Recovery and Transition Priorities · 2015. 11. 23. · 2.6 startup 3.6 operating 3.6m total 3.6m...

Recovery and Transition Priorities

OVERVIEW

April 2015

1 1

Sierra Leone's recovery plan in context

Recovery agenda Agenda for ProsperityTransition to development

2015 2016 > 2017

Reform agenda: Productivity, Connectivity and Transparency

While Sierra Leone is managing the Ebola crisis effectively, its social and economic development agenda has experienced a serious set back

The government developed a short‐term recovery plan as a foundation for rapid transition back to Sierra Leone’s Agenda for Prosperity

Detailed plans for priority sectors have been developed through cross‐sectorial teams with more than 170 participants fromMinistries, NGOs and theprivate sector, supported by DFID and McKinsey & Co

Governance & Accountability

Restore access to basic health services

Get kids back in school

PrivateSector

Recovery and Growth

Protect the Vulnerable

Maintain Resilient Zero

2 2

Bring all kids back to school, maintaining safe and actively learning Maintain zero cases in schools Enroll all students back to school Accelerate learning

Ensure that 40 hospitals and 1,300 primary health care facilities are safe and have capacity to provide essential health care Zero cases of health care acquired Ebola Children and mothers receive free essential healthcare TB, HIV and Malaria patients will return to long term treatment 3,500 Ebola survivors receive free care and support

Health

Education

Priority areas 6‐9 months Year 2016

Funding gap (USD million)

46 69

79 …

Draw 100,000+ subsistence farmers/unemployed into the formal economy Support 100,000 farm families to plant, reap and sell bumper crop in 2015 Help SMEs and small traders with affordable finance Community‐led cash for basic infrastructure work for roads, WASH, etc.

Private sector

67 11+

Support vulnerable groups and establish sustainable social welfare Deliver income/support to 150,000 households and 36,500 EVD‐affected Increase capacity of government MIS to drive anti‐poverty initiatives Build capacity in districts to provide long term social welfare support

Social protection

78.2 80.8

Priority areas for Sierra Leone’s Recovery and Transition Plan

279.6 168 +

Delivery assurance

9.4 7.2Build delivery and accountability architecture, systems and capacity Monitor programs, resolve issues and ruthlessly communicate results Create governance and drive financial oversight and mutual accountability Drive productivity, transparency and accountability through reform

3 3

Health Initiatives

Ensure patient and health care worker safety:1. Assure effective IPC at health care units2. Establish triage/isolation in all hospitals

and CHC including referral capacity3. Implementation of integrated disease

surveillance and response at HCU, District and national levels

4. Support IPC with improvements to WASH, laundry and waste disposal at HCUs

5. Implement a continuous improvement program for IPC

Restore the critical elements of the basic package of essential health service:1. Restore critical RNMCH services safely2. Conduct intensive targeted immunisation

campaigns 3. Provide free health care to adults with

malaria and recapture defaulted TB and HIV patients

4. Audit and reform HR and supply programs 5. Provided free health service for 3500

Ebola survivors

Health care safety

Essential health services

Key initiatives

Zero cases of HCU acquired Ebola

All EVD suspect cases identified, reported to district/public health authority and referred correctly for treatment

Enable good IPC by improving WASH

Improve IPC through compliance monitoring

Reduce projected rise in M+C mortality

Recover pre‐EVD vaccine coverage

Reduce adult morbidity & mortality rates due to HIV, TB and Malaria

Cost effectively provide services based on demand

Return victims to health

Target impact

31

6‐9 months

…

Year 2016


48 …

4 4

Education Initiatives

Zero cases of school acquired Ebola:1. Monitor IPC protocol and timely replenish

IPC equipment in all schools2. Construct proper WASH facilities in 677

schools immediately, followed by another 2,077 after the rainy season

Support enrollment of kids into school:1. Waive school and examination fees2. School feeding for primary students3. Proactive student enrollment through

community mobilization and targeted support to vulnerable groups

Accelerate learning to “catch up” on lost time:1. Focused syllabus, complemented with

in‐service and out‐of‐service teacher training2. Simple classroom upgrades (extra furniture,

moderate repairs) and semi‐permanent structures to manage overcrowding until new permanent structures are built

3. National Radio Station focused on reaching a broad audience with learning programs

4. Simple solar kits to schools with no electricity

Zero cases in schools

Enroll students

Accelerate learning

Key initiatives

Prevent risk of EVD spread in schools

Proper WASH (water supply and latrine) facilities in all schools

Enrollment rates 2.2% and 3.4% (primary and Junior Secondary) higher than pre‐Ebola

Accelerate student learning outcomes, and strengthen both in and out of school learning opportunities for all age groups

Target impact

18

6‐9 months

16

Year 2016


14 44

14 9

5 5

Social Protection Initiatives

Income support at scale:1. Strengthen MIS and coordinate data flows

from World Bank and other MDAs2. Use MIS to identify 150,000 priority

households1 needing support in 3 months3. Deliver income support of $30/month to

all 150,000 households within 9 months 4. Strengthen governance through Social

Protection Committee and resolve issues in coordination with MSWGCA and MDAs

Income support

Social welfare

Key initiatives

Functioning MIS within 3 months

150,000 house‐holds (~1.2m people) supported within 9 months

Streamlined government

Impact

57.9m total

7.6 startup 9.8 operating 40.5 direct to beneficiaries2

6‐9 months

62.7m total

8.7 operating 54m direct to beneficiaries3

Year 2016


1 Priority target households: (1) those affected by the EVD crisis; (2) chronic poor; (3) recoverable poor (those who can grow out of poverty with support). Households based on 7-8 people average.2 Assumes immediate takeup of system for entire 150,000 groups. Since rollout will be scaled over 3-6 months, likely distribution in 2015 willl be ~$30m. 3 Assumes income support at $30 / month remains stable, and that net entrance / exit rate remains neutral4 Packages include cash transfers delivered through NaCSA; livelihood support; reintegration kits, social work follow-up, psychosocial support etc.5 Beneficiaries include all vulnerable groups: children, EVD survivors, EVD workers, women, the disabled, and the elderly

All EVD‐affected groups supported within 9 months

Long‐term capacity created through 130 new pre‐trained social workers, 1,000 para professionals, and 14 M&E officers

20.2m total

2.1 startup 6.1 operating 9.0 cash to beneficiaries 3.0 other package contents

18.1m total

6.1 operating 9.0 cash to beneficiaries 3.0 other package contents

Robust social welfare capability:1. Deliver minimum assistance packages4 to

36,500 beneficiaries52. Strengthen protection and support

mechanisms in 149 chiefdoms3. Establish a case management and

information management system at national, district and sub‐district level

4. Review all agreements with key partners to ensure rapid service delivery at scale

6 6

Private Sector Recovery Initiatives

Support 100,000 farm families to plant, reap and sell a bumper crop in 2015:1. Provision of improved seeds and fertiliser2. Inland valley swamp focus 3. Private sector procurement and delivery 4. 100 ABCs improve processing/marketing5. Farmer families assisted to sign up to

national register and open bank accounts

Contract district‐based private sector entities to design/execute community‐supported infrastructure projects that strengthen agriculture sector markets and logistics:1. Upgrade 500km of feeder roads linking

farms to markets2. Build 50 market WASH facilities in the

economic zones (solar panel power)

Crop 2015

Cash for infrastructure

Key initiatives

Near‐term food security, enhanced farmer incomes

Strengthened value chain

Improved productivity, connectivity and transparency

2,000 new jobs Upskilling potential through exposure to equipment/technology

More resilient “zero” Improved connectivity and transparency

Target impact

42

6‐9 months

…

Year 2016


11 …

Small business financing

Help SMEs and small traders re‐establish themselves through affordable finance:1. Bolster micro‐finance institutions2. Recapitalise APEX bank to boost lending by

