

Distribution

Building Permit; Sewerage;

Electricity and Water, Permits

Debt Collection; Civil Suits

All Services and Agencies

Electricity; Water; Telephone

Passport; Student; Pilgrim;

Scholarship

Informational Services; Fines;

Registration

Citizen/ Resident

Key servicesLifecycle events

Exploration

Starting Business

Regulatory

Operations

Funding

Closure/ selling of

business

Recruitment

Legal Services

Public Utilities

Expanding

business

Grievance redress

Others

Economic data; business

environment; regulations;

Registration; license; of f ice

setup

options, loans

Approvals; Advertising;

license; etc.

Returns; taxes; laws of land

etc.

cancellation of license; etc.

Work permit; visa; etc.

Debt Collection; Civil Suits

Opening braches; adding

activities

Electricity; Water; Telephone

All Services and Agencies

Real estate; environment;

compliance

Business


Joining

Recurring

Resignation/ retirement

Career Advancement

Employee Welfare

Others

work permit; ID creation; personal details; training

Salary transfer; time and attendance; performance

appraisal

Training/ Promotion/Transfer)

Cancellation of work permit; pension; grant

Loans; further studies

Leave management; employee grievances

Government

Employee


Recruitment Application; interview; offer

Travel within Ethiopia

Travel to Ethiopia

Tourism service providers

Others

Currency exchange; car rentals

Entertainment; food options, emergency contacts, local

customs

Licensing; online services provisioning

Leave management; employee grievances

Visitors


Enquiry Visa rules; travel agencies; destinations; weather; events;

accommodation, flight information

ExplorationInformation on Ethiopia;

brochures

Figure 35: Life-Cycle Services



Annexure II: PMO Staffing Requirements

Considering the roles and responsibilities defined for various teams within PMO the table below proposes

the profiles of various members and the staffing strength for five years. The strength will be reviewed by

the end of every year.

Table 55: PMO staffing Requirements

S.

No

.

Team Title Numbers Key Roles and

Responsibilities

Knowledge

Areas (PMI) Y1 Y2 Y3 Y4 Y5

1. Project Co-

ordination

team

(technology

, process,

application,

Informatio

n Security)

Team Leader 1 1 1 1 1 • Monitoring the progress of various initiatives under e-Government Strategy with the help of team members.

• Managing the co-ordination between various Project Managers

• Project Integration Management

• Project Scope Management

• Project Time Management

Member

(Technology

)

1 1 1 1 1 • Monitoring the initiatives from technology perspectives.

Member

(Process)

1 1 1 1 1 • Monitoring the initiatives from business process perspectives.

Member

(Application

)

1 1 1 1 1 • Monitoring the development of various applications and ensuring the coherence with framework defined under the application architecture

Member

(Information

Security)

1 1 1 1 1 • Monitoring the initiatives for Information Security compliance.

2. Knowledge

Manageme

nt Team

Team Leader 1 1 1 1 1 • Facilitate information exchange and knowledge sharing across

Project

Communications

Management



entities and projects.

Member 1 1 1 1 1 • Manages databases of various initiatives being implemented under Strategy

• Ensure standards are shared with PMs.

• Use best practices in project management to update standards as needed

Member 1 1 1 1 1 • Confirm the compliance of RFPs with the procurement policies.

• Maintain a tracker for procurement activities and share the same with identified stakeholders

3. Appraisal

Team

(technical

and

financial)

Team Leader 1 1 1 1 1 • Review and approve the evaluation done by team for received requests and share the recommendations

• Share Detailed Project Report standard template with Entities and provide necessary awareness and support.

• Project Scope Management

• Project Cost Management

Member

Technical

1 1 1 1 1 • Evaluate the project request to verify applicability



and compliance with technical requirements.

Member

Financial

1 1 1 1 1 • Ensure sufficient financial details and breakdown is included in the request.

• Confirm availability of fund and identify sources and alternatives.

4. ITSG

experts

Team Leader 1 1 1 1 1 • Identify a pool of resources to support with implementations across the Ministries/Agencies.

• Interact with various entities to maintain a demand tracker for various kinds of resources.

• Identify external providers for resources

Project Human

Resource

Management

Member 1 1 1 1 1 • Maintain a database of skilled resources and companies

• Respond to the demand of resources raised by Ministries/Agencies.

5. Marketing

and

Awareness

Team Leader 1 1 1 1 1 • Review the Marketing and Awareness Strategy

• Design and Implement Marketing and Awareness Campaigns

• Marketing and Public Relations



Team

Member

2 2 2 2 2 • Design and Implement Marketing and Awareness Campaigns

• Design and Implement Marketing and Awareness Campaigns

6. Monitoring

and

Evaluation

Team Leader 1 1 1 1 1 • Monitoring the Project Progress

• Review the M&E Framework

• Conduct Evaluations

• M&E of large e-Government Projects

Team

Members

2 2 2 2 2 • Monitoring the Project Progress

• Conduct Evaluations

• M&E of large e-Government Projects

7. Cadre

Control

Team Leader 1 1 1 1 1 • Control Promotion, transfers

• Administrative and HR functions

Team

Member

1 1 1 1 1 • Control Promotion, transfers

• Administrative and HR functions



PMO Staffing Requirements – Background and Qualifications

Table 56: PMO Staffing Requirements

No. Title Background and Qualifications

1. Team Leader (Project

Coordination)

• Post graduate in Management with PMP certification.

• Minimum 8 years of experience in IT industry with 3 years in a Project Manager role

Member (Technology) • Graduate in Computer Science or IT related field with technical certifications in infrastructure and computer hardware

• Minimum 6 years of experience in IT industry

Member (Process) • Post graduate in MIS, Management or related field.

• Minimum 4 years of experience in business processes

Member (Information

Security)

• Graduate in Computer Science or IT related field with security certificates and/or technical infrastructure certifications. These can include CISSP, CISA, CISM, and other vendor specific certificates.

• Minimum 6 years of experience in IT and Information Security.

Member (Application) • Graduate in Computer Science or IT related field with certifications in enterprise architecture and/or software development.

• Minimum 6 years of experience in IT industry

2. Team Leader

(Knowledge

Management)

• Graduate in MIS, Management or related field with certification in Project Management

• Minimum 8 years of experience in industry with 3 years as a KM team leader

Member (Knowledge

Management)

• Graduate in MIS, Management or related field.

• Minimum 2 years of relevant experience

3. Team Leader

(Appraisal)

• Post graduate in Management with certifications. • Minimum 8 years of experience in industry with 3 years in a

Program Management Office of large implementation

Member (Technical) • Post graduate in Management with certifications. • Minimum 4 years of experience in industry with 3 years in a

Program Management Office of large implementation

Member (Financial) • Post graduate in Finance or qualified Chartered Accountant with certifications.

• Minimum 4 years of experience in industry with 2 years in a Financial Analysis role.

4.

Team Leader (ITSG

Experts)

• Post graduate in Human Resources Management with certifications.

• Minimum 8 years of experience in industry with 3 years in leading recruitment division of a big IT organization.

Member • Graduate in Computer Science/IT with certifications. • Minimum 2 years of experience in industry



Team Leader (MIS ) • Post graduate in MIS, Management or related field. • Minimum 8 years of experience in industry with 5 years in a

similar position

5 Team Leader (Cadre

Control)

• Post graduate in Human Resources Management with certifications.

• Minimum 8 years of experience in industry with 3 years in leading HR division of a big IT organization.

Member • Graduate in HR. • Minimum 2 years of experience in industry

6. Team Leader

(Marketing and

Awareness)

• Post graduate in Marketing and Public Relations • Minimum 8 years of experience in industry with 5 years in

leading Marketing division of a big IT organization.

Member • Post Graduate in Marketing • Minimum 2 years of experience in Marketing in industry

Team Leader

(Marketing and

Awareness)

• Post graduate in IT/MIS with relevant certification • Minimum 8 years of experience in industry with 3 years in

handling large e-Governance Project as M&E Expert

Member • Minimum 3 years of experience in e-Governance



Annexure III: Training Courses and Course Levels

Table 57: Training Courses and Course Levels



Training Areas Available course curriculum

Basic Competent Advanced

Technology Management Training

1 Basic Computer Training

2 Network Design and Management √ √

3 Web-Designing and Management √ √

4 Setup and Management √ √

5 Hardware/ Server Sizing and Management √

6 BCP/ DR √

7 Configuration Management √

8 Quality Management √ √

9 SDLC √ √

10 Database and Storage Administration √

11 Information Security √

12 Emerging ICT Technologies √ √ √

13 Open Standards/ Interoperability √ √ √

14 Monitoring √

15 Knowledge Management √ √

16 IT Standards, Guidelines and Procedures √ √ √

17 Application Development (Languages: VB, C, C++,

Java, etc.)

√ √ √

18 Specialized Packages (e.g. AutoCAD, Tally, etc.) √

Project Management Training Basic Competent Advanced

1 IT Project Management √

2 Program Management √

3 Outsourcing Management √ √

4 Vendor Management √

5 General Management √ √ √

6 Strategic Management √ √ √

7 IT Project Evaluation/ Audit √ √

Change Management

1 Managing Change Basics √



2 Human Resource Management √ √

3 Leadership Skills √ √ √

4 Intellectual Property Rights √

5 IT Acts, Policies and Regulations √

6 Application end-user Training √ √ √

7 Government Process Re-engineering √ √

8 Risk Analysis √

9 Champions Training Program √

10 Legal Reforms √ √

11 Business Process designing & detailing; BPM √ √ √

Training Areas Include in which syllabus

Basic Competent Advanced

Financial Management

1 Defining and Understanding Total Cost of

Ownership (TCO)

√

2 Negotiation and Conflict Resolution Skills √

3 Procurement Process (especially licensing cost) √ √

4 Financial Management √ √

5 PPP Modeling √ √

Soft Skills

1 Communication and Presentation Skills √ √

2 Relationship Management √ √ √

3 Team Building √ √ √

4 Technical Report Writing Skills √ √

5 Personal effectiveness Skills √ √

6 Publicity and Awareness/ PR Skills √ √



Annexure IV: Detailed Marketing and Awareness Strategy

Design of the marketing and awareness campaign will include five key components, each of which should

be defined and described in as much detail as possible during the planning and design stage:

Identifying target market segments

Channel (media mix) selection

Timing

Message development

Audience skills and education

Target market segments

One marketing medium cannot reach all segments of the diverse community that makes up the Country of

Ethiopia. Marketing campaigns do best when they define specific target markets and deliver a tailored

marketing programme for each market.

Our prior experience with e-Government awareness campaigns indicates that billboards and traditional

media – such as television and radio – alone will not be sufficient to penetrate the target market with

news of the e-Government services. We also recommend presentations at schools, community

organizations and events to supplement billboards and traditional advertising. Additionally we could also

look at the mosques for distribution of flyers and leaflets. These marketing outlets will provide an

opportunity for the Country to tailor specific messages to individual communities.

One way of segmenting the potential users for e-Government services is into four groups as illustrated in

Table 21 below.

Table 58: Target Market Segments

Audience categories Segmentation basis

Business Size of business

Industry

Citizens and residents Further segmentation based on

Education levels

Age

o Elderly

o Younger generation

Income groups



Visitors Business travellers

Tourists

Government employees For all personnel (awareness of the overall eGovernment strategy)

Agency personnel (agency’s eGovernment programme)



At a finer level of granularity, within the residential segment there are several specific segments of the

Country‘s population that are traditionally harder to reach:

Elderly

Uneducated



Within the business community, there may be particular groups that will require special targeting. For

example, if the Country launches a web application that enables applications for scholarships to be

submitted online, it may be necessary to market this service to the students and their parents.

In the case of both specific residential and business segments, the Country should consider using specially

targeted media. For example, a greater use of personal communications channels, such as outreach

through community organizations, working with opinion leaders, and developing word-of-mouth, may be

more appropriate to reach the elderly and non-Ethiopian communities. In contrast, methods such as

direct mail may be the best way to get messages across to segments of the business community.

Communication and media channel mix

An appropriate communication and media channel mix is critical to ensure that everyone in the target

audience receives and understands the campaign messages. Given customer diversity, any awareness-

raising campaign that relies too heavily on just one medium or type of communication is unlikely to

achieve its goals. However, there could be services which might be targeted at only a small segment of the

society which would require targeted campaign through the channels and media of the choice of that

segment. E.g. Pensions is one service that will only be targeted at the people in the old age, so the

campaign will have to be directed through the medium which is most appealing to the old age segment.

Suggested channels for different segments are illustrated in the table below.

Table 59: Effectiveness of Media Channels by Marketing Segments

Ne

ws

pa

pe

rs

T V

Bil

lbo

ard

s

Dir

ec

t M

ail

er

s

Ag

en

cy

Off

ice

s

Ma

lls

Bu

se

s /

Sh

elt

ers

Te

lep

ho

ne

Bo

ok

s

Bu

sin

ess

Pu

bli

ca

tio

ns

Ch

am

be

rs

of

Co

mm

er

ce

Mo

sq

ue

s

Sc

ho

ols

Lib

ra

rie

s

Ho

sp

ita

ls

Ev

en

ts

Wo

rk

sh

op

s

Cit

izen

s

an

d

Res

iden

ts

Eld

erly



Yo

un

ger

Gen

era

tio

n

Ara

bic

Sp

eak

ing

Un

-

edu

cate

d

Bu

sin

ess

Go

ver

nm

ent

Em

plo

yee

s



Annexure V: Detailed Project Report - Template

Some of the important Areas to be included in Detailed Project Report are as follows

1. Background of initiative and other basic information

2. Initiative overview or summary

Overview

Input and output

costing

source of funding

3. Initiative details including implementation model

Goal and objectives of initiative

Stakeholder analysis

Service and service levels

Implementation strategy

Key activities (‗As Is Study‘, ‗Process Re-engineering‘, ‗Change Management‘ etc.)

Infrastructure requirements including technology

Sustainability Plan

4. Way forward

5. Plan for implementation

A Sample Detailed Template for preparation of a DPR is given below

TABLE OF CONTENTS

1 EXECUTIVE SUMMARY

2 INTRODUCTION

2.1 ABOUT MINISTRY IMPLEMENTING THE PROJECT

2.2 IT INITIATIVES, PLANS OF MINISTRY

2.3 About Project

3 PROJECT OBJECTIVES

3.1 E-GOVERNMENT STRATEGY INITIATIVE OF GOVERNMENT

3.2 PROJECT OBJECTIVES

3.3 SCOPE OF WORK

4 SERVICES ENVISAGED – PRESENT AND FUTURE

5 SERVICES CURRENTLY OFFERED AND AS - IS IT SCENARIO

5.1 PRESENT IT SCENARIO IN MINISTRY

5.2 SERVICES CURRENTLY OFFERED

6 TARGET BENEFICIARIES

7 STAKEHOLDERS - ROLES AND RESPONSIBILITIES

8 STAKEHOLDERS’ EXPECTATION

8.1 CITIZEN



8.2 ADMINISTRATION

8.3 FEDERAL GOVERNMENT

9 BUSINESS MODEL

10 BUSINESS PROCESS RE-ENGINEERING

10.1 REQUIREMENT FOR BPR

10.2 BPR METHODOLOGY

11 SERVICE LEVELS AND MEASUREMENT

12 CAPITAL EXPENDITURE

13 OPERATING EXPENSES

14 CAPACITY BUILDING, TRAINING REQUIREMENTS

15 CONTRACTING ARRANGEMENTS

16 RISK MANAGEMENT

17 KEY SUCCESS FACTORS

18 SERVICE DELIVERY MECHANISM

19 IMPLEMENTATION METHODOLOGY & STRATEGY

20 PROJECT MANAGEMENT AND MONITORING

20.1 PROJECT MANAGEMENT METHODOLOGY

20.2 PROJECT MANAGEMENT AND MONITORING STRUCTURE

21 MILESTONES & ESTIMATED PROJECT TIME SCHEDULE



Annexure VI: Services Prioritization Framework

The implementation of the e-Services has been phased out as part of the phasing out of the sub-projects

under the various Agency Priority Projects. However, during the implementation phase, there may be

unforeseen exigencies that may warrant a further prioritization and phasing of the services planned

during a given year. In order to address the same, a services prioritization framework has been designed

so that the Government of Ethiopia can leverage the same to conduct this prioritization and phasing in a

scientific manner.

The list of services to be electronically enabled should be prioritized using the criticality-feasibility model.

This model facilitates the prioritization and phasing of services and initiatives based on their importance

(criticality) and the ease of implementing them through electronic channels (feasibility).

Criticality should be evaluated though an assessment of:

Strategic Fit – Does this service fit into Ethiopian e-Government strategy?

Visibility – Will creating this service promote a positive image of Government of Ethiopia to

constituents and businesses?

Cost Savings -- Does providing this service over the alternate channels generate cost savings for

Ethiopia?

Revenue generation – Could electronically-enabling this service potentially provide a new

revenue source for the Government?

To determine feasibility, following would be assessed:

Market Readiness – What is the number of customers that use the service? Are customers

demanding this service?

Operational Readiness – Are the ministries and agencies ready from a technology and

capability standpoint, to undertake this project?

Development Cost - Are development costs relatively low or high?

Leveragability – Can the service leverage an existing application? If a new application must be

built, will other applications be able to leverage it?

The criticality and feasibility framework will allow the Government of Ethiopia to determine the phasing

and prioritization of the initiatives in the following manner

Defer – If there is low criticality and low feasibility, the application should not be

undertaken. Low criticality implies little gain and low feasibility implies relatively high risk. So

such services should be taken up in the end.

Permit – If there is low criticality but high feasibility Government of Ethiopia should allow

the development of the application as long as it follows the Standards and Guidelines and uses the

overall infrastructure. Low criticality implies little gain, but high feasibility implies relatively few

risks. This type of project should be allowed.

Pursue – If there is high criticality but low feasibility, Government of Ethiopia should allow

the application to be built. High criticality implies that there is customer demand for such a service or



that significant benefits could be realized from this application, but low feasibility implies that there

may be significant risks.

Target – If there is high criticality and high feasibility, Ethiopia should build this application.

High criticality implies customer demand and benefits to the organization and high feasibility implies

relatively few risks in pursuing this application. Such services should be taken up at the earliest as

they would provide maximum gains with least amount of effort.

Pursue Target

Defer Permit

High Criticality

Low Criticality

Hig

h F

easib

ilit

y

Low

F

easib

ilit

y

Pursue Target

Defer Permit

High Criticality

Low Criticality

Hig

h F

easib

ilit

y

Low

F

easib

ilit

y



Annexure VII: ICT Standing of Ethiopia – Some international Rankings

UN e-Readiness Index

Ethiopia has consistently been ranked around 170 marks on the UN e-Readiness Index in the past few

years as shown in the table below.

Year Ranking

2005 171

2008 172

2010 172

The UN e-readiness Index is evaluated based on the Web maturity, Infrastructure and Human Capital

available in the country. Ethiopia has made significant progress in the web measure index over the years

but the Infrastructure component of the index has been relatively low as seen in the Chart below.

Ethiopia must target to break into the 150 mark on the countries ranking by the next

UN Rankings by targeting a Web Measure Index of 0.3, Infrastructure Index of 0.05

and Human Capital index of 0.39.

0

0.05

0.1

0.15

0.2

0.25

0.3

0.35

0.4

0.45

e-readiness Index Web measure

index

Infratrucure Index Human Capital

Index

2005

2008

2010



The Web Measure Index

The Web Measure Index is based upon a five-stage model, which builds upon the previous levels of

sophistication of a country‘s online presence. As a country migrates upwards through the various stages, it

is ranked higher in the web measure index.

Figure - Stages of UN Web Measurement Index

The Telecommunication Infrastructure Index

The Telecommunication Infrastructure Index is a composite index of five primary indicators relating to a

country‘s infrastructure capacity as they relate to the delivery of eGovernment services. These are:

1. Internet Users /100 persons

2. PCs /100 persons

3. Main Telephones Lines /100 persons

4. Cellular telephones /100 persons

5. Broad banding /100 persons

The Human Capital Index

The Human Capital Index is a composite index of the adult literacy rate and the gross enrolment ratio

(including primary, secondary and tertiary enrollment), with two thirds weight given to the adult literacy

rate and one third to the gross enrolment ratio.

Connected

Transactional

Interactive

Enhanced

Emerging Current State of Ethiopia



ICT DEVELOPMENT INDEXES - 2008 RANKING:

International Telecommunication Union (ITU) places Ethiopia 154th in Global IT Development Index.

The best and the worst performing countries in ICT Development as per ITU are illustrated below

Economy Rank

2008

IDI 2008 Rank

2007

IDI 2007

Sweden 1 7.85 1 7.27

Singapore 14 6.95 15 6.47

United

States

19 6.54 17 6.33

India 117 1.75 116 1.62

Tanzania 149 1.17 151 1.05

Ethiopia 154 1.03 153 0.97

Niger 158 0.9 157 0.86

Chad 159 0.79 159 0.73

The following section illustrates the three major Methodologies to assess the ICT status of Ethiopia.

I. ICT Opportunity Index

II. ICT Development Index

III. ICT Price basket

I. ICT Opportunity Index:



In this method, the evaluation is broadly categorized into Information density and Information Usage.

Information Density comprises of the ICT Networks which is further broken down into sub index of Fixed

Telephone lines, Internet Bandwidth and Mobile subscriptions and ICT Skills which is a basic

requirement for accessing and comprehending the Information. The ICT Skills basically comprises of the

literacy indicators and School enrolment indicators. Information Usage is further broken down into ICT

Usage intensity comprising of Broadband subscription and International outgoing telephone traffic and

the ICT Usage uptake comprising of PC, TV and Internet usage as illustrated in the diagram below.

Ethiopia - ICT Opportunity Index Analysis:

As seen in the above graph, Ethiopia is much below the Low Average in the ICT Skill Levels. The ICT

Uptake which is the usage of PC, TV and Internet is strikingly lower than the Low Average of 63

Countries. The ICT Intensity which is mainly driven by the telephone traffic is relatively better at the same

level as the Low average of countries.

0

50

100

150

200

250

index 104.7 8.7 26.2 103.6 229.6

South

Africa

Ethiopia LOW

AVERAGE

(63

economies)

MEDIUM

AVERAGE

(63

economies)

UPPER

AVERAGE

(28

economies)

SKILLS

UPTAKE

INTENSITY

ICT-OI



II. ICT Development Index

The ICT Development Index method mainly helps to assess the ICT Impact and Outcomes by evaluating

the ICT Access, ICT Usage and ICT Capability of the country. Following is the ICT Index status of Ethiopia

benchmarked against Average values for Indicators.

ICT INDEX 2008 Average Value Ethiopian

Values

Ethiopian Rank

(out of 159

Countries)

ICT Development

Index

3.58 1.03 154

Access 4.07 1.33 148

Usage 1.7 0.01 157

Skills 6.37 2.43 153

Parameters for ICT Development Index:

Following is the description of key parameters used in deducing the ICT Development Index. Ethiopia

which is ranked 154th in this Index needs to focus and improve these parameters in order to go up the

ranking table.

A. Access sub-index:

This index captures ICT readiness and includes five infrastructure and access indicators

fixed telephony,

mobile telephony,

international

Internet bandwidth,

households with computers,

households with Internet



B. Use sub-index:

This index captures ICT intensity and includes three ICT intensity and usage indicators

Internet users,

fixed broadband,

mobile broadband

C. Skills sub-index:

This index captures ICT capability or skills as indispensable input indicators and includes three

proxy indicators

adult literacy,

gross secondary and tertiary enrolment

The skills sub-index therefore has less weight in the computation of the IDI compared to the other two

sub-indices.

ICT Development Index: Benchmarking with Average values

Ethiopian ICT Development has a huge gap to bridge in order to reach the minimum average global

standards of ICT as indicated in the graph below:

III. ICT Price Basket Analysis:

0

1

2

3

4

5

6

7

Average Value

Ethiopian Values



The third approach of ICT Assessment is the ICT Price Basket Analysis where the affordability and pricing

of the ICT services is benchmarked against global standards as indicated in the picture below.

Ethiopia - ICT Price Basket Ranking and key statistics:

Ethiopia is ranked at 140th position out of 161 countries evaluated for ICT Price basket as indicated in the

following table. When compared to a developing country like India, Ethiopia fares similar to India in

Fixed Telephone rates and 6.5 times higher rate than in India for Cellular rates. But the major obstacle to

the Ethiopian ICT Development is the broadband rate which is 360 times higher than that in India and

3600 times higher than that in Singapore.

Details Ethiopia India Singapore

Rank Economy(out of 161

Countries)

140 81 3

ICT Price Basket 37.98 3.64 0.33

Fixed telephone sub-

basket as a % of GNI per

capita(2009)

3.76 3.5 0.27

Mobile cellular sub-basket

as a % of GNI per

capita(2009)

10.19 1.57 0.14

Fixed broadband sub-

basket as a % of GNI per

capita(2009)

2085.05 5.84 0.58

GNI per capita, US$, 2008 280 1'070 34'760



AFRICAN ICT STATISTICS:

Even amongst the African countries, Ethiopian ICT status falls much below the rest of the countries as

illustrated in the following table and graphs.

Country Fixed

telephon

e lines

per 100

inhabita

nts

Mobile

cellular

subscriptions

per 100

inhabitants

International

Internet

bandwidth

per Internet

user(bit/s)

Proportion

of

households

with

computer

Proportion

of

household

s

with

Internet

Ethiopia 1.1 1.5 842 0.2 0.1

Kenya 0.

7

30.2 112 5.5 2.2

Sudan 0.

9

21.3 3800 4.3 1

Egypt 14.

9

39.8 1023 16.1 9.1

Nigeria 1.1 27.3 69 5.1 3.6

South

Africa

9.

6

87.1 852 14.8 4.8

ICT Price Basket

Fixed telephone sub-basket as a % of GNI

per capita(2009)

Mobile cellular sub-basket as a % of GNI

per capita(2009)

Fixed broadband sub-basket as a % of GNI

per capita(2009)

37.98

3.76

10.19

2085.05

3.64

3.5

1.57

5.84

0.33

0.27

0.14

0.58

ICT Price Basket Analysis

Singapore India Ethiopia



0102030405060708090

100

Mobile cellular subscriptions per 100

inhabitants

Mobile cellular subscriptions

per 100 inhabitants



Source: ITU World Telecommunication/ICT Indicators Database

0123456789

10

Proportion of households with Internet

Proportion of households

with Internet



Annexure VIII: Risk in E-Government Strategy Implementation

Implementation of such a large program such as the National E-Government Strategy will naturally

involve many risks and it is important to identify and plan for the management of the different kinds of

risks which will arise in course of the Program Implementation.

The risks may be categorized broadly under two heads i.e. Program Level and Project Level

Program level Risks

These, among others will include

Change in Government priorities or requirements due to unexpected circumstances

Budgetary constraints

Change in Leadership at top levels leading to disruption or modifications

Issues in Governance structure in terms of lack of PMO or inadequate coordination between

stakeholders, etc

Project level Risks

At the project level, the risks would include

Shortage of required human resources

Lack of availability of required skill sets for implementation

Poor project management processes and practices

Inadequate detailed documentation whether DPR or RFP etc, which will lead to delays and

problems in implementation

Inadequate capacity of selected vendors and vendor management issues

The above are a few of the envisaged risks while implementing a large program. It is hence important that

the required Governance structure to oversee and monitor this kind of a program is created and standard

practices and processes are followed.

It is important that a risk identification and management strategy is created at start of adoption of the

strategy and is continuously tracked and updated. Project management, including risk management

templates are provided in the following Annexure. Risk Management will one of the important activities

of PMO



Annexure IX: Sample Project Management templates

1. Minutes of meeting Format

{insert name of meeting} meeting agenda and minutes

Meeting

Date:

Time:

Facilitator: Recorder

:

Location: Number

of Pages:

Distribution and Attendee List: (X indicates that the member was present; T indicates present

via teleconference, A - Absent)

***Visitors-

Agenda:

Item Category: A - action D - decision R - action rolled over C - complete N -

note

Nb

r.

Topic A/C/

D/N/

R

Time

Frame

Start

Time

Responsibl

e

1.

2.

3.

4.



Annotated Agenda & Minutes:

Topic 1.

Discussion:

Topic 2.

Discussion:

Topic 3. Team

Discussion:

Future Meeting Schedule

Date Time Location Facilitator/Scrib

e

Future Agenda Item(s)

Agenda Item Planned

Date(s)

Priorit

y

Time Responsib

le

Action Items

Open Action Items

# Create

Date

Action Item Assigned Target

Date

1

2

3

4

6



Closed Action Items

# Create

Date

Action Item Assigned Target

Date

1

Issues Opened

# Open

Date

Issue Description Assigned Target

Date

Category

(1/2/3)

Priority

(H/M/L)

Risks Opened

# Open

Date

Title Assigned

to

Target

Date

Category

(1/2/3)

Impact

(1/2/3/4/5)

Probability

(0-100%)

Cost



2. Project Charter Template

VERSION: [VERSION NUMBER]

Pre-Requisites for this Document None

Review and Approval of the Project Charter indicates an understanding of the purpose and

content described in this document. By signing this deliverable, each individual agrees work

should be initiated on this project and necessary resources should be committed as described

herein.

Title Name Signature Date

Owner Ministry/Agency

PMO Head

PMO Programme Manager

PMO Finance

Revision Any revision of content in this document needs approval as per the below table. Review and Approval of the Project Charter indicates an understanding of the purpose and content described in this document. By signing this deliverable, each individual agrees work should be initiated on this project and necessary resources should be committed as described herein

Revision SNo. 1 Revision Date



PMO Head

PMO Programme Manager

PMO Finance

Revision SNo. 2 Revision Date



PMO Head

PMO Programme



Manager

PMO Finance

Contents Section 1. Project Overview 1.1 Problem Statement 1.2 Project Goals and Objectives 1.3 Project Scope 1.4 Assumptions 1.5 Constraints 1.6 Risks Section 2. Project Authority and Milestones 2.1 Funding Authority 2.2 Project Oversight Authority 2.3 Major Project Milestones Section 3. Project Organization 3.1 Project Structure 4 3.2 Roles and Responsibilities Section 4. Points of Contact ……………………………………………………………………………………………………………………… Section 1. Project Overview 1.1 Problem Statement

Describe the business reason(s) for initiating the project, specifically stating the business problem.

Problem Statement

1.2 Project Goals and Objectives

Describe the business goals and objectives of the project.

Sno Problem Goals and Objectives

1.3 Project Scope

Describe the project scope. The scope defines project limits and identifies the products and/or services

delivered by the project. The scope establishes the boundaries of the project and should describe

products and/or services that are outside of the project scope.

Sno Project Includes

Sno Project Excludes



1.4 Assumptions

Describe any project assumptions related to business, technology, resources, scope, expectations, or

schedules.