Community Banks/FSAs3. Establish SME fund for low‐interest loans

Small traders’ business returns to pre‐Ebola levels

New SME employment Improved connectivity

and transparency

14 11

7 7

Delivery Assurance System Initiatives

Key initiatives Target impact 6‐9 months

Build delivery architecture:1. Enhance Delivery Team in President’s office2. Create and train Ministerial Delivery Teams in

4 lead sectors3. Drive end‐to‐end delivery reporting and issue

resolution from districts to President

Delivery Team Functioning teams

within 3 months Issues resolved in

time

5.8m total

2.6 startup 3.6 operating

3.6m total

3.6moperating

Year 2016


Prioritise, monitor and communicate:1. Sharpen prioritised initiatives and develop

KPIs, dashboards and detailed action plans 2. Provide monthly public updates by district

allowing peer‐to‐peer assessment3. Enforce mutual accountability between partners

Monitoring delivery Clear priorities

publicised Public accountability

created

~1.0m total ~1.0m total

Create governance and financial oversight:1. Create steerco for each sector comprising

MOFED and all relevant stakeholders2. External fund management and forensic audit3. Connect funding flow with delivery outcomes

Compliancestructure Clear financial

transparency and program accountability

2.1m total 0.5 operating 1.6 forensic audit

2.1m total 0.5 operating 1.6 forensic audit

Drive productivity and transparency via delivery:1. Resolve decentralisation, payroll and

procurement systems reform2. Accelerate anti‐corruption efforts3. Increase transparency through public

accountability and financial management

Reform agenda Accelerated

progress toward public sector stability

~0.5m ~0.5m

Sierra Leone’s Recovery and Transition Plan

SINGLE-PAGE SUMMARY

Priority areas to deliver against in 9 months

Bring all kids back to school, maintaining safe and actively learning Zero cases in school: IPC protocol monitoring, WASH upgrade Enroll students: Waive fees, school feeding, community mobilization and support to vulnerable groups

Accelerate learning: In‐service teacher support using focused syllabus, classroom upgrades and semi‐temporary structures for over crowdedness, radio/TV programme enhancement, simple solar power kits to schools

Ensure that 40 hospitals and 1,300 primary health care facilities are safe and have capacity to provide essential health care Zero cases of health care acquired Ebola Children and mothers receive free essential healthcare TB, HIV and Malaria patients will return to long term treatment 3,500 Ebola survivors receive free care and support

Draw 100,000+ subsistence farmers/unemployed into the formal economy Support 100,000 farmers to plant, reap and sell bumper crop in 2015 Help small traders and SMEs with affordable finance Community‐led cash for basic infrastructure work for roads, WASH, etc.Support vulnerable groups and establish sustainable social welfare Deliver $40m income support to 150,000 households via new payments system using either bank accounts or mobile money

Increase capacity of government MIS to drive anti‐poverty initiatives Deliver$12m income/support to 150,000 households &36,500 EVD‐affected Build capacity in districts through 144 officers and 1,000 others to provide social welfare support over the long term

Social protection

Private sector

Health

Education

Priority interventions 6‐9 months Year 2016Funding gap (USD million)

18 1614 44

14 9

46 69

9.4 7.2

79 …

42141178.2 80.858

20.2

62.7

18.1

Delivery assurance

Build delivery and accountability architecture, systems and capacity Build a delivery architecture that ensures governance and financial oversight, as well as productivity and transparency in delivery

67 11+…11…

279.6 168 +

Sierra Leone’s Recovery and Transition Plan

SECTOR SUMMARIES

12

▪ Health: Restore Access to Basic Health Services

▪ Education: Get Kids Back in School

▪ Social Protection: Protect the Vulnerable

▪ Private Sector: Recovery and Growth

Contents

1313

Executive Summary

BackgroundThe outbreak of Ebola virus disease in Sierra Leone has had major impact on an already fragile health system. Seventy‐two percent of patients fear becoming infected at health care facilities and this is decreasing health seeking behaviour, this lack of trust is predicted to result in increases in both maternal and child mortality in 2015. As the rainy season approaches increases in cases of Malaria, acute respiratory diseases and diarrheal disease are likely to increase and as these diseases often have similar symptoms as Ebola we may see a spike in suspect cases, which would put strain on a response system that has been right sized over the last few weeks. Therefore, control of these diseases will both reduce the morbidity and mortality resulting from them directly but will relieve the strain in the Ebola response. A prerequisite to providing good health services will be addressing the justified lack of trust in health care unit safety and attract people back in to the health system we must improve the infection prevention and control gaps to ensure the safety of both health workers and patients.FindingsStarting with the MOFED “Ebola recovery strategy” and the MOHS “Health Sector Recovery Plan” we have aligned and prioritised the initiatives based on the feasibility and national impact of the proposed interventions. It was very clear that ensuring patient and health worker safety was of paramount importance to control the Ebola outbreak and to restore confidence in the health system. The significant effort that is planned in implementing infection prevention and control measures at all levels of the health system is key to prevention of health care associate Ebola cases. This will be reinforced by facility improvements and a national quality management and continuous improvement program. The second priority initiative is the restoration of critical elements of the basic package of essential health service, we will concentrate on improving reproductive, maternal, neonatal and child health care; recapturing the patients who have defaulted on HIV and TB treatment due to fear of health care facilities and targeted immunsation campaigns to capture children who did not receive their immunisations last year. Finally, there are nearly 3500 Ebola survivors many of whom are living with the long term consequences of the disease these patients will be provided with free health care with the goals of improving their quality of life and restoring them to full health wherever possible. OutcomesWe will ensure that there are zero cases of Ebola acquired within health care facilities and within 9 months we will return the antenatal care, immunisation program and outpatient visits to pre‐Ebola levels

1414

Our overriding obligation is to attain and maintain ZERO cases of Ebola in Sierra Leone

0

100

200

300

1 2 3 4 5 6 7 8 9 10 11 12 13

Sierra Leone

0

100

200

300

1 2 3 4 5 6 7 8 9 10 11 12 13

Guinea

0

100

200

300

1 2 3 4 5 6 7 8 9 10 11 12 13

Liberia

Active cases as of 1 April 2015 Source WHO

• The goal of reaching a sustained Zero case count is the overriding National Objective

• The country is on the correct path for eradication of this outbreak

• None of the initiatives we identify can compromise the outbreak control agenda

• The experience of Guinea shows that fully eliminating the disease can be challenging

1

1515

Long term goal: A functional resilient national health system that delivers safe, efficient and high quality health care services for all Sierra Leoneans

Basic question

Context

Baseline information

Situation prior to EVD outbreak

Scope of solution space

How do we restore essential health services to at least pre‐Ebola outbreak in the next 9 months and assure the public and health care workers that the HCU are safer than ever before?

The government of Sierra Leone and its partners are committed to accelerating the country’s recovery from the Ebola outbreak

The President has committed to deliver a plan and request for funding Health Care is the critical element of that plan

Inadequate human resources 2 physicians and 20 nurses/100,000. 1/3 of HCU are not functioning restoring these increases HC provision by 24% Weak infection prevention & control practices at all levels make restoration of HC

hazardous to achieving and maintaining Zero Ebola cases Weak integrated disease surveillance & response (IDSR) system including emergency

preparedness plan. Visits to primary health facilities decreased by 1/3 in June–December 2014

Identified 2 priority areas for focus Time horizon for first phase is 9 months, continuing to a 3‐year program Focus on achieving a resilient zero and restoring basic healthcare

MOHS Sierra Leone Recovery Plan Key Interventions (March 2015) MOFED recovery plan (March 1)

Vulnerable groups:

Women and Children High childbirth mortality

rates Low vaccination rates

>50% of children in Sep 2014

High malaria mortality rates in children but there was a 39% decrease in treatment of children

Directly effect on EVD control Prevent hospital

transmission of EVD Safeguard HCW Prevent diseases that

confound control efforts

1

1616

Assessing Impact of EVD: The protection of staff and patients is dependent on high quality IPC

0

10

20

30

40

50

60

Publichospital Peripheral

healthunits

Privatehospitals

Holdingcenter

Ebolatreatment

center

Otherhealthcare

facility

DHMToffice

Perc

enta

ge o

f tot

al fa

talit

ies

Health care worker fatalities by HCU type

• IPC measures that were put in place at holding centres and ETCs were effective in controlling the risk to HCW despite the high number of patients in one place

• The protection of patients and staff at PHUs and Hospitals is dependent on replicating IPC best practice

Source MOHS presentation to IPC partners 1

1717

Assessing Impact of EVD: Ebola virus has stressed a fragile health system and degraded essential health care provision

Impact of Ebola

Consequence for child health

Consequence for maternal health

• 23% decrease in births delivered in health facilities;• 39% decrease in children treated for malaria in health facilities;• 21% decrease in childhood immunization in health facilities;• 45% of female respondents of a recent gender dimensions study

were not seeking health services for fear of contracting EVD.