Sno Assumptions

1.5 Constraints

Describe any project constraints being imposed in areas such as schedule, budget, resources, products to

be reused, technology to be employed, products to be acquired, and interfaces to other products. List the

project constraints based on the current knowledge today.

Sno Constraints

1.6 Risks

Describe any events or conditions that may occur, and whose occurrence, if it does take place, has a

harmful or negative effect in your project

Sno Risks

Section 2. Project Authority and Milestones

2.1 Funding Authority

Funding Authority Estimated Budget –ETB/USD

2.2 Project Oversight Authority

Describe management control over the project. Mention any external oversight bodies, Programme

Management office, etc

Oversight Authority Owner Directorate

2.3 Major Project Milestones

List the expected duration of the project and its major milestones and deliverables and the planned

completion dates for delivery. This list should reflect products and/or services delivered to the end user

as well as the delivery of key project management or other project-related work products.

Expected Total Duration of project

Milestone/Deliverable Planned Completion Date



Section 3. Project Organization 3.1 Project Structure

Assign a Project Manager and describe the initial organizational structure of the project team and

stakeholders, preferably providing a graphical depiction.

Project Manager

Initial Project Organization Structure

3.2 Roles and Responsibilities

Summarize roles and responsibilities for the project team and stakeholders identified in the project structure above.

Role Responsibility

Section 4. Points of Contact

Identify and provide contact information for the primary and secondary contacts for the project.

Primary Contact Name/Title/Organization Phone Email Secondary Contact Name/Title/Organization Phone Email



3. Project Closure Template

PROJECT CLOSURE REPORT

[PROJECT NAME]

VERSION: [VERSION NUMBER] Pre-Requisites for this Document None


Project Manager


Programme manager

PMO Head



Prepared By

Document Owner(s) Project/Organization Role

Project Closure Report Version Control

Version Date Author Change Description

TABLE OF CONTENTS PROJECT CLOSURE REPORT [PROJECT NAME] 1 PROJECT CLOSURE REPORT PURPOSE 2 PROJECT CLOSURE REPORT GOALS 3 PROJECT CLOSURE REPORT SUMMARY 3.1 Project Background Overview 3.2 Project Highlights and Best Practices 3.3 Project Closure Synopsis 4 PROJECT METRICS PERFORMANCE 4.1 Goals and Objectives Performance 4.2 Success Criteria Performance 4.3 Milestone and Deliverables Performance 4.4 Schedule Performance 4.5 Budget Performance 4.6 Metrics Performance Recommendations 5 PROJECT CLOSURE TASKS 5.1 Knowledge Management 5.2 Issue Management 5.3 Risk Management 5.4 Quality Management 5.5 Communication Management 5.6 Asset Management 5.7 Lessons Learned 5.8 Post project Tasks 5.9 Project Closure Recommendations



PROJECT CLOSURE REPORT PURPOSE

Project Closure Report Purpose

The Project Closure Report is the final document produced for the project and is used

by senior management to assess the success of the project, identify best practices for

future projects, resolve all open issues, and formally close the project.

PROJECT CLOSURE REPORT GOALS

Project Closure Report Goals

[Replace this text with your own statement of goals, or use the following

sample.]

This Project Closure Report is created to accomplish the following goals:

Review and validate the milestones and success of the project.

Confirm outstanding issues, risks, and recommendations.

Outline tasks and activities required to close the project.

Identify project highlights and best practices for future projects.

PROJECT CLOSURE REPORT SUMMARY

Project Background Overview

Project Background Overview

[Replace this text with a brief description of the project background.

What were the original goals, objectives, and success criteria?

Refer to project overview statement and/or project charter for this information.]



Project Highlights and Best Practices

Project Highlights and Best Practices

Project Highlights:

[Highlight]

[Highlight]

Best Practices:

[Best practice]

[Best practice]

Project Closure Synopsis

Project Closure Synopsis

[Replace this text with a brief description of why the project is being

closed.

Is it being closed because all project objectives and deliverables have been met?

Or is it being closed for other reasons (loss of funding, shift in strategy, etc.)?]



PROJECT METRICS PERFORMANCE

Goals and Objectives Performance

Goals and Objectives Performance

[Replace this text with a comparison of actual project performance to

project objectives.]

Success Criteria Performance

Success Criteria Performance

[Replace this text with details of project performance in terms of targeted

success criteria.

Were all criteria achieved? To what level of success?

If some criteria were not achieved, what were the reasons? Is achievement anticipated at a later date?

Who is responsible for measuring continued progress?]

Milestone and Deliverables Performance

Milestones and Deliverables Performance

[Replace this text with an outline of actual performance of project

milestones and corresponding deliverables.

Were all deliverables achieved with high quality and customer acceptance?

If not, what were the reasons?

Is achievement anticipated at a later date?]

Schedule Performance

Schedule Performance

Project Schedule Overview:

[Replace this text with the overview.]

Project Schedule Corrective Actions:

[Replace this text with the corrective actions.]

Budget Performance

Budget Performance

Project Budget Overview:

[Replace this text with the overview.]

Project Budget Corrective Actions:

[Replace this text with the corrective actions.]

Metrics Performance Recommendations



Metrics Performance Recommendations

[Replace this text with an outline of metrics performance

recommendations for the future.]

PROJECT CLOSURE TASKS



[Replace this text with an explanation of how knowledge can be managed.

Explain how project knowledge (IP) from project team members will be captured and retained for future projects.]

Issue Management

Issue Management

[Replace this text with a list of any issues still outstanding at the end of the

project.

Will each issue be resolved?

Who will continue to report on each issue's progress?]

Risk Management

Risk Management

Project Risks Mitigated:

[Replace this text with the risks mitigated.]

Outstanding Project Risks:

[Replace this text with the outstanding risks.]

Quality Management

Quality Management

[Replace this text with a description of how quality management processes

were used and integrated into the project, and how quality control

measures provided quality assurance.]

Communication Management

Communication Management

[Replace this text with an outline of the project communication process.

How effective was the process?

What changes were made during the project?]



Asset Management

Asset Management

[Replace this text with a list of assets remaining at the end of the project.

How will those assets be dispositioned?

Who will manage the disposition process?]

Lessons Learned

Lessons Learned

[Replace this text with a list of successes and shortcomings to remember

for the future.

Which activities and processes worked well?

Which could have been improved, and how?]

Post project Tasks

Post project Tasks

[Replace this text with a list of outstanding issues for this project.

What actions are not yet completed? Who is responsible for them?

Which success criteria are not yet met? Which deliverables are not yet achieved?

Which training requirements are still outstanding?

This information can be summarized from details in the preceding sections.]

Project Closure Recommendations

Project Closure Recommendations

[Replace this text with a list of recommendations arising from review of

closure tasks.

The main recommendation would usually be to gain project closure approval from the Project Sponsor, including agreement that the project has fulfilled all of the requirements as documented and that the Project Sponsor is satisfied that all outstanding items have been satisfactorily addressed.]



4. Project Status Report Template

Project Name Project Manager


PMO Representative name

Project Start Date Estimated Date of Go-Live Modified?

(Mark ―Modified‖ if there is any change in the date from last week.)

SNo. 1

Estimated Project End Date Modified? SNo. 1 (Indicates the SNos of tasks that resulted in change of dates)

Project Status Meeting details Date & Place of Meeting

MoM

Status of Planned activities

SNo. Activity description Activity type

Status Remarks

Project Task / Action Task

Completed / In Progress / Delayed / Not Started

Targets for next week

SNo. Activity description Activity type

Status Remarks

Project Task / Action Task

Completed / In Progress / Delayed / Not Started



5. Project Snapshot Template

P R O G R A M S N A P S H O T Q U A R T E R L Y O U T C O M E S

PQ TQ Change

eGovernment Program Start Date

Number of services online

PMO Creation Date Number of transactions through alt. channels

Expected Program End Date

Customer Satisfaction Index (CSI)

Government Transformation Index (GTI)

United Nations eGovernment Readiness Ranking

Global

Africa

P R

O J

E C

T

V I

E W

Project Name Stage Status Priority End Date (Expected /

Actual)

Financial Progress

Services online

Support Required

Responsible Directorate

C-D-I H-M-L Allocated Actual Y-N

C H

A N

N E

L

V I

E W

Channel Name Stage Status Date for Pilot (Expected /

Actual)

Date for roll-out

(Expected / Actual)

Financial Progress

Support Required Responsible Directorate

C-D-I Allocated Actual Y-N

eGovernment Portal

National Call Centre

Common Service Centres

Mobile Portal

Kiosk



E N

A B

L E

R

V

I E

W

Enabler Name Status Financial Progress

Deliverables Support Required

Responsible Directorate

Allocated Actual PQ TQ Y-N

Marketing and Awareness

eGovernment Awards

eGovernment Benchmarking

M&E - CSI Evaluation

M&E - GTI Evaluation

Standards and Policies

Customer Charter Framework

Government Process Reforms (GPR)

Capacity Building



6. Risk Management Template

Project Name:

Date: Release: Draft/Final

Author:

Owner:

Client:

Document Number:

Note: This document is only valid on the day it was printed

Revision History

Date of next revision:

Revision

Date

Previous

Revision

Date

Summary of Changes Changes

Marked

Approvals

This document requires the following approvals. A signed copy should be placed in the project files.

Name Signature Title Date of

Issue

Version

Distribution

This document has been distributed to:

Name Title Date of

Issue

Version

Overview

Purpose A Risk Management Strategy describes the specific risk management

techniques and standards to be applied and the responsibilities for achieving an

effective risk management procedure.



Contents The Risk Management Strategy should cover the following topics.

Introduction 288

Risk Management Procedure 288

Tools and Techniques 288

Records288

Reporting 288

Timing of Risk Management Activities 288

Roles and Responsibilities 288

Scales 289

Proximity 289

Risk Categories 289

Risk Response Categories 289

Early-warning Indicators 289

Risk Tolerance 289

Risk Budget 289

Advice The Risk Management Strategy is derived from the: Project Brief; Business

Case; The corporate or programme management’s risk management guide,

strategy or policy.

A Risk Management Strategy can take a number of formats, including: Stand-

alone document or a section in the Project Initiation Document; Entry in a

project management tool.

The following quality criteria should be observed:

Responsibilities are clear and understood by all parties

The risk management procedure is clearly documented and can be

understood by all parties

Scales, expected value and proximity definitions are clear and

unambiguous

The chosen scales are appropriate for the level of control required

Risk reporting requirements are fully defined.



Introduction

(States the purpose, objectives and scope, and identifies who is responsible for the strategy)

Risk Management Procedure

(A description of (or reference to) the risk management procedure to be used. Any variance from

programme management standards should be highlighted, together with a justification for the variance.)

The procedure should cover activities such as:

Identify

Assess

Plan

Implement

Communicate

Tools and Techniques

(Refers to any risk management systems or tools to be used, and any preference for techniques which may

be used for each step in the risk management procedure)

Records (Definition of the composition and format of the Risk Register and any other risk records to be used by the project) Reporting (Describes any risk management reports that are to be produced, including their purpose, timing and recipients) Timing of Risk Management Activities (States when formal risk management activities are to be undertaken - for example, at end stage assessments) Roles and Responsibilities (Defines the roles and responsibilities for risk management activities)



Scales (Defines the scales for estimating probability and impact for the project to ensure that the scales for cost and time (for instance) are relevant to the cost and timeframe of the project. These may be shown giving the criteria for each level within the scale, e.g. for ‗very high‘, ‗high‘, ‗medium‘, ‗low‘ and ‗very low‘)

Proximity

(Guidance on how proximity for risk events is to be assessed. Proximity reflects the fact that risks will

occur at particular times and the severity of their impact will vary according to when they occur. Typical

proximity categories will be: imminent, within the stage, within the project, beyond the project)

Risk Categories

(Definition of the risk categories to be used (if at all). These may be derived from a risk breakdown

structure or prompt list. If no risks have been recorded against a category, this may suggest that the risk

identification has not been as thorough as it should have been)

Risk Response Categories

(Definition of the risk response categories to be used, which themselves depend on whether a risk is a

perceived threat or an opportunity)

Early-warning Indicators

(Definition of any indicators to be used to track critical aspects of the project so that if certain predefined

levels are reached, corrective action will be triggered. They will be selected for their relevance to the

project objectives)

Risk Tolerance

(Defining the threshold levels of risk exposure, which, when exceeded, require the risk to be escalated to

the next level of management. (For example, a project-level risk tolerance could be set as any risk that,

should it occur, would result in financial loss. Such risks would need to be escalated to corporate or

programme management.) The risk tolerance should define the risk expectations of corporate or

programme management and the Project Board)

Risk Budget

(Describing whether a risk budget is to be established and, if so, how it will be used)



Annexure X: List of Services

Projects Total Services

Informational Services

G2C G2B Total Services

Transactional Services

G2C G2B

e-Agriculture

Provision of data on the Agro-processing Industry.

Yes Yes Agricultural Product Inspection and Certification Services for Investors or any Business man who is engaged in import and/or export of plant and animals products for commercial purpose

Yes

Crop Failure Reports

Yes Yes Application for python sanitary inspection on export and import.

Yes

Provision of information on Enabling Environment, Financing, and Infrastructure in the agro-processing industry.

Yes Application for the import or export pesticide for commercial purpose

Yes

Provision of Information on Market Fragmentation and Investment Potential.

Yes Yes Application for plant import permit,

Yes

Provision of Information on Quality Standard Implementation and Certification.

Yes Application form to obtain the land

Yes

Provision of Information on Competition Indicators in the Agricultural sector.

Yes Provision of Information on the potential Agricultural land

Yes

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

Yes Technical and Administration support

Yes

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

Yes Yes Continuous follow-up and support on the land use, Land management

Yes

Technical services and support for farmers.

Yes Yes Custom clearance certificate for agriculture imports

Yes

Information on livestock disease control & surveillance

Yes Yes Certificate of competence on agriculture

Yes







G2C G2B

Information on animal infrastructure distribution & personnel

Yes Certificate of import & export of animal & crop products

Yes

Information on quarantine inspection and certification

Yes Irrigation Request by farmers.

Yes

Information on rural land admin. Policies, procedure & guidelines

Yes Yes Loan services for crops Yes

Information on natural resources conservation

Yes Fertilizer Service/ purchase

Yes

Provision of information on import and export statistics by product value, quantities destination

Yes Yes

15 14

Social Benefit

Management

Web-based information publishing

Yes Applications for availing benefits

Yes

Benefits eligibility calculator

Yes Pension Services (Pensioner registration, and pension payment)

Yes

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

Yes

2 3

e-Education National Exam results

Yes Student registration Yes

Student placement results

Yes Certificate for completion of high school (original & replacement)

Yes

Teacher placement results

Yes Certificate for completion of degree (original & replacement)

Yes

Publish education statistics

Yes Yes National exam candidate registration

Yes

Report student performance results

Yes Teaching permit – for employment

Yes

Education certificate – to be sent abroad

Yes

Re-issuance of national exam certificates upon request

Yes







G2C G2B

Scholarships Yes

5 8

e-Health Hospital Information

Yes Yes Issuance of Drug Marketing license

Yes

Drug pricing information

Yes Yes Issuance and renewal of Certificates of competence to drug establishments

Yes

Drug Availability Information

Yes Yes Issuance, Renewal and cancellation of drug registration certificate

Yes

Doctors profile information

Yes Issuance of certificate of competence to health professionals

Yes

Request of Medication/ medical supplies for citizens

Yes Yes

Issuance of licenses to hospitals

Yes

Request for Vaccination

Yes Yes

Issuance, Renewal and cancellation of license to conduct clinical trials

Yes

Booking of Appointments

Yes

4 10 Notification of Test results

Yes

e-Trade Provision of Investor Information

Yes Business Licensing and Registration services(Issuance, Renewal and cancellation) including professional, contractors and construction machines licensing

Yes

Policies on Business Loans

Yes Trade name and trade mark registration and renewal

Yes

Provision of Export/Import Trade Information to the business community

Yes Collection of fines if businesses operate without license or outdated license

Yes

Dissemination of market research to Exporters for investing in existing as well as new markets

Yes Requesting for Business area

Yes

Provision of Information on SMMEs and Large Industries

Yes Application for Subsidies and Duty relaxations

Yes







G2C G2B

Encouraging businesses engaged in export trade to utilize he export trade incentive scheme of the country

Yes Issuing commercial representative license

Yes

Giving licenses to forwarders and shipping agents

Yes

Amendment of business license

Yes

Registration of commercial representative

Yes

Issuance of broadcast license

Yes

Issuance of press licenses

Yes

Alteration and modification of principal registration

Yes

6 12

Employment Management

System

Information on employment opportunities within the government

Yes Unemployment Registration/ Unemployment Certificate

Yes

Labour Market Information

Yes Overseas employment registration for Ethiopian Nationals

Yes

Job Matching Yes Employment Agency License Renewal

Yes

Employment Agency Licensing (New)

Yes

Foreign Nationals work permit

Yes

Teacher placement Yes

Registration of labour unions, Employment unions

Registration of work places

Registration of Collective Agreements

Registration of Safety & health Committees

Registration of work place accidents

3 12 Registration of Institution & partner organisations

e-Transport Generic information on the application process, work

Yes Yes Issuance/ Renewal of drivers license (National/ International)

Yes







G2C G2B

flow, timelines, documents needed, ministry offices, work timings

Notification of expiry/ renewal of insurance, licenses

Yes Yes Application for change of ownership of vehicles

Yes

Information on Public transport timings, tickets availability, routes, stops etc.

Yes Application and renewal of vehicle Insurance

Yes

Information on the traffic movement, special events, road works, Parking areas, detour information etc.

Yes Application for request of special numbers

Yes

Notification of traffic violations and penalties

Yes Online notification and collection of fines for traffic violation

Yes

Information on regulation, policies, and import duty for vehicles

Yes Online booking of tickets for inter state government transport

Yes

Vehicle Registration Yes

Vehicle Inspection Yes

6 8

e-Tourism Information on Tour Operators, Travel Packages, Itinerary, Fee

Yes Registration of private tour operators

Yes

Information about the Accommodations

Yes Registering for a Tour Yes

Information regarding various resources , Cultural and heritage centers

Yes Registration of Hotels, Resorts, Guest Houses and Local Accommodations

Yes

Information on Various GIS Mapping statistics

Yes Yes Booking a Hotel, Resort etc

Yes

Registering with the DMS for alerts

Yes

Supporting letter for film-makers ,Tourists to go abroad

Yes

Application for Tourist VISA on Arrival

Yes

Driving license Yes







G2C G2B

equivalence for foreign citizens

Issuing Birth, Death and Marriage Certificates to foreign nationals

Yes

Permission to visit Heritage sites

Yes

4 10

e-Tax View Pending messages

Yes Yes Online application of Registration as a Taxpayer

Yes Yes

View Registration Data

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

Yes Yes

View Field assessments

Yes Yes File a declaration Yes Yes

View list of decelerations not filed

Yes Yes Tax clearance certificate Yes Yes

List previous Tax returns

Yes Yes TIN Number Registration

Yes Yes

Show filed declaration

Yes Yes Application for a tax holiday

Yes Yes

Budgetary information dissemination

Yes

7 6

e-Court Management

System

Buying & Selling Property Agreement

Yes Yes

Construction permit Yes Yes

Land Ownership Yes Yes

Rental Agreement(Transfer)

Yes Yes

Rental agreement (renewal/ownership)

Yes Yes

Land transfer Yes Yes

Property Registration Yes Yes

Application for a Pleading

Yes Yes

Document Transfer Yes Yes

Case Filing Yes Yes

11 Adjourning Cases Yes Yes

e-Municipality Management

Information Provision about A.A. City

Yes Request for Archives of News, Television Programs, Radio

Yes







G2C G2B

System Administration Programs

Download of Radio Program

Yes Application for sponsorship of News, Communications

Yes

Download of News

Yes Request to post News Yes

Information on determination of design standards and preparation of design for construction of roads

Yes Request for Advertising different bids and names etc.

Yes

Give information about court case such as adjournment date.

Yes Appeal to damaged roads

Yes

Information on creating awareness for protecting the city from different pollution and natural resource degradation

Yes Requests for the permission of blocking of the road temporarily

Yes

Distributing Organizational Structure for sub cities and center Offices

Yes Application for change of name.

Yes Yes

Distributing directives, guidance, rules and regulation concerning with promotion, allowance, transfer, requirement of employment discipline.

Yes Application for declaration of absence.

Yes Yes

Collect data about employees profile form all offices

Yes Application for succession Certificate.

Yes Yes

Provision of statistical analysis about employees‘ profile.

Yes Application for marriage certificate.

Yes

Distribution of laws

Yes Application for certificate of guardianship.

Yes

Educational management information for researchers

Yes Issuance of Marriage Certificate

Yes







G2C G2B

Information on how to get examinee ID

Yes Issuance of Divorce Certificate

Yes

News Release Yes Issuance of Birth Certificate

Yes

Press Release Yes Issuance of Non-Married Certificate

Yes

Documentation and dissemination of information

Yes Issuance of Death Certificate

Yes

Dissemination of declaration ratified by the council

Yes Issuance of license for mining

Yes

Information on safety inspection and certification

Yes Yes Environmental Impact Assessment Permit.

Yes

Information on safety consultancy

Yes Request for environmental Lab test

Yes

Information on training and awareness

Yes Yes Request for disposal of solid waste

Yes

Request for park and recreation center/hall

Yes Receiving appeals from employees (Administrative court)

Yes

Information on how to get funeral service

Yes Recruit new employees for all sub cities and center offices

Yes

Information on the provision of ornamental seedlings

Yes Registration of complaints investigation and litigation sub process

Yes

Information on green area adoption and outsource service

Yes Registration of Tax appeal

Yes

Information on public relation mobilization and awareness

Yes Request for new water line

Yes Yes

Request for maintenance of Water/Sewerage lines

Yes

Request for sewerage service

Yes

Bill collection Yes

Registration of Private ECLSE examinees

Yes

Request for summer course registration

Yes

Request for grade 8 report card when they lost it

Yes

Request for buying laws

Yes

Receiving appeal Yes Yes







G2C G2B

Preparing Structural Plan

Yes Yes

Preparing Local development Plan

Yes

Collecting land and land related data

Yes

Request for land and land related data (has transaction fee)

Yes

Yes

Yes

25 37 Yes

ePassport Status Check of ID Cards

Yes Application for Resident ID

Yes

Status Check of Passports

Yes Renewal of Resident ID Yes

Replacement of Resident ID

Yes

Application for Passport Yes

Renewal of Passport Yes

Replacement of Passport

Yes

ID card issuance for foreign nationals

Yes

Issuing diplomatic and service visas

Yes

Verification of incoming and outgoing documents

Yes

2 9

Total Informational Services

Informational Total Transactional

Sevices

Transactional Total Services

G2C G2B G2C G2B

79 61 41 140 102 68 219

List of services for Agencies

Sr. No.

Agencies Services Type of Service

1 Ethiopian Investment Agency

Information Services Informational

Licensing and Registration services Transactional

Investment Registration Transactional

Requesting for Business area Transactional



2 General Education Quality Assurance and

Examination Agency(GEQAEA)

Registration of national examinees for examinations Transactional

Examination Result Scoring Informational

Download of Certifications Transactional

Replacement certificates Transactional

Authentications of certificates Informational

3 Transport Authority Annual Vehicles Inspection Transactional

Drivers penalty management Transactional

New Driver license Issuance Transactional

Driver license renewal Transactional

Driving license Transfer to Region Transactional

New vehicles Registration Transactional

Vehicles ownership transfer Transactional

Annual Vehicles Inspection Transactional

Vehicles body change Transactional

Vehicles service change Transactional

Vehicles Transfer to Region Transactional

Garage Licensing and Renewal Transactional

Vehicle Importers and Assemblers Licensing and renewal Transactional

Vehicle Inspection Organizations Licensing and Renewal Transactional

Get Pass of (Drivers and Vehicles for neighboring countries)

Transactional

Membership Registration letters for operators to Associations

Transactional

Issuance for Transport Associations and Companies Competency Certificate

Transactional

Renewal for Transport Associations and Companies Competency Certificate

Transactional

Passenger Transport Dispatching and fleet management Informational

Vehicle Import Permit Transactional

4 Social Security Agency Web-based information publishing Informational

Pension services (Pensioner registration, and pension payment)

Transactional

Services to business(regarding to goods and services) Transactional

5 Revenue and Customs Online application of Registration as a Taxpayer Transactional



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

Transactional

File a declaration Transactional

View Pending messages Informational

View Registration Data Informational

View Field assessments Informational

View list of decelerations not filed Informational

View list of assessment Informational

View list of transactions Informational

List previous Tax returns Informational

Show filed declaration Informational

Tax clearance certificate Transactional

TIN Number Registration Transactional

6 Federal Supreme Court Application for a Pleading Transactional

Document Transfer Transactional

Case Filing Informational

Adjourning Cases Informational

7 Ethiopia Commodity Exchange

Market Data Dissemination Informational

Payment transfer Transactional

Membership registration Transactional

Commodity deposit Transactional

8 Department of Postal Service

Electronic money transfer Transactional

Domestic mail transfer Informational

Money transfer and payment system Transactional

Box rental Transactional

Pension services (Pensioner registration, and pension payment)

Transactional

9 Micro and Small Enterprise Development

Agency

Registration of SMEs; Transactional

10 ETC New Service (VPN, Internet) Transactional

Upgrade Transactional

Downgrade Transactional

Cancellation Transactional



CPE Change Transactional

Bill settlement Transactional

Online data service management Transactional

11 Addis Ababa City Administration

Download of Radio Program Transactional

Download of News Transactional

Vacancy Application Transactional

Application for sponsorship Transactional

News Transactional

Communications Transactional

Determine design standards for roads & prepare design for construction of roads or prepare it through qualified consultants.

Transactional

Plan and study ways and means that have to prevent roads from damage and implement same upon approval. With the cooperation of the city government.

Informational

Give permit to requests to temporally block or to use roads for some purposes.

Transactional

Application for change of name. Transactional

Application for declaration of absence. Transactional

Application for succession Certificate. Transactional

Application for marriage certificate. Transactional

Application for certificate of guardianship. Transactional

Give information about court case such as adjournment date.

Transactional

Resident ID Transactional

Marriage Certificate Transactional

Divorce Certificate Transactional

Birth Certificate Transactional

Non-Married Certificate Transactional

Death Certificate Transactional

Permit mining and related activities to those who are in need of investing on mining development in accordance with sustainable environment.

Transactional



Expand environmental education and awareness creation for different time, places and levels.

Transactional

Exerts to pass development projects through the rules and procedures of environmental impact assessment.

Informational

Receiving appeals from employees (Administrative court) Transactional

Recruit new employees for all sub cities and center offices Transactional

Registration of complaints investigation and litigation sub process

Transactional

Registration of Tax appeal Transactional

Request for new water line Transactional

Request for maintenance Transactional

Request for sewerage service Transactional

Bill collection Transactional

Educational management information for researchers Transactional

Information on how to get examinee ID Informational

Registration of Private ECLSE examinees Informational

Request for summer course Transactional

Request for grade 8 report card when they lost it Transactional

Information on business areas/opportunities Transactional

Business requirement Information Informational

Registration of MSEs Informational

Registration of tax payers Transactional

Prepare Tax Identification number Transactional

Preparation and distribution of VAT Certificate Transactional

Preparation and distribution of assessment notification Transactional

Auditing and preparing assessment paper Transactional

Collection of Tax Transactional

Giving clearance paper Transactional

Collecting local and foreign transaction of taxpayers Transactional

News Release Transactional

Press Release Informational



Documentation and dissemination of information Informational

Dissemination of declaration ratified by the council Informational

Receiving appeal Informational

Four Ministries that have not been included in the e-Government Strategy include Ministry of Defence Ministry of Federal Affairs Ministry of Mines Ministry of Science and Technology



Annexure XI: Overview of Stakeholder Assessment

The following chart gives a snapshot of the key findings of the Stakeholder Assessment across various

dimensions and parameters.

Note: Methodology and analysis of the assessment was designed by PwC. The details of each of the

dimensions/parameters and Ministries/Agencies is provided in Stakeholder holder Assessment Report.

However a summary is provided in the next few pages



Ministries and Agencies

Hardware and Networking

During the interaction with Ministries and Agencies it was found that most of the ministries and

Agencies are well equipped with the Hardware and LAN environment. The availability of the

Hardware and presence of LAN in the ministry/agencies is a good indication for the e-Government

implementation. This also indicated that the resources are at-least familiar with technology and only

strategic planning is required for the effective implementation of the e-Government. However some of

ministries such as the Ministry of Youth and Sports and the Ministry of Urban works seem to be

lagging behind in terms of availability of basic IT infrastructure, nevertheless inventory of such

ministries/ agencies can be easily upgraded.

Software

Analysis of survey responses indicate that most of the ministries have some specialized software

developed for their internal use, which will benefit only the Employees/Staff of that organization.

Ministries pertaining to Agriculture, Finance, Foreign Affairs et is also a necetera have HRMS and

Inventory management system in place, similarly other ministries have different applications

developed for their internal use. While it is good to have such applications, an exercise may be

conducted to identify common applications that can be implemented in all the Ministries and

Agencies which can be developed by a central agency, rather than each Ministry developing them

individually There is also a need to identify the citizen centric applications which could be

implemented across different Ministries/Agencies.

e-Services

Interestingly most of the ministries have recognized the importance of e-Services and delivering some

of the services online to the citizens of Ethiopia. The Ministry of Transport and Communication

provides two online services, similarly the Federal Supreme Court and Ethiopian Commodity

Exchange also provides online services to benefit the citizens. However, most of the ministries and

agencies are still their planning phase of ‗going online‘ with the services. Efforts have been made by

the Ministries and Agencies in this direction and they have identified the services that can be rolled

out in phased manner over a period of 2-3 years.

Capacity building

Most of the ministries and agencies feel the biggest challenge to implement e-Government in Ethiopia

is the availability of the technical manpower and capacity building. Almost all ministries such as The

Ministry of Labour and Social Affairs, The Ministry of Foreign Affairs, The Ministry of Youth and

Sports et cetera, have raised a concern about the lack of technical manpower in their respective

organization.

Policies, Standards and Guidelines

In the feedback given by the ministries / agencies one of the key components – Standards and

Guidelines‘ is completely missing. Only The Ministry of Transport and Communication has shown

some level of maturity in terms of the relevant policies defined for the organization for the effective

implementation of the e-Government. However most of the ministry/agency have one or two policies

defined in place. There is a need to design a policy framework with guidelines across the Ministries for

implementation of e-Government.



Security

The Ministry of Justice and The Ministry of Youth and Sports have raised concern on the security of

the data and applications. It is extremely necessary for the e-Government applications to be secure

and ‗hack-proof‘ from any attack. During the discussion with the ministries it is evident that a

framework is required to ensure the security of Government Data and Transactions.