Decreased utilization of health facilities:

• An expected 20% increase in under-5s mortality in 2015• (an additional 8,593 deaths expected as a result of health

service interruptions, including 2,554 newborns.)

• An expected 19% increase in maternal deaths in 2015 due to EVD outbreak (330 deaths)

Source UNICEF October 2014 1

1818

The ten immediate strategies from the MOHS and MOFED ERS were prioritisedIm

pact

Realizing ou

r overall restore essential health

services to at least p

re‐

Ebola ou

tbreak in

the next 9 m

onths and assure th

e pu

blic and

health

care workers th

at th

e HC

U are sa

fer than ever before

High

Low

Slow (more than 9 months) Fast (Less than 9months)

FeasibilityImplementation is possible within the next 6‐9 months

Remarks:

All of these activities are important and must be completed.

Two activities met the criteria for impact and feasibilitywith in the first 9 months.

IPC

Leverage existing foreign medical teams

Review the national health system

Establish regional hubs

Restore basicessential health servicesStrengthen

surveillance and laboratory

Strengthen health

management information

systems

Ensure availability of drugs and supplies

Improve MOHS leadership and management systems

WASH

1

1919

These 9 month priorities are closely aligned with the health care sector recovery initiatives and the long term health care development objectives

Goal: Strengthen HC from “cradle to grave” Develop a Human Resources for Health (HRH) program Enable high quality private sector involvement “No‐one left behind” develop a safety net system to assure access for the vulnerable

Long term development of the national health care system

Building a functional resilient national health system

Safety through IPCEVD

Service through CEBPEHS

Goal: Maintain a resilient ZERO Reduce other HCU acquired infections

Goal: Restore and improve RMNHC Build IMCI program Enhance the system for monitoring of results

Enhance the system for monitoring of results seek continuous improvement

0‐9 months 1‐5 Years

1

2020

We identified the key challenges that complicate recovery of the health service

Maintain Zero health care unit acquired EVD Current infection control is poor and creates real and perceived risk of Ebola infection in staff and patients

The lack of confidence in IPC is a significant barrier to up take health services

Provision of non‐Ebola health care has degraded and may continue to deteriorate

Risk of EVD spread Health Care Units

Risk of outbreaks of other diseases confounding EVD control

Challenging to track results accurately all the way up from the PHU level

Risk of patients not seeking or accepting preventative health interventions

Challenging monitoring

1

3

2

4

Restoring confidence requires strong infection control

There are very few IPC trained personnel

Monitoring and supervision is critical to compliance and improvement of IPC at all levels of facilities

Nationally malaria treatment rates have decreased increase probability of non‐Ebola mortality

Child vaccination rates are too low which increases the risk of non‐Ebola mortality

Anticipated increase cases of diarrheal diseases appear very similar to EVD stretching limited response resources

2

2121

To manage these challenges to our goal we need to perform a series of tasks

Risk of outbreaks of other diseases confounding EVD control

Ensuring Patient and Health Worker Safety Train IPC staff for all tertiary hospitals and districts Train community health care in IPC Improve infrastructure Establish triage protocol, safe path and isolation protocol at all 1219 health care

facilities Implement integrated surveillance and response at local, district regional and

national levels to ensure report hospital acquired Ebola infections Create a group of MOHS auditors supported by partners who monitor and

enforce IPC compliance

Restoring Essential Health Care: Initiate essential pediatric immunisation programs (EPI) Return childhood (IMCI) and maternal health services to pre‐Ebola levels Restore Malaria treatment PHU level Use social mobilisation to encourage the public to seek preventative health

measures Social mobilisation to improve health care seeking behaviours Manage return of Ebola response staff to normal work

3

Risk of EVD spread Health Care Units

Risk of patients not seeking or accepting preventative health interventions

1

2

Monitoring and compliance built into both of the programsChallenging monitoring

4

1

2

21

2222

Health Initiatives

Ensure patient and health care worker safety:1. Assure effective IPC at health care units2. Establish triage and isolation in all hospitals and

CHC including referral capacity3. Implementation of integrated disease

surveillance and response at HCU, District and national levels

4. Support IPC with improvements to WASH, laundry and waste disposal at HCUs

5. Implement a continuous improvement program for IPC

Restore the critical elements of the basic package of essential health service:1. Restore critical RNMCH services safely2. Conduct intensive targeted immunisation

campaigns 3. Provide free health care to adults with malaria

and recapture defaulted TB and HIV patients4. Audit and reform HR and supply programs 5. Provided free health service for 3500 Ebola

survivors

Health care safety

Essential health services

Key initiatives

Zero cases of HCU acquired Ebola Improve IPC through

training monitoring and compliance

Suspect Ebola patients identified and referred correctly

Suspect cases of EVD and other diseases reported to district + central public health

Enable good IPC by improving WASH

Reduce projected rise in M+C mortality Recover pre‐EVD vaccine

coverage Restore critical RMNCH

services Reduce the adult morbidity &

mortality rates due to HIV, TB & Malaria

Cost effectively provide services based on demand

Return survivors to health

Target impact

31.1

6‐9 months

TDB

Year 2016

Required funds (USD million)

48 TBD

22

11

6.2

5.8

8.1

9.5

11

6.9

10.2

1.9

2323

Ensuring patient and health worker safety: IPC training

Initiative:

How we will do this:

Rationale and reason to believe:

Risks and mitigation plan:

Programs linkages

Key stakeholders:

Deliver basic IPC targeting hospital HCWs Engage with a partner to deliver IPC training for Koin6H prison and police Assure IPC competence in EVD treatment facilities Strengthen the personal protective equipment supply chain Deliver IPC training to CHWs Deliver IPC training to staff in PHUs Roll out national campaign for hand hygiene Create admission pack for patients

Lack of interest/acceptance of IPC requirement incentivise good performance Non MOHS hospitals Traditional healers

MOHS RCHD CDC WHO UNFPA

Train staff in IPC at tertiary hospitals, district hospitals and community HCU

RCHD partners Health care workers Patients Community Leaders OFDA/USAID

Monitoring mechanism:

National IPC quality assurance and continuous improvement program

• IPC is essential to the elimination of EVD and the ongoing improvement of HCU quality of service• EVD outbreak has shown that existing standards of IPC are not sufficient to protect staff or patients

DFID

23

2424

Ensuring patient and health worker safety: Triage and isolation

Initiative:



The protection of PHU is a critical step in safeguarding the health system from EVD Measures must be applied and maintained to make zero hospital acquired cases of EVD sustainable

Establish triage protocol, safe path and isolation protocol at all health care facilities

Train 40 government, private and mission hospitals in screening protocols and isolation Set up screening and isolation facilities at 40 hospitals Assure the adequate provision of essential PPE Monitor and supervise IPC performance in HCU on a monthly basis Train Establish screening and isolation facilities at 149 CHCs Provision of PPE for 149 CHCs Train staff at the 13 Observational Interim Care Centres on screening and isolation Sustain infrastructure and