Integration

The survey indicates that Ministries are interacting with each other and sharing information. But

there is no interface for the information interchange. Ministries are not concentrating on the

information sharing with other ministries by means of electronic channel. However some of the

Ministries (Ministry of Education, Ministry of Trade and Industry, Ministry of Finance) have raised

the issue of forming a framework at a ational level for such an integration.

Focus Area

The success of e-Government across the world is increasingly being measured by the benefits it

creates for Customers (constituents, citizens and business communities). However, the survey data

indicated that the focus of the business applications purchased or developed by Ministries/Agencies is

mainly on improving internal efficiency rather than focusing on delivery of Customer services. While

internal operational efficiency is a necessity, this emphasis on internal business applications indicate

an inward-looking emphasis by Ministries/Agencies, rather than a more strategic and integrated

approach to e-Government, where on-line Customer services are identified for implementation and

internal applications support this.

ICT infrastructure Usage

The Ethiopia ICT infrastructure is well equipped with a Data centre which is highlighted with the

presence of ―Woreda Net‖. Also the call centre facility is in operational condition. The survey findings

indicate that the shared ICT infrastructure is under-utilized and there is scope to make these facilities

more popular among the ministers and agencies.

Donors

World Bank

Major initiatives: Poverty Reduction, Infrastructure – Transport and ICT, Water Supply,

Education, Health, Agriculture, Private sector development Anti Malaria Campaign, Rural

water supply, Food Security Initiative, Sustainable Land Management, Basic education, Post

secondary education.

Challenges for Citizen Services: Being a Federal Government, there are challenges in

building capacities and implementing e-Government solutions at isolated regions.

United Nations

Major initiatives: Build Local Capacity, Millennium Development Goals such as Poverty

Reduction, Crisis Prevention, HIV/AIDS treatment, Environment, ICT and

EnergyMillennium Development Goal too reduce poverty, provide primary education,

Empower Women, Reduce child mortality, Anti HIV and malaria initiatives

Challenges for Citizen Services: There is a need to strengthen the local capacity to

implement e-Government in the Country.



Spanish Development Corporation

Major initiatives: Sectoral Development, Health, Food Security, Agriculture, ICT

Infrastructure, Gender Issues, Culture Public Basic Services to provide basic health and

education , ADG- Agri Growth Program, ,Infrastructure and Capacity Building

Challenges for Citizen Services: Need for incentive schemes to the citizens, to increase

the usage of IT services

African Development Bank

Major initiatives: Socio Economic development for Africa, Poverty Reduction, Living

Conditions Improvement, ICT, Technical and Financial Assistance to the local Government.

Fertilizer Financing, Water facilities, Women Entrepreneurship, Small scale Industries, Agro

Industries, Sanitation, Ethiopia-Djibouti Linking infrastructure

Challenges for Citizen Services: Mobilization of Resources, Uneven distribution and

access to resources

Business

The survey of private companies reveals that the Access to the ICT infrastructure in terms of

availability of computers and peripherals; network connections both internal and external; and

connectivity are the major ICT challenges that these companies face in their operations. The other

major challenges expressed by the private companies are the high cost of ICT access. An ADSL

connection of 2 Mbps costs more than 45,000 ETB per month in tariffs. But voice data and wireless

telephone tariffs are very cheap (0.20 Birr/6 Min for calls within same city and 0.40 Birr/ Min for

calls within same tariff zones) and are the major means for communication in private companies.

Companies also find the import duties on ICT equipments to be exorbitant. The peripherals and

additional equipments such as printers etc do not fall under ICT goods and hence the companies

spend large sums of money on such equipments.

The private ICT companies also find a lack of domestic demand since the ICT Market in Ethiopia is

yet to mature to a self sustainable state. as almost all the ICT equipments are imported. The

companies in the ICT equipments sector mainly operate as resellers, dealers or maintenance and

services. The duties and the taxation on products are passed on to the customers this reduces the

margins for these companies

The major demand for ICT in Ethiopia comes from the Government but the procurement policies of

Government make it almost impossible for the local companies to compete or participate in the

bidding process. Firstly, the private companies do not have the experience that the procurement

guidelines stipulate due to which the local companies get disqualified. Secondly the local companies

do not have resources in terms of staff or infrastructure to carry out large projects of the Government.

Hence it is essential for a collaboration of the Public and Private sectors of the country to mutually

help each other in building a stronger domestic market.



Customers

Based on the Survey responses and interaction with the citizens the overall key observations are as

follows:

a) The table below specifies the most commonly used Services / Service Organization

by the Citizens of the Ethiopia.

1. Census

2. Commercial bank of

Ethiopia

3. Education

4. Electricity / Power

5. ERTA (Radio /

Television)

6. Health services

7. Internet

8. Mobile / SMS

9. Municipality services

10. Passport

11. Police

12. Taxpaying

13. Telephone

14. Transportation

15. Water

b) The table below specifies the most commonly used Government Website by the

Citizens of Ethiopia.

Sr. No. Site Address Ministry / Agency / Bureau

1 http://www.erta.gov.et/ Ethiopian Radio and Television Agency

2 http://www.ethionet.et/ Ethiopian Telecommunications Corporation

3 http://www.ena.gov.et/ The Ethiopian News Agency

4 http://www.amhcbb.gov.et/ Amhara National Regional State Capacity

Building Bureau

5 http://www.ethiopianairlines.com/ Ethiopian Airlines

6 http://www.mu.edu.et/ Mekelle University official Website

7 http:// www.bdu.edu.et/ Bahir Dar University website

c) The table below specifies the feedback received and analysed for some of the key

questions that is useful for planning of the future roadmap of the e-Government in

Ethiopia.

Sr. No. Question Analysis

1. Do you know / have you heard about e-

Government initiatives of Government of

Ethiopia?

Only 30%-35% people heard about such

initiatives

2. Have you ever used internet to access the

website of a government agency?

Only 20%-30% people use internet as a

medium to access the Government services

3. What are the key benefits that you expect

from e-Government? Most of the people want ―Faster

Delivery of Services‖

Then people prefer to avail

services through ―One Stop Shop

for Services‖

―Lower cost of obtaining Service‖

4. What could the Government do to encourage

you to use online Government Services?

Citizens of Ethiopia suggested to ―Reduce

cost of internet access, including hardware

/software‖ and the second on priority will

be ―Make services easy to use‖ and then to

―Increased awareness of availability‖

5. For users‘ convenience, the Government People want the government services to be

http://www.ena.gov.et/



plans to use alternate channels for providing

Public Services.

delivered through ―Mobile‖ then by

―Internet‖ and then by ―Call Centre‖



Annexure XII: Scope of work for Baseline Survey Agency

The survey will be designed to establish a baseline against which the accrued benefits in terms of

improvements in the government‘s services delivery mechanism and the increase in satisfaction levels of

the customers due to the ongoing e-Government program can be compared. Further, the survey is

envisaged to be a tool to capture some of the key issues, opportunities and challenges for the e-

Government program as it moves into its next phases of development.

The project will consist of four phases as follows:

Survey Design phase

Information Gathering phase

Data Analysis phase

Output and Reporting phase

1. Survey Design phase

Survey objectives

The key objectives of the e-Government Satisfaction Survey are to understand the following:

Awareness regarding e-Government and its activities among major groups of users.

Detailed Usage and Accessibility of all e-Government Services.

Satisfaction with various services among the major stakeholders.

Target Population

The e-Government users are divided into three broad segments: citizens, business and government;

thus three separate modules will be conducted to collect the required information:

The sample size for residents should be such that it is a true representative sample of residents of

Ethiopia in terms of Nationality (Citizens and Residents), Age and Education.

Target respondents for Business and Government

Responsible for e-Government needs in the organization (Decision makers or Influencers)

Following sectors will be included in survey:

o Agriculture

o Education

o Health

o Municipalities

o Labor and Social affairs

o Justice

o Tax

o Trade

o Transport & Communication

The pretest

The pretest is crucial because it allows field-testing the questionnaire on a selected small sample of

the population. The results of the pretest usually suggest that some modifications must be made

before a full-scale sampling is undertaken.



2. Information Gathering Phase

Citizens sample design

The Vendor will draw a sample from the citizen's population with the following criteria:

Cluster sampling: Classifying target population into seven regions.

Strata sampling: Stratify each region according to citizens or residents with corresponding

proportion for each type obtained from population census.

The sample will be drawn by simple random sample method.

Business and Government Sample design

The Vendor will draw a sample from the business population with the following criteria:

Cluster sampling: Classifying target population into three groups of establishments

according to the size.

Stratify sampling according to industry type with proportionate representation for each

type obtained.

The sample will be drawn by simple random sampling method.

Sample size for Residents

The sample size for residents should be such that it is a true representative sample of residents of

Ethiopia in terms of Nationality (Citizens and Residents), Age and Education as per census.

Sample size for Business

The indicative sample size for Business is illustrated below in Table

Table: Sample size of Businesses

Industry Sample Size Sample Propositions

Agriculture 29 14%

Financial, Insurance, Real estate &

Business services

42 21%

Health care 6 3%

Hotels + Restaurants 40 20%

Manufacturing industries 26 13%

Transport, IT and Communication 8 4%

Wholesale and Retail trade 31 16%

Business Services (Ad agencies /

Consultants) etc

18 9%

Total 200 100



Methods of measurement

For the citizens' survey,900 face to face interviews and 600 telephonic interviews for residents and

200 face to face interviews for Businesses and the Government respectively will be conducted using a

structured questionnaire. The interviews will be performed in English or Amharic as convenient to the

respondent. Interview length will be determined from pre test procedure.

Selection and training of field workers

The field-workers must carefully be trained in what measurements to be made and how to make them

during the interviews. Training is especially important if interviews because the rate of response and

the accuracy of responses are affected by the interviewer‘s personal style and voice.

Data Validation and Quality Control

Daily checks on the collected questionnaires will be made after collecting them from the field to

ensure that data are correct and clean. Every questionnaire will be reviewed in order to insure the

quality of the collected data.

Data Entry

The vendor shall use SPSS Data Entry software or any appropriate software

3. Data analysis phase

Describing Data

The vendor will describe data through the following techniques:

Count responses

compute descriptive statistics

compare groups

plot data

Index Number

The Vendor will create index number for e-Government Satisfaction with respect to international

definitions and maintain background documentation on sources and methods.

The Satisfaction Index will be composed from the following sub-indices:

Government Satisfaction Index

Citizens Satisfaction Index

Businesses Satisfaction Index

Cluster Analysis

Clustering is the classification of audience and stakeholders into different groups, or more precisely,

the partitioning of respondents into subsets (clusters), so that the data in each respondents subset

(ideally) share some common trait - often proximity according to some defined distance measure.

This will be done in order to explore the heterogeneity of the different stakeholders and audiences.



4. Outputs Phase

The Report

The report should cover the following elements:

The beneficiary and the applied methodology.

The poll objective

Population of the research

Sampling techniques

Pre-test procedure

Evaluation of the poll outcome

Full description of results.

Concluding remarks

Reports will be generated as follows:

A draft report 10 weeks after the signature of the contract.

Final report, in draft form 1 weeks prior to the end of the contract to allow for comments by

the beneficiary and the donor (if any) to be incorporated.

Number of reports copies will be three hard copies & one electronic copy.

The final report will be presented in English and Amharic with translation provided by the

POC.

Presentation

Summary conclusion and summary of e-Government Satisfaction Survey will be presented.



Annexure XIII: Scope of work for Marketing and Awareness Agency

The scope of work of the consultant will be:

To review the media plan for the proposed Public awareness campaign.

To recommend a comprehensive communications strategy and creative for all mass media, viz.

television, radio, print etc. This should include a comprehensive media plan, media schedules

based on prioritisation of different mass media taking note of different target groups. A

comprehensive strategy, including a media plan for both the campaigns needs to be evolved.

To suggest concept design for production of TV commercial (60/30/10 seconds)

To suggest concept design for production of radio jingle (60/30/10 seconds),

To suggest concept design for production of print advertisements of different sizes.

To recommend a public relation/ publicity strategy covering the entire gamut of the media.

To recommend the need for and assist in organising Events/ Rallies /Exhibition for effective

outreach.

To suggest the modalities of outdoor publicity.

To suggest the concept and design of Internet Advertising/ campaigns using mobile phones.

To recommend the use of Direct Marketing in this endeavor.

Additionally the consultant would be responsible for the following:

Preparing a comprehensive Media Strategy Plan (MSP) that could help leverage the maximum outcome from the Communications campaigns.

Review and implementation of the Communications plan while also help supplement the efforts to create awareness amongst the larger section of stakeholders. It must prepare a Media Implementation Plan (MIP) for this purpose. The plan must take note of the complementarily of the different target groups and ensure that there is no overlap amongst various different kind of communications.

Prepare, based on the respective requirements of the campaign, separate creatives for print, audio, video, internet and other related Communications. It must prepare a Media Creative Plan (MCrP) for this purpose. The plan must highlight different creatives to address different target groups to effectively communicate the message.

Develop time frame for insertions – time releases / media initiatives for sustained visibility at key

centres and liaise with target media to bring out special reports on activities / events. It must prepare a Media Scheduling Plan (MSP) for this purpose.

Examine the replicability of the media plan to cover all stakeholders and media. It must prepare a

Media Replicability Plan (MRP) for this purpose.

Strategically and proactively develop the theme / concept for advertisements, press meets, news releases, articles and other promotional initiatives targeting local, national & international Communications. It must prepare a Media Thematic Plan (MTP) for this purpose.

Communications Scanning / Feedback from across a minimum of 10 centres: Maintain Communications watch / Communications intelligence for any development that may impact the Government; and provide reports of press clippings, TV, online news items, etc. It must prepare a Media Feedback Plan (MFP) for this purpose.

Undertaking media training at various levels including refresher modules for relevant

spokespersons, basic communication process flows & skills equipping media workshops for all



public access points within the organisation and Crisis Communication i.e. help prevent negative news and counter such news if at all it appears and develop a crisis communication module at the outset. It must prepare a Media Training Plan (MTrP) for this purpose.

Create a positive mindset, inculcate a sense of ownership among employees and instill customer orientation by undertaking suitable programmes / interactive sessions. This must also be a part of the MTP.

Undertake Influencer / Opinion Leader Outreach by highlighting the objectives and relevance of

Stakeholders Efficiency with a view to positively influencing opinion leaders through initiatives like Seminars, Conferences and Presentations. This must also be a part of the MTP.



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


1. Chief Information

Officer (CIO)

• Master‘s degree in Information Technology, Management Information Systems, Business Administration, or related field

• Minimum of 8 years of senior management experience in managing a large organization‘s information technology strategic plan

2. Project Champion (s)

(Domain)

• Undergraduate/Masters degree in engineering/Computer Science

• Project Management Certification

• 10+ years of relevant work experience

IT Capacity Building

Expert

• MBA with focus on Capacity Building/Change Management

• 8+ years of experience

• Desirable to have additional certification or training in e-Governance, change management, change psychology or mass communication

Government Process

Re-engineering Expert

• Degree in economics, accounting, information technologies, business or public administration or similarly relevant discipline;

• At least 10 years of working experience in business process management and change within Government organizations.

• At least 5 years international experience in undertaking similar assignments within a Government environment where processes are subject to laws, rules, habit, conservatism, patronage and a long history of total reliance on multi-stage, multi-authorization manual, paper-based processes involving people at all levels of Government

Domain Experts • Masters Degree in Business Administration/Engineering

• Over 15 years of experience in the relevant area of expertise

• At least 10 years of hands-on experience in the relevant areas

3. Technical Solution

Architect

• Masters Degree in Computer Science or Engineering • 8+ years of experience with at least three years as a

Technology Architect in multiple full life cycle software development projects

• Certified as an Architect

IT Infrastructure

Expert

• Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in technical program management

• Should have certifications such as ITIL certification / BS7799 auditing certification, CCNP/PIX/CCSA etc.

IT Security Expert • Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in technical program management

• Should have CISA / CEH / ITIL certification.



Application Expert

• Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in technical program management and software development

• Should have experience in IT application development/ Software Development/ Enterprise-Wide systems integration.



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


1. Project Coordinator



Project Design Expert

• Master's degree in Business Administration/social science

• Minimum of ten years experience in design, implementation, and evaluation of overseas development projects

• Knowledge and experience of different social science techniques including focus group research, key information interviews and surveys

PPP Expert

• Minimum Masters Degree in Business Administration/Public Administration/ Rural development and Communication or any related field from a reputed institute.

• Minimum ten years of experience in providing technical assistance in developing and implementing PPPs or related activities resulting in for profit infrastructure investment

• Proven track record of successful capacity building and association with PPP transactions that have reached closure.

• Familiarity with PPP best practices.

Standards and Policies

Expert

• Post graduate in Management/Information Technology

• Minimum 8 years of experience in developing standards and policies

Project Management

Expert



Solution Design Expert

• B.E. (Computer/E&C)/MCA from a premier institute with minimum 10 years of experience.

• Ability to define functional / technical architecture with good understanding of non-functional requirements & technology risks

• Hands on experience on various technologies including Open Standard Platforms



Annexure XVI: Key Considerations during Procurement Process

Donor agencies, worldwide, are increasingly demanding transparency in the manner in which their funds

are utilized by the implementing agencies. This is mainly to ensure that the funds are used for the

purposes intended, with due attention to economy and efficiency; mitigating risk of misuse. One of the

key aspects that the donors look at is procurement.

Different donors have their own guidelines which need to be followed while carrying out the activities

under a project, include those related to procurement. Some donors (such as The World Bank) do not

finance expenditures for contracts which have not been procured in accordance with the prescribed

procedures/guidelines and would normally not reimburse such amounts to the implementing agencies.

Type of procurement activities of the borrowers may include procurement of goods, works and

consultancy & other services.



Basic rules for vendor Short listing Vendors during Procurement of IT Services

Individual companies or consortium of companies operating in different domains identified for short listing process (Application Development, Hardware Procurement, IT Infrastructure Management, Networks, Telecommunication, Training, and Technical Helpdesk Operations) can bid. Consortium with representatives from maximum number of domains will be preferred.

In the event of a consortium, one of the partners shall be designated as a ―Lead Partner‖.

However, every member of the consortium shall be equally responsible and jointly and severally liable for the successful completion of the entire project .The prime bidder is encouraged to form consortium with companies operating in or based in Ethiopia.

The prime bidder and all consortium members should have ISO 9001: 2000 certification or equivalent. Preference shall be given to bidders with business specific latest versions of certifications like CMMi, PCMMi, and ISO and Environmental & Corporate Governance accreditations.

The Prime Bidder has to be an Information Technology Company registered under the existing

rules and regulations in the respective country since last 5 years.

Bidder can also submit if they have any country specific registrations as Technology Company.

The bidder need to have an office in the African Region for past 5 years or at least one of the consortium partners should comply with the condition.

The Prime Bidder should have positive annual turnover of more than <<USD 100 Million>> from all the domains for each of the last three Financial Years ending. If bidding for single track out of three tracks, the bidder should have a positive turnover of more than <<50 Million>> in the particular track. For 2 tracks, the turnover should be <<USD 75 Million>>

An undertaking (self certificate) that the bidder and all consortium partners are not blacklisted by

a Government institution and there has been no litigation with any government department on account of similar services. The prime bidder can submit the same on behalf of other consortium partner also, However, MoC&IT, on its discretion, can ask for individual declarations also.

The bidder is required to provide detailed information on the projects executed by them,

regional/country presence and resources to establish their credentials for evaluation



Annexure XVII: Costing details of Individual Projects

Costing Assumptions

Assumptions and Unit Rates - General

Key Assumptions - General

Rate Hardware Unit Costs (In Birr.)

Salaried / Contract Staff

Unit Costs (In Birr.)

Others Items


Salary Growth Rate

0.10 Servers ( with System Software)

200,000.00

Project Manager

180,000.00

User Training per person

10,526.32

IT Equipment

0.10 Personal Computers( with OS, MS office and Antivirus solutions)

17,000.00

Solution / Application Architect

180,000.00

Change Management

3,508.77

Hardware/Software AMC

0.10 Multifunctional Printer/Scanner/Photocopier

45,000.00

Domain Expert

180,000.00

Office Maintenance (Electricity, water, maintenance, diesel cost etc) per office

84,210.53

Maintanence Cost

0.05 Networking and cabling( Router, Switch, Cabling)

140,350.88

Database administrator

180,000.00

Consumables (Paper, stationery, toners etc.) per office

4,210.53

Number of employees to be provided with PCs

0.75 Generator Set (5KVA)

26,315.79

Support Staff

120,000.00



Number of Printers for Total PCs

0.50 Digital Camera

7,017.54

Web administrator

120,000.00

Software

Unit Costs(In Birr.)

Software development cost per man-month

87,719.30

S/w Developer

120,000.00

Data Digitization Software

1754.39

Percentage of total employees to be trained

0.90 Editorial Team - Editor

120,000.00

Percentage of total employees Targetted for change management

0.90 Editorial Team - Asst Editors

168,000.00

Per record digitization cost

3.51 Editorial Team - Support

144,000.00

Ethiopian Birr (In. Rs.)

2.85

Team Leaders - PMO

180,000.00

Team members - PMO

120,000.00

Assumptions and Unit Rates - Priority Project-wise

Agriculture

Number

Benefits Management

Number

Education

Number

eHealth

Number

Total No. of employees

200.00


150.00


500.00


500.00

Number of offices

20.00 Number of offices



20.00

Total number of records to be digitized

100,000.00


500,000.00

Total number of records to be digitisd

500,000.00

Total number of records to be digitis

500,000.00



d

Software Unit Costs(In Birr.)


Software


Software


Agriculture Information Management System

5,263,157.89

Benefits Information and Managements System

7,017,543.86

Education Information and Managements System

7,017,543.86

Health Information and Managements System

7,017,543.86

Number of man-months for development of Software

60.00 Number of man-months for development of Software



80.00

G2B Portal

Number

Employment

Number

Transport

Number

Tourism

Number


15.00 Total No. of employees

250.00


250.00


200.00

Number of offices




20.00


0.00 Total number of records to be digitized

500000.00


500000.00


10,000.00



Software


Software


G2B Portal 3,508,771.93

Employment Information and Managements

5,263,157.89

Transport Information and

7,894,736.84

Tourism Informatio

5,263,157.89



System Managements System

n and Managements System

Number of man-months for development of Software




60.00

Tax Number

eCourt Number

Municipalities

Number


Number


250.00


200.00


250.00


250.00

Number of offices




20.00


700,000.00


10,000.00


500,000.00


10,000.00



Software


Software


Tax Information and Managements System

7,894,736.84

eCourts Information and Managements System

5,263,157.89

Municipalities Information and Managements System

5,263,157.89

Passport

5,263,157.89

Number of man-months for developme

90.00 Number of man-months for development

60.00 Number of man-months for

60.00 Number of man-month

60.00



nt of Software

of Software development of Software

s for development of Software

Assumptions and Unit Rates - Other projects

eGovernment Portal

Number

Contact Center

Number

Capacity Building

Number

Common Service Center

Number

Maximim number of calls per day

3000.00

Number of PCs per Training Center

8.00 Total Number of CSC

800.00

Number of Hours in a Shift 8.00

Number of Training Centers

20.00 Number of Operators in each CSC 4.00

Number of calls handled in one 1 hour by an Agent, Assuming 5 minutes per call

12.00

Number of Employees

44.00

Total Number of Operators

3200.00

Hardware


Total number of Calls handled by an agent in a day

96.00

High-end Server

2,807,017.54

Total number of Agents required

31.25





Software Unit Costs (In Birr.)

Supervisors Required 2.00

Business Process Re-engineering Expert

771,929.82

IT Admin

526,315.79

Directory Services

526,31

Number of offices

1.00 PPP Expert

771,92

Site Inspec

385,9



5.79 9.82 tion and Audit Manager

64.91

Integration services

350,877.19



Advanced Technologies Expert

771,929.82

CSC Front Staff

42,105.26

Upgradation costs

175,438.60

Call Center Shift Manager

385,964.91

Software Development Expert

771,929.82

HR&Admin Manager

578,947.37

Content Development

175,438.60

Call Center Team Leader

315,789.47

Trainers 350,877.19

Finance Manager

578,947.37

Call Centre Executives

231,578.95

Software


Hardware Unit Costs (In Birr.)

CBT - Training content development

1,578,947.3

7

Calling Equipment

8,771.93

Central Knowledge Management Portal

526,31

5.79

IVRS & Call Routing

350,877.19

Other Cost


Site Preparation

175,438.60

Leadership Orientation (4 batches of 10 people each)

701,75

4.39

Software Unit Costs

Project Manage

3,000



(In Birr.)

ment (4 batches of 10 people each)

.00

Call Centre Software (eg Clarity)

1,578,947.37

Vendor Management (4 batches of 10 people each)

1,666.

67

Other Cost Unit Costs (In Birr.)

SLA Design and Monitoring (4 batches of 10 people each)

1,666.

67

Lease cost per year

526,315.79

Customer orientation and support (4 batches of 20 people each)

666.6

7

Standards & Policies

Number


Number

Mobile Gateway

Number


20.00 Total No. of employees

WAP Server

3508.77

Number of offices


Content Converter

3508.77


0.00 Total number of records to be digitized







CIO 877192.98

Marketing Director

771,929.82

Data & Process Expert

771929.82

Manager - PR 473,684.21

Technology Expert

771929.82

Marketing/PR Professional

385,964.91

Service Delivery Expert

771929.82

Cost of Hiring Marketing/PR agency

385,964.91

Security Expert

771929.82

Other Cost Unit Costs (In Birr.)

Legal Expert

771929.82

Direct Mailers

26,67

9.67

Billboards

32,00

0.00

Advertisements in Print Media

33,696.00

Radio Advertisements

56,400.00

Television Advertisements

99,00

0.00

Online Marketing

66,67

9.67

Events

66,67

9.67

Branded Gifts / Paraphanelia

33,33

9.67

Content Development

200,000.00

Priority Project -Agriculture S.no.

Item Unit Cost (Cost in Birr.

Quantity/ Number of units

Year 1 (Cost in Birr.)







)

I Capital Expenditure

(A) Hardware

Servers (Includes AMC for 5 years)

200000 2

400000 40000

40000 40000 40000

Personal Computers (Includes AMC for 5 years) 17000 50

850000 85000 85000 85000 85000

Printers/Scanner/Photocopier

45000 25

1125000 0 0 0 0

Networking and Cabling

140351 20

2807018 0 0 0 0

Generator Set 26316 20 526316 0 0 0 0

Digital Camera 7018 20 140351 0 0 0 0

Sub-Total (A) 58486

84 12500

0 12500

0 12500

0 12500

0

(B) Software

Agriculture Information and Management System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316

Data Digitisation 35087

7 1 35087

7 0 0 0 0

Sub-Total (B) 561403

5 52631

6 52631

6 52631

6 52631

6

II Operational Expenditure

( C ) Salaried / Contract Staff

Project Manager 18000

0 1 18000

0 19800

0 21780

0 23958

0 26353

8

Solution / Application Architect 0 1 0 0 0 0 0

Domain Expert 18000

0 2 36000

0 39600

0 43560

0 47916

0 52707

6

Database administrator 0 1 0 0 0 0 0

Support Staff 12000

0 4 48000

0 52800

0 58080

0 63888

0 70276

8

Sub-Total ( C) 10200

00 11220

00 12342

00 13576

20 14933

82

(D) Others

User Training 10526 180 94736

8 94736

8 47368

4 47368

4 0

Change Management 3509 180 315789 31578

9 15789

5 15789

5 0



Office Maintenance 84211 20 168421

1 17684

21 18568

42 19496

84 20471

68

Consumables 4211 20 84211 88421 92842 97484 10235

8

Sub-Total (D) 303157

9 31200

00 25812

63 26787

47 21495

27

Total (A+B+C+D) 155142

98 48933

16 44667

79 46876

83 42942

25

Priority Project II - Benefits Management S.no.

Item Unit Cost (Cost in Birr.)







I Capital Expenditure (A) Hardware

Servers 200000 2

400000

40000

40000

40000

40000

Personal Computers 1700

0 38 6375

00 6375

0 6375

0 6375

0 6375

0

Printers/Scanner/Photocopier 45000 19

843750 0 0 0 0

Networking and Cabling 1403

51 20 2807

018 0 0 0 0

Generator Set 2631

6 20 5263

16 0 0 0 0

Digital Camera 7018 20 1403

51 0 0 0 0

Sub-Total (A) 5354

934 1037

50 1037

50 1037

50 1037

50 (B) Software

Benefits Managements System (Includes AMC for 5 years)

7017544 1

7017544

701754

701754

701754

701754

Data Digitisation 1754386 1

1754386 0 0 0 0

Sub-Total (B) 87719

30 7017

54 7017

54 7017

54 7017

54

II Operational Expenditure ( C ) Salaried / Contract Staff


00 1 1800

00 1980

00 2178

00 2395

80 2635

38


Domain Experts 1800

00 1 1800

00 1980

00 2178

00 2395

80 2635

38




Support Staff 1200

00 2 2400

00 264000

290400

319440

351384

Sub-Total ( C) 6000

00 660000

726000

798600

878460

(D) Others

User Training 1052

6 135 7105

26 7105

26 3552

63 3552

63 0

Change Management 3509 135 2368

42 2368

42 1184

21 1184

21 0

Office Maintenance 8421

1 20 1684

211 1768

421 1856842

1949684

2047168

Consumables 4211 20 84211 884

21 9284

2 9748

4 1023

58

Sub-Total (D) 27157

89 2804211

2423368

2520853

2149527

Total (A+B+C+D) 17442654

4269715

3954873

4124957

3833491

Priority Project III - Education

S.no.









(A) Hardware

Servers 2000

00 2 40000

0 4000

0 40000 4000

0 4000

0

Personal Computers 17000 125 212500

0 21250

0 21250

0 21250

0 21250

0


45000 63

2812500 0 0 0 0

Networking and cabling 14035

1 20 280701

8 0 0 0 0

Generator Set 26316 20 526316 0 0 0 0

Digital Camera 7018 20 140351 0 0 0 0

Sub-Total (A) 881118

4 25250

0 25250

0 25250

0 25250

0

(B) Software

Education Management System

7017544 1

7017544

701754 701754

701754

701754


86 1 175438

6 0 0 0 0


0 70175

4 701754 70175

4 70175

4

II Operational



Expenditure



00 1 18000

0 19800

0 21780

0 23958

0 26353

8


Domain Expert 1800

00 3 54000

0 59400

0 65340

0 71874

0 79061

4


Support Staff 1200

00 5 60000

0 6600

00 72600

0 79860

0 87846

0


0 14520

00 15972

00 17569

20 19326

12

(D) Others


1 23684

21 118421

1 11842

11 0


4 39473

7 39473

7 0


1 17684

21 18568

42 19496

84 20471

68

Consumables 4211 20 84211 88421 92842 97484 10235

8


6 50147

37 35286

32 36261

16 21495

27


30 74209

91 60800

86 63372

90 50363

93

Priority Project IV - eHealth

S.no.