Programs linkages

Key stakeholders:

Ebola decline reduces compliance across HCU

ACF CONCERN GOAL IRC King's,

PIH STC Welbodi Partnership MdM HCW


Links to BPEHS

MOHS Patients Community Leaders

24

2525

Ensuring patient and health worker safety: Integrated disease surveillance and response

Initiative:


Deliver training to DHMT, PHU staff, clinicians and points of entry staff IDSR Phased approach based on Ebola cases or Ebola resurgence risk. Community training on event based surveillance (CEBS) – CHWs, Schools, traditional healersIdentification of

responsible staff, training and functional exercises National level support supervision to districts DHMT intense support supervision to PHUs (transport, etc) Training/incentives/transport for enhanced contact tracers (CHWs – 1400), also supporting maternal death

surveillance response (MDSR)

Surveillance activities and response must be managed at the lowest possible level of government to increase effectiveness and timeliness

Implementation of Integrated Disease Surveillance and Response at the HCU, District and National Levels


Programs linkages

Key stakeholders:

Ebola decline reduces compliance across HCU: emphasis on implementation of S+R for more than just Ebola

MOHS WHO CDC District Medical Officers/DHMT DERC


t


Community leaders Laboratory technical working group

25

2626

Ensuring patient and health worker safety: WASH enhancement, provision of laundry service and waste management program

Initiative:




Programs linkages

Key stakeholders:

Upgrade of newborn and maternal health (BeMOCsties) facilities with WASH and IPC enhancement

Assessment of current wash facilities Improve WASH @ 150 MOHS hospitals and CHC 75 bore holes drilled to supply clean water Establishment of disposal sites (bin/pits) Construction/rehabilitation of incinerators

Sustainability of WASH facilities (commercialisation or community ownership) Low utilisation Poor supply chain for chlorine, soap etc Timeframe for digging well/boreholes Non‐MoHS hospitals

UNFPA MOHS Pregnant women Neonates Construction teams

WASH enhancement projects


Regular IPC checks by district and national auditors Community engagement and reporting

Ministry of Water DFID

• The provision of a plentiful supply of safe water and the safe elimination of human waste underpins being able to achieve a clean facility.

Safety checklist Supply all PHUs IPC experts to do assessments Construction of lartines (225 locations) Establish medical waste management program Create laundry facilities in hospitals Develop laundry management IPC protocols

Links to Private sector program and Education26

2727

Delivery of critical elements of essential package of basic health service: Essential Package of Immunisation

Initiative:

Description:


Maintain routine Safe deployment of the Essential package of immunisations MCH week vitamin A, deworming, screening for malnutrition, Multiple antigen defaulter tracing and catch‐up campaign APRIL SM confidence building Oral Polio Vaccination campaign including Multiple antigen defaulter tracing and catch‐up campaign JULY Oral Polio and Measles Vaccination campaign including Multiple antigen defaulter tracing and catch‐up campaign MAY

Immunisation is one of the most effective mechanisms to reduce morbidity and mortality due to infectious diseases Ebola response has decreased immunization and increased risk of VPD outbreak

Initiate Essential Package of Immunisation delivery


Programs linkages:

Key stakeholders:

Risks Ebola risk creation and staffing risks Crowds of recipients and family members increase risk of contact

transmission (Crowd control measures) Infection of HCW through contact with EVD infected child (Triage for EVD:

Fever, symptom checking, history of contact) Unsafe needle practices Inadequate cold storage Community resistance due to fear Confusion with Ebola vaccine initiative

Social protection


Surveillance and case reporting of vaccine preventable diseases

MOHS (CMO, Deputy CMOs, & CNO, EPI Unit, DHMTs, Hospitals, CHCs, PHUs)

CHWs (Vaccinators) National IPC coordination

Local Councils Community Leaders NPPU UNICEF Patients

WHO CDC Donors NGOs Social mobilisation teams (SMAC consortium)

Mitigation plans Ensure that Ebola response staff continue their functions Guidelines for ensuring vaccination in a manner that is safe within the

context of Ebola Delivery partners identified and contracted Vaccination delivery locations (e.g. schools versus PHUs) Sequencing of implementation established and followed (across and

within districts) Social mobilization around the campaign and the vaccine trial (maybe

jointly)

27

2828

Delivery of critical elements of essential package of basic health service: reproductive maternal neonatal health care (RMNHC)

Initiative:

How will we do this:


• Maternal child health week campaign Vitamin A Deworming, malnutrition, referral to AND and catch‐up vaccination• Family Planning and reproductive health with emphasis on preventing teenage pregnancy• Deliver essential basic RNMCH• Establish 40 Basic emergency obstetric care facilities (BeMOC) with trained staff

Identify and implement essential RMHC: FP, ANC, safe delivery, post‐delivery


Programs linkages:

Key stakeholders:

Risks Inadequate skilled staff to deliver effective service Spread of EVD through maternity procedures Limited drug supply and equipment at all levels Unofficial charges for free services

Malaria Social protection Schools (incl. national secretariat for the prevention of teenage pregnancy) IPC


Strengthen routine HMIS Timely data sharing (up and down)

• The maternal mortality rate for Sierra Leone is one of the worst in the World and EVD is estimate to increase maternal mortality by 19%

• Proper MHC will significant reduce maternal mortality (BeMOC target <1%)

MOHS (CMO, DHMTs, Hospitals, CHCs, PHUs)

CHW (all cadres as defined in the CHW guidelines)

National IPC Coordinator NGOs CBOs, CAGs, M2M groups

Community Leaders Mothers to Mothers group NPPU UNICEF UNFPA Patients CNO

WHO Donors Social mobilisation teams

Mitigation Plans Rehab of facilities (link to IPC

group) ID and recruit midwives Adequate Ebola triage

IPC training Proper referral (ensuring the right people are

doing it) Pregnancy testing for women Ebola survivors Monitoring charges

28

2929

Delivery of critical elements of essential package of basic health service: HIV TB Malaria Treatment

Initiative:

How will we do this:


Implementation HIV TB Malaria and prevention Defaulter tracing for TB and HIV patients Free Inpatient treatment of severe cases of HIV, TB and malaria patients Provide free outpatient treatment for adults

The rainy season increases malaria risk Malaria can confound Ebola control because symptoms are similar A large number of HIV and TB patients on long term treatment dropped out during the Ebola emergency period Defaulting from TB and HIV treatment may lead to multi‐drug resistance

Implementation HIV TB Malaria and prevention


Programs linkages:

Key stakeholders:

• Risks Drug supply• Insufficient scale of staff• Facilities need basic equipment and maintainence

ANC and Ebola delivery systems


CCM and Local Fund Agent HMIS and other project management tools Malaria Indicator Survey (planned for Sep 2015) Health services utilization survey (at 6 and 9 months)

MOHS (CMO, DHMT, CNO, Hospitals, CHC, PHU) CHW (all cadres) National AIDS Secretariat NPPU CNO

Community Leaders UNICEF Patients Key Affected Populations Social mobilisation teams Global Fund

Country Coordinating Mechanism Local Fund Agent WHO CDC NGOs Donors

29

3030

Delivery of critical elements of essential package of basic health service: Human Resources for Health

Initiative:

What we willdo:


Improve the number and skill of the health workforce Meet urgent short term training needs Strengthen the governance of the HRH system Conduct comprehensive audit of existing workforce and needs – by district, by cadre, by specialty Plan for and execute additional recruitment and redistribution and absorption of health workers from existing staff, Ebola

response workers (given preference) FMTs, Diaspora, other countries in the region. Begin to roll out the HRIS system beyond the western Area to account for all health workers Approve national plan for CHWs that covers training, responsibilities, regional distribution and incentives Begin to roll out harmonized training and incentive system for CHWs Plan for and deploy the 200+ graduating midwives Develop initial plan for broader incentive package linked to deployment to rural location (accommodation, retention)

Qualified and experienced staff are in short supply. Delivery of key parts of the BPEHS will require timely delivery. Many tasks in the delivery do not require physician or registered nurses. Alternate staff can be selected trained and deployed.

Develop the human resources required to deliver the key elements of the BPEHS


Programs linkages:

Key stakeholders:

We are unable to deploy the correct staff to required areas We do not have the required training staff Insufficient information on the Health workforce

MOHS MEST Patients Community leaders Health care workers


Audit Facility survey

Ebola Response workers WHO NREC HSC CHAI +NGOs COMAHS

Risk of removing real workers along with ghost workers Risks of staff issues do to loss of Ebola pay enhancement Insufficient payroll to recruit/absorb

MOHS MEST Patients Community leaders Health care workers

UNFPA UNICEDF Donors

30

3131

Delivery of critical elements of essential package of basic health service: Supply and logistics

Initiative:

Description:


Identify and execute short term solutions to supply chain challenges, with at least 4 distributions in 2015 Support roll out of Logistic management information system (LMIS) to help refine supply chain operations Execute additional short‐term projects to support the long term sustainability of the government supply chain Develop asset management plan for Ebola response materials left in Sierra Leone

PHUs and hospitals need a wide range of drugs, medical supplies and equipment to restore health services over the next nine months

Develop a system for the effective procurement Medical Supplies and Supply Chains


Programs linkages:

Key stakeholders:

Leakage Parallel systems, incl gov v non‐govt, undermine each other (risk to both GoSL capacity and short‐term supply)

TBD


Facility surveys Stockouts Accountability CSOs

MOHS CMO District health department Hospitals, CHC, PHU CHW Birth attendants

Community Leaders NPPU UNICEF Patients CNO

IPC COORD UNFPA WHO Donors

31

3232

State house will track a small number of high impact KPI’s

• Health care acquired Ebola cases 0

• The number of health care workers per 10000 people

17.2/10000

• The proportion of suspect EVD cases being correctly reported to district and national surveillance officers

95%

• Maternal mortality ratio per 100,000 <1,165

Key performance indicator Target

The MoHS delivery team will be tracking a much larger number of outcome KPI’sDirectorate and Districts will be tracking project input and output KPIs

3333

Initiative sequencing over time

6-9 monthsInitiative 10-24 months

Implementation of IPC protocols and monitoring at all HCUs

Safe triage and isolation facilities in place at all HCU’s

IDSR for EVD differential Dx

WASH Sanitation and Laundry

EPI campaign

RMNCH- Maternal child health week- Family Planning - Deliver critical RNMCH - Implentation of BeMOC

HIV TB Malaria- Defaulter recapture- Inpatient care- Free out patient treatment

Care for EVD survivors

1

2

3

4

5

6

7

8

Rainy season

Compliance monitoring

HR and Logistics review9

Programme expansion

3434

Next steps to drive the implementation of IPC which has priority over all other activities

Taker (lead)Task

Identify owners for all high level tasks

Develop detailed implementation plans for the entire IPC program Workshop with stakeholders Review current status identify gaps Identify additional district IPC staff to

support PHU CHP and CHC Formalise role of IPC nurses with

letters of appointment and delegation of authority

Identify IPC physicians/medical microbiologists to support IPC nurses

Develop monitoring mechanism for HAI and SSI.

Push national hand hygiene campaign ahead of reaching Zero to ensure momentum is maintained

Take ownership of the plan as the MoHSdriver for 9 months

CMO Dr. Brima Kargbo

CMO Dr. Brima KargboChief Nurse Hossinatu KanuNat. IPC Coord. Nanah Sesay-Kamara

Minister for HS Dr. Abu Fofanah

Identify Ministerial delivery unit personnel Minister for HS Dr. Abu Fofanah

3535

Supporting this summary is an excel file, with work plans inc. budget and KPIs

High level work plan for each initiative:

Timeline Owner of each task to be determined by

CMO Budget

Key Performance Indicators:

Type of KPI (Impact, Outcome, Output, Input) Metrics Baseline (To be completed by CMO and team) Target

36





Contents

3737

Executive summary: 6‐9 months Recovery and Transition Plan for the Education sector

The formal education of 1.72 million kids ended abruptly when schools did not open for the new semester in September 2014. With only ~75% net enrollment rates and ~74% pass rates in primary schools prior to Ebola, the outbreak has put increasing pressure on the education system. In addition to impacting the direct learning opportunity for children during thetime of closure, the epidemic has also caused significant disruption on the broader development trajectory and implementation of the Education Sector Plan and priorities

Schools at all levels are ready to re‐open on April 14, but several challenges must be overcome beyond that to return and exceed to pre‐Ebola levels of performance. Key challenges include: Parents may hold their kids back from school in fear of further EVD transmission The broader economic downturn and slow‐down of the economy has made it challenging for parents to finance and

support education for their kids, also leading many kids into income generating alternatives Several girls may not return due to early pregnancy, childcare duties, and domestic violence/abuse ~8,000 Ebola orphans may not be in a stable situation to return, despite being cared for by new families EVD victims may feel stigmatized, and are reluctant to return to schoolIn addition, the shortened semester puts extra pressure on both kids and teachers (many unskilled) to accelerate the learning process and “catch up” on lost time

To get the education system back to and above pre‐Ebola performance, the following set of priorities are important in the next 6‐9 months: Maintain zero cases in schools and build back confidence in the system, through regular monitoring of EVD equipment

and protocols, and fast‐tracking of WASH infrastructure in the worst positioned schools Enroll students back to school by extending the school attendance incentives (e.g. waive examination/school fees,

provide school feeding for primary students in Government and Government assisted schools), as well as community mobilization and targeted support to vulnerable groups

Accelerate learning by focusing on the core within the syllabus, supporting teachers through in‐ and out‐of‐service training, conduct simple classroom upgrades (extra furniture, moderate repairs) and semi‐permanent structures to manage overcrowding until new permanent structures are built, enhancing the current radio/TV lessons, and insert simple solar power kits in schools with no electricity

3838

The background for the 6‐9 months priority initiatives in Education are the “After Ebola Plan” by MEST and the “ERS” by MOFED

Governance & Accountability

Restore access to basic health services

Get kids back in school

PrivateSector

Recovery and Growth

Protect the Vulnerable

Maintain Resilient Zero

1. Ensure necessary EVD prevention and control measures in schools;

2. Expand school feeding;

3. Waive school fees;4. Introduce special

programmes for girls

Current strategy documents/plans Initial guidance from the State House

“Education after Ebola – Overcoming Adversity – Achieving New Heights”

Ebola Recovery Strategy

3939

The selected 6‐9 months priorities are an extension of the ongoing school opening plan

School opening plan A 6‐9 months “recovery and beyond” agenda, following the school‐opening plan

3 overarching priorities:

Maintain zero cases in schools Enroll students back to school Accelerate learning

7 sub‐committees within the Technical Committee: Supply and logistics Social Mobilization WASH in schools School safety protocol implementation Teacher training on protocol Accelerated learning School feeding program

April 14

4040

The immediate priority is to bring the enrollment rates back on track, while maintaining a safe environment and ensure actively learning

0

20

40

60

80

100

120

2013 2014 2015 2016

Gross enrollment rates

Primary example

After the initial inflow of students at the school opening, a more gradual ramp‐up of enrollment is expected over the coming months

MEST targeting to reach beyond pre‐Ebola enrollment rates, e.g. an incremental:- 2.2% for primary- 3.4% for secondary

School closure period

4141

To do so, the Recovery Plan needs to address 4 overarching challenges

Schools are just about to re‐open, but unless managed carefully could quickly become a high risk area for for further spread of EVD, putting kids at risk, and loss of confidence in the education system

The broader economic slow‐down has made it challenging for parents to finance and support education for their kids, also leading many kids into income generating alternatives