(A) Hardware

Servers 2000

00 2 40000

0 4000

0 4000

0 4000

0 4000

0


0 21250

0 21250

0 21250

0 21250

0


45000 63

2812500 0 0 0 0


1 20 280701

8 0 0 0 0

Generator Set 26316 20 526316 0 0 0 0

Digital Camera 7018 20 140351 0 0 0 0

Sub-Total (A) 881118 25250 25250 25250 25250



4 0 0 0 0

(B) Software

Health Management System

7017544 1

7017544

701754

701754

701754

701754


86 1 175438

6 0 0 0 0


0 70175

4 70175

4 70175

4 70175

4




00 1 18000

0 19800

0 21780

0 23958

0 26353

8


Domain Expert 1800

00 2 36000

0 39600

0 43560

0 47916

0 52707

6


Support Staff 12000

0 4 48000

0 52800

0 58080

0 63888

0 70276

8


00 11220

00 12342

00 13576

20 14933

82

(D) Others


1 23684

21 11842

11 11842

11 0


4 39473

7 39473

7 0


1 17684

21 18568

42 19496

84 20471

68

Consumables 4211 20 84211 88421 92842 97484 10235

8


6 50147

37 35286

32 36261

16 21495

27


30 70909

91 57170

86 59379

90 45971

63

Priority Project V- E-Trade

S.no.









(A) Hardware

Servers 200000 1

200000

20000

20000

20000

20000

Personal Computers 17000 4 63750 6375 6375 6375 6375




45000 2 84375 0 0 0 0

Networking and cabling

140351 1 140351 0 0 0 0

Digital Camera 7018 1 7018 0 0 0 0 Sub-Total (A)

49549

3 26375 26375 26375 26375 (B) Software

Application Development of G2B Portal

3508772

1 35087

72 35087

7 35087

7 35087

7 35087

7 Sub-Total (B) 35087

72 35087

7 35087

7 35087

7 35087

7 II Operational

Expenditure

( C )


Project Manager 180000 1

180000

198000

217800

239580

263538

Web administrator 120000 1

120000

132000

145200

159720

175692


0 1 0 0 0 0 0

S/w Developer 120000 1

120000

132000

145200

159720

175692

Support staff 120000 2

240000

264000

290400

319440

351384

Sub-Total ( C)

660000

726000

798600

878460

966306

(D) Others

User Training 10526 14 71053 71053 35526 35526 0 Change Management 3509 14 23684 23684 11842 11842 0 Sub-Total (D) 94737 94737 47368 47368 0 Total (A+B+C+D) 47590

02 11979

89 12232

21 13030

81 13435

58

Priority Project VI - Employment

S.no.








I Capital Expenditure (A) Hardware



Servers 200000 1

200000

20000

20000

20000

20000


0 63 1062500

106250

106250

106250

106250


1406250 0 0 0 0


51 20 2807

018 0 0 0 0

Generator Set 2631

6 20 5263

16 0 0 0 0


51 0 0 0 0


126250

126250

126250

126250

(B) Software

Employment Management System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316


1754386 0 0 0 0


526316

526316

526316

526316



180000

198000

217800

239580

263538


Domain Expert 180000 2

360000

396000

435600

479160

527076


Support Staff 1200

00 2 2400

00 264000

290400

319440

351384

Sub-Total ( C) 7800

00 858000

943800

1038180

1141998

(D) Others

User Training 1052

6 225 1184

211 1184

211 5921

05 5921

05 0

Change Management 350

9 225 3947

37 3947

37 1973

68 1973

68 0


1 20 1684

211 1768

421 1856842

1949684

2047168

Consumables 4211 20 8421

1 884

21 928

42 9748

4 1023

58


3435789

2739158

2836642

2149527

5 Total (A+B+C+D) 17287346

4946355

4335524

4527388

3944091



Priority Project VII - Transport

S.no.









(A) Hardware

Servers 200000 1

200000

20000

20000

20000

20000

Personal Computers 17000 63

1062500

106250

106250

106250

106250


1406250 0 0 0 0

Networking and cabling 140351 20

2807018 0 0 0 0

Generator Set 263

16 20 5263

16 0 0 0 0

Digital Camera 701

8 20 1403

51 0 0 0 0


126250

126250

126250

126250

(B) Software

Transport Information & Management System (Includes AMC for 5 years)

789473

7 1 7894

737 789474

789474

789474

789474

Data Digitisation (Includes AMC for 5 years)

1754386 1

1754386 0 0 0 0

Sub-Total (B) 9649

123 789474

789474

789474

789474



180000

198000

217800

239580

263538



720000

792000

871200

958320

1054152


Support Staff 120000 4

480000

528000

580800

638880

702768


1518000

1669800

183678

0

202045

8

(D Others



)

User Training 10526 180

947368

947368

473684

473684 0


9 180 3157

89 3157

89 1578

95 1578

95 0


11 20 1684

211 1768

421 1856842

194968

4 204

7168


1 884

21 928

42 97484

102358

Sub-Total (D) 3031

579 3120000

2581263

267874

7 2149

527

Total (A+B+C+D) 20203136

5553724

5166787

5431251

508570

9

Priority Project VIII- Tourism

S.no.









(A) Hardware

Servers 200000 1

200000

20000

20000

20000

20000


0 50 8500

00 8500

0 8500

0 8500

0 850

00


1125000 0 0 0 0


51 20 2807

018 0 0 0 0

Generator Set 2631

6 20 52631

6 0 0 0 0


51 0 0 0 0

Sub-Total (A) 5648

684 1050

00 1050

00 1050

00 1050

00

(B) Software

Tourism Management System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316


8 1 3508

8 0 0 0 0

Sub-Total (B) 5298

246 5263

16 5263

16 5263

16 5263

16






00 1 1800

00 1980

00 2178

00 2395

80 2635

38


Domain Expert 1800

00 2 3600

00 3960

00 4356

00 4791

60 5270

76


Support Staff 1200

00 2 2400

00 2640

00 2904

00 3194

40 3513

84

Editorial Team - Editor 1200

00 1 1200

00 1320

00 1452

00 1597

20 1756

92

Editorial Team - Asst Editors 1680

00 2 3360

00 3696

00 4065

60 4472

16 4919

38

Editorial Team - Support 1440

00 2 2880

00 3168

00 3484

80 3833

28 4216

61


1676400

1844040

2028444

2231288

(D) Others

User Training 1052

6 180 9473

68 9473

68 4736

84 4736

84 0


9 3157

89 1578

95 1578

95 0


1 20 1684

211 1768

421 1856842

1949684

2047168

Consumables 4211 20 84211 8842

1 9284

2 9748

4 1023

58

Sub-Total (D) 3031

579 3120000

2581263

2678747

2149527


509 5427

716 5056

619 5338

507 5012

131

Priority Project IX - Tax

S.no.









(A) Hardware

Servers 2000

00 2 4000

00 4000

0 4000

0 4000

0 4000

0


0 63 10625

00 1062

50 1062

50 1062

50 1062

50

Printers/Scanner/Photocopier 4500

0 31 14062

50 0 0 0 0


51 20 2807

018 0 0 0 0



Generator Set 2631

6 20 52631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A) 63424

34 1462

50 1462

50 1462

50 1462

50

(B) Software

Tax Management System (Includes AMC for 5 years)

7894737 1

7894737

789474

789474

789474

789474


140 1 24561

40 0 0 0 0

Sub-Total (B) 10350

877 7894

74 7894

74 7894

74 7894

74



00 1 1800

00 1980

00 2178

00 2395

80 2635

38


Domain Expert 1800

00 4 7200

00 7920

00 8712

00 9583

20 1054

152


Support Staff 1200

00 4 4800

00 5280

00 5808

00 6388

80 7027

68


00 1518000

1669800

1836780

2020458

(D) Others

User Training 1052

6 225 11842

11 1184

211 5921

05 5921

05 0


7 3947

37 1973

68 1973

68 0


1 20 16842

11 1768

421 1856842

1949684

2047168

Consumables 4211 20 84211 8842

1 9284

2 9748

4 1023

58

Sub-Total (D) 33473

68 3435

789 2739

158 2836

642 2149

527


680 5889

513 5344682

5609146

5105709



Priority Project X- eCourt

S.no.









(A) Hardware

Servers 2000

00 1 2000

00 2000

0 2000

0 2000

0 2000

0


0 50 85000

0 8500

0 8500

0 8500

0 8500

0


45000 25

1125000 0 0 0 0


51 20 28070

18 0 0 0 0

Generator Set 2631

6 20 52631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A) 56486

84 1050

00 1050

00 1050

00 1050

00

(B) Software

eCourts System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316


8 1 35088 0 0 0 0

Sub-Total (B) 52982

46 52631

6 52631

6 52631

6 52631

6



00 1 18000

0 1980

00 2178

00 2395

80 2635

38


Domain Expert 1800

00 2 36000

0 3960

00 4356

00 47916

0 5270

76


Support Staff 1200

00 2 24000

0 2640

00 2904

00 31944

0 3513

84


0 8580

00 9438

00 10381

80 11419

98

(D) Others

User Training 1052

6 180 94736

8 94736

8 4736

84 4736

84 0




9 31578

9 15789

5 15789

5 0


11 17684

21 1856842

1949684

2047168

Consumables 4211 20 84211 88421 9284

2 9748

4 1023

58

Sub-Total (D) 30315

79 3120000

2581263

2678747

2149527


509 4609

316 41563

79 4348

243 3922

841

Priority Project XI - Municipalities S.no.









(A) Hardware

Servers 200000 1

200000

20000

20000

20000

20000


0 63 1062500

106250

106250

106250

106250


1406250 0 0 0 0


51 20 2807

018 0 0 0 0

Generator Set 2631

6 20 5263

16 0 0 0 0


51 0 0 0 0


126250

126250

126250

126250

(B) Software

Municipalities Management System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316


1754386 0 0 0 0


526316

526316

526316

526316



180000

198000

217800

239580

263538





360000

396000

435600

479160

527076


Support Staff 120000 6

720000

792000

871200

958320

1054152


1386000

1524600

1677060

1844766

(D) Others

User Training 1052

6 225 1184

211 1184

211 5921

05 5921

05 0


9 225 3947

37 3947

37 1973

68 1973

68 0


1 20 1684

211 1768

421 1856842

1949684

2047168


1 8842

1 928

42 9748

4 1023

58


3435789

2739158

2836642

2149527

Total (A+B+C+D) 17767346

5474355

4916324

5166268

4646859

Priority Project XII - Passport and Visa S.no.









(A) Hardware

Servers 2000

00 1 20000

0 2000

0 2000

0 2000

0 2000

0


0 63 10625

00 1062

50 1062

50 10625

0 1062

50


45000 31

1406250 0 0 0 0


51 20 28070

18 0 0 0 0

Generator Set 2631

6 20 52631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A) 61424

34 12625

0 1262

50 12625

0 12625

0

(B) Software

Passport System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316

Data Digitisation 3508 1 35088 0 0 0 0



8

Sub-Total (B) 52982

46 52631

6 5263

16 52631

6 52631

6



00 1 18000

0 1980

00 2178

00 2395

80 2635

38


180000 1

180000

198000

217800

239580

263538

Domain Expert 1800

00 2 36000

0 3960

00 4356

00 47916

0 5270

76


Support Staff 1200

00 6 72000

0 7920

00 8712

00 9583

20 10541

52


00 1584000

1742400

1916640

2108304

(D) Others

User Training 1052

6 225 118421

1 11842

11 5921

05 59210

5 0


7 3947

37 19736

8 19736

8 0


1 20 16842

11 17684

21 1856842

1949684

2047168

Consumables 4211 20 84211 8842

1 9284

2 9748

4 1023

58

Sub-Total (D) 33473

68 3435

789 27391

58 2836

642 21495

27


048 5672

355 51341

24 5405848

4910397

Channels I- eGovernment Portal

S.no.

Item Unit Cost (Cost

in Birr.)

Quantity/

Number of units

Year 1 (Cost

in Birr.)

Year 2 (Cost

in Birr.)

Year 3 (Cost

in Birr.)

Year 4 (Cost

in Birr.)

Year 5 (Cost

in Birr.)


(A) Hardware

Servers 2807018 2 5614035 561404 561404 561404 561404

Sub-Total (A)

5614035 561404 561404 561404 561404

(B) Software

Directory Services

526316 1 526316 17544 17544 17544 17544

Integration 350877 1 350877 17544 17544 17544 17544



services

Upgradation costs

175439 1 175439 17544 17544 17544 17544

Content Development

175439

1 175439 17544 17544 17544 17544 Sub-Total

(B)

1228070 70175 70175 70175 70175 II Operation

al Expenditure


Project Manager

180000 1 180000 198000 217800 239580 263538

Database administrator

180000

2 360000 396000 435600 479160 527076 S/w

Developer 120000

15 180000

0 198000

0 217800

0 239580

0 263538

0 Support

Staff 120000

5 600000 660000 726000 798600 878460 Sub-Total (

C) 294000

0 323400

0 355740

0 391314

0 430445

4 (D) Others

User Training for Portal Management Team of MoCIT - 20 Persons

10526

30 315789 331579 348158 365566 383844 Sub-Total

(D)

315789 331579 348158 365566 383844 Total

(A+B+C+D)

10097895

4197158 4537137

4910285

5319877

Channels II - Contact Center S.no.


in Birr.

)

Quantity/

Number of units

Year 1 (Cost

in Birr.)

Year 2 (Cost

in Birr.)

Year 3

(Cost in

Birr.)

Year 4

(Cost in

Birr.)

Year 5 (Cost

in Birr.)


(A) Hardware



Servers 2000

00 2 40000

0 40000 40000 40000 40000


0 31 531250 53125 53125 53125 53125

Calling Equipment 1667 31 52083 2604 2604 2604 2604

IVRS & Call Routing 6666

7 1 66667 0 0 0 0

Networking and cabling

140351 1 140351 0 0 0 0


7018 3 21930 0 0 0 0

Site Preparation 3333

3 1 33333 0 0 0 0

Sub Total (A) 124561

4 95729 95729 95729 95729

(B) Software

Call Centre Software (eg Clarity) (Includes AMC for 5 years)

1578947

1 157894

7 157895 157895 157895 157895

SubTotal (B) 157894

7 157895 157895 157895 157895


( C) Salaried / Contract Staff


00 2

360000

396000

435600 479160 527076

HR&Admin Manager 5789

47 2

1157895

1273684

1401053

1541158

1695274

Call Center Shift Manager

385965

2 771930 849123

934035

1027439

1130182

Call Center Team Leader

315789 10

3157895

3473684

3821053

4203158

4623474

Call Centre Executives 23157

9 80 185263

16 20378

947 22416

842 24658

526 271243

79

Support Staff 4736

84 4 189473

7 20842

11 22926

32 252189

5 27740

84

Sub Total ( C ) 25868

772 28455

649 313012

14 344313

35 378744

69

(D) Other Costs

Lease Cost 8000

0 1 80000 84000 88200 92610 97241


7 345395 36266

4 38079

8 39983

8

Office Maintenance 84211 1 84211 88421 92842 97484 102358

Consumables (for 3 shifts) 4211 3 12632 13263 13926 14623 15354

Sub Total (D) 50578

9 531079 557633 585515 614790




23 29240

352 321124

71 35270

474 38742

883

Channels III- Mobile Gateway S.no.


in Birr.)

Quantity/

Number of

units

Year 1 (Cost

in Birr.)

Year 2

(Cost in

Birr.)