Vulnerable groups may be less likely to return:- Several girlsmay have become early pregnant, made responsible for childcare duties, or exposed to domestic violence/abuse

- ~8,000 EVD orphans may not be in a stable situation to return, despite being cared for by new families

- EVD victims may feel stigmatized, and are reluctant to return to school

The shortened semester/term puts pressure on kids and teachers to accelerate the learning process to “catch up”

78 teachers have passed away from EVD infection

Overcrowded classrooms puts both pressure on the students learning ability, but also implies a higher risk of EVD spread

Risk of EVD spread in schools

Risk of not meeting the learning targets for the year

Challenging to track results accurately from schoollevel up to the Ministry

Risk of kids not returning to school, with extra risk for girls and vulnerable groups

Challenging monitoring

4242

The following 6‐9 months initiatives are suggested from the workshop

Zero cases of school acquired Ebola: Monitor IPC protocol and timely replenish IPC equipment in all schools Construct proper WASH facilities in 677 schools immediately, followed by another 2,077 after the rainy season

Support enrollment of kids into school: Waive school and examination fees School feeding for primary students Proactive student enrollment through community mobilization and targeted support to vulnerable groups

Accelerate learning to “catch up” on lost time: Focused syllabus, complemented with in‐service and out‐of‐service teacher training Simple classroom upgrades (extra furniture, moderate repairs) and semi‐permanent structures to manage overcrowding until new permanent structures are built National Radio Station focused on reaching a broad audience with learning programs Simple solar kits to schools with no electricity

Zero cases in schools

Enroll students

Accelerate learning

Key initiatives Prevent risk of EVD spread in schools

Proper WASH (water supply and latrine) facilities in all schools

Enrollment rates 2.2% and 3.4% (primary and Junior Secondary) higher than pre‐Ebola

Accelerate student learning outcomes, and strengthen both in and out of school learning opportunities for all age groups

Target impact

4343

6‐9 monthsInitiative 10‐24 months

Monitoring of IPC protection/protocols

WASH in schools- Latrines- Water supply

Waive school/examination fees

School feeding

Community mobilization

Teacher support- Focused syllabus- In‐school teacher support- Out of school teacher training in

rainy season

Reduce overcrowded classrooms- Short term solutions- Construction of

classrooms/schools

Radio/TV lessons

1

2

3

4

5

6

7

8

Rainy season Rainy season

Until Ebola free

0‐3 mon. 4‐9 mon. 2016

Funding gap (USD m.)

Total

3.9 0 0

1.5 12.4 16.5

4.2 7.9 12.9

0 0 30.8*

1.5 0 0

0.6 1.4 1.2

8.9 1.0 5.7

0.3 1.8 0.5

~21 ~25 ~69

* 4.8 million in budgeted for school feeding not spent during the first 6-9 months, as full roll-out will happen sequentially

Solar power kit installations9 0.5 1.30

Sequencing and preliminary budget

4444

Initiative description: Monitoring of IPC protection/protocols

Initiative:

Objectives:

Risks and mitigation:

Related programs:

Ownership and roles:

What it will look like:

Establish a phone number for schools (through the Back to school committee) to contact for replenishment of IPC equipment within each ward

The wards report status up to the district level (2 people available for data recording), who are also responsible for managing the stock of supplies on behalf of each ward

The districts report on going status up to MEST Central level

Reduce risk of transmission in schools Ensure rapid replenishment of IPC protective equipment Regenerate trust in the school system by parents

Ensure that the newly appointed Back-to-School Committee is functional -> Close follow up by MEST Schools may not want to give accurate information to the MMT -> Strong monitoring mechanisms

Learn from and coordinate with the 117 mechanism for replenishment requests District Task Teams and Back to School Committees in place and enabled already NERC / DERC

MEST: Ensure WASH and resources are available at each school prior to and following the reopening Paramount Chiefs: Direct School Task Force to check on school compliance, generate trust in system District Task Force: Conduct audit

Monitoring of IPC protocol adherence and timely replenishment of IPC preventative equipment in all schools


3 monitoring mechanisms that complement each other:- School head/Principal -> District Education Office (DEO) -> MEST Central office- Back to school committee -> District Ebola Recovery Task Force -> Office of Reopening Coordinator/

School Reopening Technical Committee- Community surveillance offices to DSOs

1

4545

Initiative description: WASH in schools

Initiative:

Objectives:




Coordinate all WASH programs/activities into one master plan Implement basic WASH infrastructure (wells/boreholes, water storage facilities with a platform, and latrines)

677 schools during April-May. After the rainy season, construct in another 2,077 schools Refresher training of WASH engineers/mapping in chlorination and water quality analysis Construct latrines in 2,726 schools Provide support to all schools (approved and private) as well as Government schools Hygiene promotions (training, IEC materials, checklists, identification of focal points in classes and schools) Water trucking to urban schools and School Management Committee to truck water to rural area Identify hygiene focal points in the SMC

Longer term prevention of Ebola and other infectious diseases Reduce absenteeism due to sickness/poor hygiene, and ensure kids are learning in a hygienic environment Create a safer environment for girls with regard to sexual exploitation and use

Rainy season puts pressure on the time wells/boreholes can be implemented -> Timely planning to maximize construction after the rainy season to reach as many schools as possible

Ensure the criteria for selection are right -> Review and adjust selection criteria (if needed) Some facilities badly installed have been damaged already -> Proper quality monitoring as well as

progress monitoring Sustainability of logistics support -> Ensure adequate resources

Ongoing WASH programs

MEST: Select schools for WASH implementation, monitoring MWR: Implementation of WASH programme based on school selection by MEST MoHS: Implementation of the sanitation and hygiene programme

Fast-track WASH infrastructure in the worst positioned schools


District monitoring of contractors Independent monitoring and steering committee, including participation of the Ministry of Education Inter ministry and steering committee monitoring

2

Related programs:

4646

Initiative description: Waive school/examination fees

Initiative:

Objectives:




Transfer of funds from the central Government to every school through councils Payment transferred in 2 rounds to ensure a better link between payment amounts to each school and

actual student attendance throughout the year (initially based on enrollment estimates, using the census)

Conduct attendance checks at a school level to ensure accurate enrollment reporting from the schools, and thereby also adjust further payments (second transfer on actuals, not projections)

Establish a number for parents to report if their local school is charging fees

Incentive to encourage students back, and make enrollment financially affordable to families Demonstrate GoSL commitment to free education / getting children back to school post Ebola Encourage vulnerable groups to return to school Increase completion rates, especially targeting primary, JSS and SSS

Schools may over-report no. of students to attract more funds -> Sample checks by DD + Civil society Schools may ask parents/students to pay, despite receiving funds -> Extremely clear public

communication, supported by a channel for parents to report if payments are collected at school level Schools may give false bank account details or may mix teachers salary and exam fees in one account

-> Ensure all schools have separate account (salary + subsidy)

Previous programs waiving JSS fees for girls and primary school free waiver Non GoSL schools receiving government funds to offset fees

MEST: Monitor actual enrollment at the school level, and budget allocation implications MOFED: Budget allocation and transfer of funds Back-to-school committee: Reporting of attendance through local councils/DEOs/SR

Waive school and examination fees for 2 years


Conduct random checks if any parents are paying fees to the schools despite the waiver by MEST/MOFED MEST pays first then checks on school attendance to confirm funds received are correct and adjusts

3

Related programs:

4747

Initiative description: School feeding

Initiative:

Objectives:


Related programs:



School feeding will be set-up across all Government/Government assisted community primary schools, providing one wet meal per day to the 1,189,079 students (school census data)

School Feeding Working Group to advise on national strategy and develop holistic implementation plan, and will be rolled out gradually across the country due to capacity challenges

Maximize local procurement to stimulate the economy, and provide own spoon/plate to each child Cost: 800 Leones / child / day + Admin (transportation, storage, handling, preparation, monitoring).