Year 3

(Cost in

Birr.)

Year 4

(Cost in

Birr.)

Year 5

(Cost in

Birr.)


(A) Hardware

Servers 28070

18 1 14035

09 15438

60 29473

7 29473

7 29473

7

Sub Total (A) 14035

09 15438

60 29473

7 29473

7 29473

7

(B) Software

WAP Server 3577 100 357719 35772 35772 35772 35772

Content Converter 3577 100 357719 35772 35772 35772 35772

Application Development

SubTotal (B) 715439 71544 71544 71544 71544




0 1 18000

0 19800

0 21780

0 23958

0 26353

8

IT Architect 18000

0 1

180000

198000

217800

239580

263538

Support Staff/Content Developer

120000

6 72000

0 79200

0 87120

0 95832

0 10541

52

DB Administrator 18000

0 1

180000

198000

217800

239580

263538

S/w Developer 12000

0 6

720000

792000

871200

958320

1054152


00 21780

00 23958

00 26353

80 28989

18

(D) Other Costs

Training and Awareness of the mobile mananmenegt team of MoCIT 10526 30 315789

331579

348158

365566

383844

Change Management of the mobile mananmenegt team of MoCIT 3509 30

105263

110526 116053 121855

127948

Sub-Total (D) 42105

3 44210

5 464211 48742

1 511792




00 42355

09 32262

91 34890

82 37769

91

Channels IV- Common Service Center S.no.









(A) Hardware

Personal Computers

17000 6400

108800000

10880000

10880000

10880000

10880000


45000 6400

288000000 0 0 0 0

Biometric Device (per operator) 667 3200

2133333 0 0 0 0

Smart Card Reader (per operator) 1000 3200

3200000 0 0 0 0

Digital Camera (per operator) 7018 3200

22456140 0 0 0 0

Sub Total (A)

424589

474 10880

000 10880

000 10880

000 10880

000

(B) Software

Billing Software

3577 5 17886 224561

4 224561

4 224561

4 224561

4

Desktop Audit Software 3577 5 17886

2245614

2245614

2245614

2245614

Sub Total (B)

35772 449122

8 44912

28 449122

8 449122

8


( C )



00 1 180000 198000 21780

0 23958

0 26353

8

HR & Admin Manager 5789

47 1 578947 636842 70052

6 770579 847637

Finance Manager 5789

47 1 578947 636842 70052

6 770579 847637

IT Admin 5263

16 1 526316 578947 63684

2 70052

6 770579

Site Inspection and Audit Manager

385965 1 385965 424561

467018 513719 565091

CSC Front Staff

42105 3200

134736842

148210526

163031579

179334737

197268211

Support Staff

120000 800

96000000

105600000

116160000

127776000

140553600



Sub Total ( C) 232987

018 256285

719 281914

291 310105

720 341116

292

(D) Other Costs

Lease Cost - Per CSC office

53333 800

42666667

44800000

47040000

49392000

51861600

User Training - Per CSc operator 3509 3200

11228070

3368421

3368421

3368421

3368421

Office Maintenance - Per CSC office 4211 800

3368421

3536842

3713684

3899368

4094337

Consumables - Per Office 4211 800

3368421

3536842

3713684

3899368

4094337

Sub Total (D) 606315

79 552421

05 578357

89 605591

58 634186

95


842 326899

053 355121

309 38603

6106 419906

215



Enablers- Capacity Building

S.no.


in Birr.

)








(A) Hardware

Servers 2000

00 1 10000

0 11000

0 21000 21000 21000


00 27200

0 27200

0 27200

0 27200

0


45000 20

900000 0 0 0 0


1 20 28070

18 0 0 0 0

Generator Set 26316 20 52631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A) 71936

84 38200

0 29300

0 29300

0 29300

0

(B) Software

CBT - Training content development

1578947 1

1578947 52632 52632 52632 52632


526316 1

526316 52632 52632 52632 52632

SubTotal (B) 21052

63 10526

3 10526

3 10526

3 10526

3



Business Process Re-engineering Expert

771930 1

771930

849123

934035

1027439

1130182

PPP Expert 77193

0 1 77193

0 84912

3 93403

5 10274

39 11301

82

Advanced Technologies Expert

771930 1

771930

849123

934035

1027439

1130182

Software Development Expert

771930 1

771930

849123

934035

1027439

1130182

Trainers 35087

7 40


19 33964

91 37361

40 41097

54 45207

30

(D) Training and Other Costs

Leadership Orientation 13333 4 53333 56000 58800 61740 64827



Programme 3 3 0 0 0 0

Project Management 3000 4 12000 12600 13230 13892 14586

Vendor Management 1667 4 6667 7000 7350 7718 8103

SLA Design and Monitoring 1667 4 6667 7000 7350 7718 8103

Customer orientation and support 667 4 2667 2800 2940 3087 3241

Office Maintenance - Per Training Insititute 84211 20

1684211

1768421

1856842

1949684

2047168

Consumables - Per Training Insititute 4211 20 84211 88421 92842 97484

102358

Sub Total (D) 23297

54 24462

42 25685

54 26969

82 28318

31


21 63299

96 67029

58 72049

99 77508

24

Enablers - Marketing and Awareness

S.no.








(A) Salaried / Contract Staff

Marketing Director 77193

0 1

771930 849123

934035

1027439

1130182

Manager - PR 47368

4 1

473684 521053

573158

630474 693521

Marketing/PR Professional

385965

4 15438

60 16982

46 18680

70 20548

77 22603

65

Cost of Hiring of a Marketing and PR Agency

385965

1 385965 424561

467018 513719 565091

Sub Total (A ) 27894

74 30684

21 33752

63 371278

9 40840

68

(B) Other Costs

Direct Mailers 26680 12 32015

6 336164 35297

2 37062

1 389152

Billboards 32000 12 38400

0 40320

0 42336

0 44452

8 46675

4

Advertisements in Print Media 33696 12

404352

424570

445798

468088 491492

Radio Advertisements 56400 12 67680

0 71064

0 74617

2 78348

1 82265

5

Television Advertisements 99000 12

1188000

1247400

1309770

1375259

1444021

Online Marketing 66680 12 80015

6 84016

4 88217

2 92628

1 972595



Events 66680 12 80015

6 84016

4 88217

2 92628

1 972595

Branded Gifts / Paraphanelia 33340 12

400076

420080

441084

463138

486295

Content Development 20000

0 12 24000

00 25200

00 26460

00 27783

00 291721

5

Sub Total (B) 73736

96 774238

1 81295

00 85359

75 89627

74

Total (A+B) 101631

70 10810

802 115047

63 12248

764 13046

842

Standards & Policies

S.no.








(A) Salaried / Contract Staff

CIO 87719

3 1 877193 964912 106140

4 116754

4 12842

98

Data & Process Expert

771930 1 771930 849123

934035

1027439

1130182

Technology Expert 77193

0 1 771930 849123 93403

5 102743

9 113018

2

Service Delivery Expert

771930 1 771930 849123

934035

1027439

1130182

Security Expert 77193

0 1 771930 849123 93403

5 102743

9 113018

2

Legal Expert 77193

0 1 771930 849123 93403

5 102743

9 113018

2

Sub-Total ( C)

47368

42 521052

6 573157

9 63047

37 693521

1

(B) Others

Training and Awareness of Standard and Poilicies department

10526 20 210526 221053 232105 243711

255896

Change Management of Standard and Poilicies department 3509 20 70175 73684 77368 81237 85299

Consumables 4211 1 4211 4421 4642 4874 5118

Sub-Total (D) 284912 299158 314116 32982

2 346313

5 Total (A+B) 502175

4 55096

84 60456

95 66345

58 728152

3



Ethiopia - Core projects - EA

S.no.


in Birr.

)








(A) Hardware

Servers 2000

00 2 2000

00 2200

00 4200

0 4200

0 4200

0

Sub-Total (A) 2000

00 2200

00 4200

0 4200

0 4200

0

(B) Software

EA Tool 3500

00 1 21500

0 21500

0 2150

00 2150

00 2150

00


526316 1

526316 0 0 0 0

SubTotal (B) 74131

6 21500

0 215000

215000

215000

II EA development Expenditure

( C ) Consultant cost

EA Architect 77193

0 1 77193

0 0 0 0 0

Team members 77193

0 3 23157

89 0 0 0 0

Trainers 35087

7 3 10526

32


51 0 0 0 0


Sub Total (D) 0 0 0 0 0


67 4350

00 2570

00 2570

00 2570

00

Ethiopia - Core projects - NIAF

S.no.


in Birr.)








(A) Hardware



Servers + all related H/w 4000

000 1 4000

000 0 0 0 0

Sub-Total (A) 4000

000 0 0 0 0

(B) Software

Software (all softwares) 4200

000 1 4200

000

SubTotal (B) 4200000 0 0 0 0

II Solution development Cost & Maintenance

( C )

Solution development Cost 25262500 1

25262500 0 0 0 0

Maintenance & support 500,000

500,000

500000

500000


500 5000

00 5000

00 500000

500000


Training cost 2000

00 1 2000

00 0 0 0 0

Consumables

4211 30 12631

6 0 0 0 0

Sub Total (D) 32631

6 0 0 0 0


816 5000

00 5000

00 500000

500000

Ethiopia - Core projects - NSEB

S.no.


in Birr.)








(A) Hardware


000 1 30000

00 0 0 0 0

Sub-Total (A) 30000

00 0 0 0 0

(B) Software


00 1 74500

00

SubTotal (B) 74500

00 0 0 0 0




( C )

Consultancy & Solution development Cost

9460000 1

9460000 0 0 0 0

Infrastructure set up 55900

0 1 55900

0 0 0 0 0

Sub Total ( C ) 10019000 0 0 0 0


Training cost 1 0 0 0 0 0

Consumables 4211 30 126316 0 0 0 0

Sub Total (D) 126316 0 0 0 0


316 0 0 0 0

Ethiopia - Core projects - NPG

S.no.


in Birr.)








(A) Hardware


000 1 10750

000 0 0 0 0

Sub-Total (A) 10750

000 0 0 0 0

(B) Software


00 1 64500

00

SubTotal (B) 64500

00 0 0 0 0


( C )


10750000 1

10750000 0 0 0 0

Maintenance & support 0 0 0 0

Sub Total ( C ) 10750000 0 0 0 0



Consumables 4211 30 126316 0 0 0 0

Sub Total (D) 126316 0 0 0 0


316 0 0 0 0



Ethiopia - Core projects - NDS

S.no.


in Birr.)








(A) Hardware


00 1 86000

00 0 0 0 0

Sub-Total (A) 86000

00 0 0 0 0

(B) Software


00 1 64500

00

SubTotal (B) 64500

00 0 0 0 0


( C )


21500000 1

21500000 0 0 0 0

Maintenance & support 0 0 0 0

Sub Total ( C ) 21500000 0 0 0 0

Consumables 4211 30 126316 0 0 0 0

Sub Total (D) 126316 0 0 0 0


316 0 0 0 0

Common Applications - HRMS

S.no.

Item Unit Cost (Cost in

Birr.)








(A) Hardware


018 1 2807

018 0 0 0 0

Sub-Total (A) 2807

018 0 0 0 0

(B) Software


44 1 70175

44



SubTotal (B) 70175

44 0 0 0 0


( C )


4385965 1

4385965 0 0 0 0


00 1 5590

00 0 0 0 0

Sub Total ( C ) 4944965 0 0 0 0


Training cost

100 1052632

1052632

1052632

1052632

1052632

Consumables

4211 100 4210

53 4210

53 4210

53 4210

53 4210

53

Sub Total (D) 14736

84 1473684

1473684

1473684

1473684


211 1473684

1473684

1473684

1473684

Common Applications - e-Office

S.no.


Birr.)








(A) Hardware


018 1 28070

18 0 0 0 0

Sub-Total (A) 28070

18 0 0 0 0

(B) Software


44 1 70175

44

SubTotal (B) 70175

44 0 0 0 0


( C )


4385965 1

4385965 0 0 0 0


00 1 55900

0 0 0 0 0


65 0 0 0 0


Training cost 20 21052 2105 2105 2105 2105



6 26 26 26 26

Consumables

4211 10 42105 4210

5 4210

5 4210

5 4210

5

Sub Total (D) 25263

2 2526

32 2526

32 2526

32 2526

32


158 2526

32 2526

32 2526

32 2526

32

Common Applications - e-Procurement

S.no.


Birr.)








(A) Hardware


018 1 28070

18 0 0 0 0

Sub-Total (A) 28070

18 0 0 0 0

(B) Software


44 1 70175

44

SubTotal (B) 70175

44 0 0 0 0


( C )


4385965 1

4385965 0 0 0 0


00 1 55900

0 0 0 0 0


65 0 0 0 0


Training cost

20 21052

6 2105

26 2105

26 2105

26 2105

26

Consumables

4211 10 42105 4210

5 4210

5 4210

5 4210

5

Sub Total (D) 25263

2 2526

32 2526

32 2526

32 2526

32


158 2526

32 2526

32 2526

32 2526

32



Common Applications - Financial Management and Information System

S.no.

Item Unit Cost

(Cost in Birr.)








(A) Hardware

Upgrdation Costs -Servers + all related H/w 842105 1 842105 0 0 0 0

Sub-Total (A) 842105 0 0 0 0

(B) Software

Software (all softwares) 2105263 1 2105263

SubTotal (B) 2105263 0 0 0 0


( C )

Consultancy & Solution development Cost 1315789 1 1315789 0 0 0 0

Infrastructure set up 55900 1 55900 0 0 0 0

Sub Total ( C ) 1371689 0 0 0 0



Consumables 4211 0 0 0 0 0 0

Sub Total (D) 0 0 0 0 0

Total (A+B+C+D)

4,319,057.89 0 0 0 0

Ethiopia - Common Applications - Email Management and Information System

S.no.


Birr.)








(A) Hardware

Servers + all related H/w 2807018 1 2807

018 0 0 0 0



Sub-Total (A) 2807

018 0 0 0 0

(B) Software

Software (all softwares) 7017544 1 7017544

SubTotal (B) 7017544 0 0 0 0


( C )

Consultancy & Solution development Cost 4385965 1

4385965 0 0 0 0

Infrastructure set up 559000 1 5590

00 0 0 0 0

Sub Total ( C ) 4944965 0 0 0 0



Consumables 4211 0 0 0 0 0 0

Sub Total (D) 0 0 0 0 0

Total (A+B+C+D) 14769526 0 0 0 0

ITSG Salary of manpower

S.no.


in Birr.

)







Manpower costs

1

Solution / application architects

180,000.00 4

360,000.00

792,000.00

871,200.00

958,320.00

1,054,152.00

2 Database Administrators

180,000.00 6

540,000.00

1,188,000.00

1,306,800.00

1,437,480.00

1,581,228.00

3

Software Developers

120,000.00 8

480,000.00

1,056,000.00

1,161,600.00

1,277,760.00

1,405,536.00

4

Web Administrator

120,000.00 2

120,000.00

264,000.00

290,400.00

319,440.00

351,384.00



Total

1,500,000.00

3,300,

000.00

3,630,000.00

3,993,000.00

4,392,

300.00 PMO Staff Costs


in Birr.)







Manpower costs

Team Leaders

180,00

0.00 7

1,260,000.00

1,386,000.00

1,524,600.00

1,677,060.00

1,844,766.00

Team Members

120,00

0.00 10

600,000.00

1,320,000.00

1,452,000.00

1,597,200.00

1,756,920.00

Total

1,860,000

.00

2,706,000.00

2,976,60

0.00

3,274,26

0.00

3,601,686.00



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