Leverage WFP stocks of cereals, pulses and oil + storage/distribution

Ensure rapid delivery to all primary students in Government, Gov. assisted, and Community schools Incentivize families to send their kids back to school, as well as increasing learning outcomes

Many schools do not have appropriate WASH facilities to ensure hygiene -> Ensure short term WASH facilities are available and used – Strong controls to be implemented

Food supplies may not reach the target group -> Monitoring External funding may not be available beyond existing WFP/CRS commitments -> GoSL funding capacity No capacity to roll-out to all schools in one go -> Gradual implementation across the country

270,000 students budgeted for by WFP 29,000 students budgeted for by CRS 395,000 students budgeted for by GoSL 594,079 not budgeted for

MEST: Program monitoring, funding allocation, payments to schools and implementing partner selection WFP: Implementing partner, food procurement support CRS: Implementing partner SMC: Monitoring implementation of programme

School feeding


Baseline checks by School Feeding Working Group on feeding standards to be rolled out by December Review all existing monitoring systems for school feeding, and select the best for coordinated national roll-

out across all school feeding partners

4

4848

Initiative description: Community Mobilization

Initiative:

Objectives:




Approach for kids in general: Continue the communication through the Paramount/district Chiefs down to every village, complemented with radio/TV jingles

Approach re-enrollment of vulnerable groups (girls, extremely poor, EVD affected, disable): - Identify vulnerable groups through the “Back to School Committee” and district social workers- Aggregate, screen and select the kids for program acceptance (based on clearly defined criteria)- Provision of materials to the vulnerable kids through the “Back to school committee” (each group will be

assisted through a set of targeted support mechanisms depending on their needs)

Drive enrollment back into school after the closure, with special emphasis on returning pupils who were in schooling pre-ebola & new entrants in the first grades primary, JSS, SSS (sets foundation to move forward)

Resolve challenges faced by vulnerable groups so they can enroll back in school Balance gender inequalities and improve access to education for all

Difficult to reach all -> Target kids already enrolled to ensure re-enrollment Difficult to identify and verify vulnerable groups in need of support -> Clear criteria and selection process Risk of overloading the Back to School Committee with too much work diluting effectiveness -> Clear roles

National census of family demographics and schooling habits, need to gather data on young mothers

MEST: Decide overall messages to public District Directors: Communication Paramount/District Chiefs: Communication Social workers: Identify/support vuln. kids

Community mobilization and “house to house” re-enrollment of kids back to school


2 monitoring mechanisms that complement each other:- School head/Principal -> District Education Office (DEO) -> MEST Central office- Back to school committee -> District Ebola Recovery Task Force -> Office of Reopening

Coordinator/ School Reopening Technical Committee- MSWGCE

Back-to-school comm.: “House to house” visits Girls: Leverage girls to promote peers back to school Teachers: Identify and encourage pre-Ebola students

5

Related programs:

4949

Approach for targeting vulnerable groups – Deepdive

Group Support Delivery mechanismChallenge to solve

Girls that have not returned to school

Bursaries (books/uniforms), household income support through the social protection program

Reassure parents Open child care facility, cancelling

support

Civil society, IPS and MoHS

Radio / Media, Teachers Local council, MoHS

Financial reasons

Family reluctant Early pregnancy

Boys that have not returned to school

Civil society, IPS Radio / Media, Teachers

Financial reasons Family reluctant

EVD associated victims (e.g orphans, survivors)

Civil society, IPS Radio / Media, Teachers Teacher communities, Social

workers

Financial reasons Family reluctant Stigmatization

Bursaries (books/uniforms) Reassure parents

Bursaries (books/uniforms) Reassure parents Psychosocial counseling

Disabled and kids with disability challenges in the family

Subsidized or free taxis Implementing partners

Financial reasons Family reluctant

Bursaries (books/uniforms) Reassure parents Mobility assistance devices

5

5050

Initiative description: Teacher support

Initiative:

Objectives:




In school training: Develop simple and lesson/teaching plans (prioritization of syllabus, focused on the core) Recruit and train an in-service teacher support team to mentor side-by-side with weaker teachers (as a

short term lift before longer term teacher capability programs can deliver). These could be recruited from:- Teachers that are trained but not currently teaching, and retired teachers- Youth that have just graduated from SSS (or waiting for their exam results)- Potential international VSOs, peace corpse, etc. (returning when the country is Ebola free)

Out of school: 10 day teacher training of 6,000 primary teacher during the rainy season (if break is on) Install simple solar power kits in ~7,000 school without electricity to improve learning conditions

Ensure the students are actively learning in all schools, also in areas with weaker teachers (untrained) “Stop-gap” initiative, not intended to replace the longer term teacher up skilling that is needed

Teachers may not welcome the in-service support team -> Communicate as post Ebola ‘Catch up’ Risk of teachers perceiving the in-service support team compensation as unfair -> Maintain the same salary

levels as normal teachers, but offer free accommodation in the new place, etc. Additional media based learning may be seen as replacement to traditional teaching and learning methods

Positive results from a 2 year program by IBIS for out of school students Link short term goals with EUFOR Long term education program (5 year plan) IPA

MEST: Define programme, and monitor performance Teaching service commission: Programme administration

Provide lesson plans for all teachers, combined with in-school and out-of school training


Proper registration and separate payroll for in-service teacher support Mandatory teacher development and assessment through rainy season

6

Related programs:

5151

Approach for the in‐service teacher support team – Deepdive6

Objective Ensure all students are actively learning after enrolling into school Ensure weaker teachers are getting support in-school as well as out of school

training (if there is a break for the rainy season)

How? Recruit and train a team of in-service support teachers that can be placed in

schools with unschooled/illiterate teachers and teach side by side to improve student learning (primarily in the rural areas)

Positioned as an Ebola recovery support unit to schools/teachers Focus on improving basic literacy and numeracy in primary schools (using

prescriptive lesson plans)

Who? Teachers that are trained but not currently teaching, and retired teachers Youth that have just graduated from SSS (or waiting for their exam results) Potential international VSOs, peace corpse, etc. (returning when the country is

Ebola free)

Success criteria

Develop a compensation package with non-financial benefits: Same base salary as a normal teacher to avoid differentiation Accommodation support (through the community)

Acceptance in the schools and by the teachers of the programme

5252

Initiative description: Reduce overcrowded classrooms

Initiative:




Severely overcrowded classrooms is predominantly a problem in urban areas If available, leverage alternative buildings for teaching purposes, complemented with qualified teachers Fix broken classrooms and install required furniture to fit the number of students Implement “semi-permanent” constructs that can withstand the rainy season (e.g. simple concrete

ground, stronger plastic cover, etc. rather than simple basic tents) In the medium-longer term, replace short term solutions with additional classrooms/new schools

Objectives: Reduce EVD health risk in schools as well as improving learning outcomes, by providing more suitable/ comfortable learning spaces for students and teachers

MEST: Manage programme, allocate teacher resources to most needed areas DERTs: Identify quick fixes to restore classrooms to support back to school initiatives. Identify schools

with capacity to expand and report to MEST

Reduce overcrowded classrooms


2 monitoring mechanisms that complement each other:- School head/Principal -> District Education Office (DEO) -> MEST Central office- Back to school committee -> District Ebola Recovery Task Force -> Office of Reopening

Coordinator/ School Reopening Technical Committee

7

Related programs:

Cash for Work program to expand school capacity

Insufficient Teacher capacity available-> Additional recruitment of teachers currently unemployed Rainy season makes installing temp structures difficult -> Use semi permanent structures Temporary structures become permanent -> Ensure budget for both short term as well as long term go

hand in hand (not one and not the other) Insufficient space in school compound -> Identify other alternatives close by that can be supervised

5353

Initiative description: Radio/TV lessons

Initiative:

Objectives:




Review and broaden the audience, agenda and time schedule of the radio/TV lessons:- Out of school children (targeted lessons for kids at different age-groups)- In school children (complement in-school learning, including shows that can be used in the classroom)- Illiterate adults (simple educational programs that are targeted to the broader society and mothers)- Adults in general (simple programs addressing basic skills)

Create a holistic plan for how the current radio/TV programs can link to mobile/internet in the future Open a MEST National radio station (41 stations cooperating today) Provide solar radios in schools that do not have alternative radio access

Expand the audience Provide additional learning opportunity for kids in remote areas (where school access may be limited) or

in areas where the teacher capacity is relatively poor Support the teaching done by teachers in the normal school environment Sensitize the students in the area of radio/digital learning

Low quality or misaligned broadcasts that are out of sync with curriculum -> Enhance and communicate Risk that increased use of media is perceived as replacement for teacher -> Treat as complement Risk that children are unaware of media benefits to enhance learning -> Classroom demos by teachers

Consultancy program requested to advise on / support holistic media education based learning Investigate UNICEF funding available for major education programs this year

MEST (owner): Decision maker, managing the contractors Contractors: Develop program plan/content and future potential link to mobile/internet Radio/TV stations: Broadcast and monitor viewer/listener results

Continue enhancing the radio/TV lessons


Surveys Audience figures (provided by the media itself)

8

Related programs:

5454

High level implementation plan (1/3)

5555


5656


57




– Delivering income support

– Delivering social welfare


Contents

5858

EVD exacerbated an already weakened social system

To directly assist a defined number of vulnerable households and people directly impacted by EVD, reaching as many as possible within 9 monthsand laying the groundwork for a social welfare system

▪ The government of Sierra Leone and its partners are committed to accelerating the country’s recovery from the Ebola outbreak

▪ The President has committed to deliver a plan and request for funding▪ Social protection is a key element of that plan

▪ People below poverty line (2011): > 54%▪ Household spend on food: > 63%▪ Food security: < 55%▪ Children not living with parents: > 22%▪ Budget allocation to protection: < 1%

▪ 4 priority areas for focus▪ Time horizon for first phase is 9 months, continuing to a 3‐year program▪ Focus on recovery/crisis management rather than economic development

Goal

Context

Key facts prior to EVDoutbreak

Scope of solution space

Baseline information

▪ OCOS Recovery Plan (March 27)▪ MOFED ERS recovery plan (March 1)▪ Some strategies (draft) from MSW and NACSA (agency)

Basic questionHow do we create a compelling but simple approach to urgently addressing the needs of the largest number of EVD‐affected vulnerable groups possible?

Vulnerable groups:

Women and girls▪ Pregnancy▪ Sexual abuse▪ HealthDirectly affected by EVD▪ Survivors – jobs

and stigma▪ Orphans ‐ families▪ Workers – jobs and

stigmaLivelihoods▪ Bottom ~166,000

defined by World Bank

5959

Urgent recovery initiatives address all key policy objectives

Ministry of Social Welfare Gender And Child Services (MSWGCA) Priorities

NaCSA Social Protection Strategy – (2013‐2018) plan

▪ 100% EVD affected children and families provided with child protection services (including family tracing and reunification and appropriate alternative care)

▪ Psycho‐social support for Survivors and their families

▪ Technical and institutional capacity strengthened at all levels.

▪ Social protection services to children and affected families provided.

▪ Establish and strengthen a functional data management system including documentation verification of affected families, children and survivors) at national, district and sub district levels.

▪ Coordination, monitoring, supportive supervision and technical review

▪ Strengthen protection systems at community level

Two major areas

▪ Establishing a foundation for a Social Protection Floor (SPF) for the most vulnerable households:I. A minimum predictable amount of income just enough to take

a households out of povertyII. Provision of livelihood securityIII. Improved access to core essential services

▪ Building an integrated social protection system to strengthen policy

Objectives

▪ Develop Social Protection systems

▪ Clarify and implement institutional roles andresponsibilities

▪ Define and provide basic social protection packages for extremely poor individuals and groups

▪ Provide sustainable livelihood support for war victims

▪ Provide Protection environment for refugees

▪ Improve livelihoods of poor and vulnerable households through income and employment generation

▪ Extend social insurance interventions to the informal sector

▪ Strengthen community resilience

▪ Provide affordable housing

6060

A number of considerations were addressed in prioritising initiatives

▪ Focused delivery for identified groups:– 147,000 below poverty– 8,000 orphans…300 orphans to target?– 30,000 EVD affected persons

▪ Focus on households rather than individuals▪ Raise overall income levels and stimulate job creation with lasting infrastructure▪ Improve international perceptions in short term by finding homes for orphans and demonstrating deliverables

▪ Demonstrate commitment to EVD workers and survivors stimulating confidence▪ Develop MSWGCA/NaCSA social welfare system but support with private partnership/delivery

▪ Encourage use of banking services rather than cash to both reinvigorate the banking system and ensure non‐corrupt distribution of funding

▪ Encourage Ministry partnership with deliverers providing QA function▪ Address corruption risk through creating multiple delivery and oversight channels▪ Empower the local community as much as possible▪ Difficult to target Ebola in slums so seek to raise general level of social welfare▪ Define clear measures in numbers that Delivery Unit can track against programmes▪ Target behavior change – i.e. KAP surveys/monitoring of activity rather than output

6161

Key challenges which needed to be addressed

Identifying the groupsIdentifying the groups

▪ What vulnerable groups need support?▪ What data is available?▪ How quickly can we develop the granular level of data necessary to decide?

What do we want to achieve with them?

What do we want to achieve with them?

▪ What level of support should households be provided with?▪ How best do we support a specific household without creating negative downstream effects

(eg domestic violence)?▪ How do we follow up to ensure the effort becomes equitably balanced over time?▪ How do we follow up with specific groups (orphans, etc) to ensure social protection needs are

being met?▪ What do we need to do now to ensure we build the foundations of the social welfare system of

the future?▪ Should we try to incentivise other behaviours (eg health, education) at the same time?

CoordinationCoordination

▪ What will be the focus of MSWGCA’s efforts?▪ What will be the focus of NaCSA’s efforts?▪ How will we coordinate or absorb existing or planned efforts in the same area?▪ What will we establish as a funding mechanism that can absorb funds from different entities

successfully?▪ Which private sector organisations would be keen to deliver the program and what would be

an appropriate investment?

MonitoringMonitoring▪ How will we create a quality control mechanism to ensure 100% of funds go to the right

people?▪ How will we design a longer‐term social welfare effort to support this program?

6262

Targets were closely aligned with the short‐term needs and long‐term objectives

Goal: Strengthen social welfare system from “cradle to grave” Develop a social worker development program Enable high quality private sector support Develop a safety net system to assure access for the vulnerable

Long term development of the national social welfare system

Building a functional resilient social welfare system

Provide immediate supportneeded

EVD

Extend to all vulnerable groups

Goal: Build machine to deliver Get support to vulnerable families immediately affected

Goal: Extend support to all vulnerable groups Build social welfare system for case‐by‐case support and assessments

Enhance the system for monitoring of results seek continuous improvement

0‐9 months 1‐3 Years

6363

Core objectives of the recovery initiatives

1. Identify the most vulnerable groups and their needs

2. Identify the mechanisms for delivering support to all vulnerable groups

3. Develop a set of initiatives designed to build a machine to deliver that support

4. Develop a set of initiatives to build a sustainable social welfare programme

64







Contents

6565

Vulnerable groups include 25% of Sierra Leone’s population

1 The number of vulnerable families targeted will be determined during the workshop, as some categories of families are double‐counted here.

Vulnerable groups

Number of people

8,00026,0003,364

Survivors Workers Orphans

180,000

1,687,364

Recoverable poor

Chronic poorEVD‐affected

920,000

550,000

Total

▪ Survivors need re‐integration into the community and jobs

▪ Workers need de‐stigmatisation and jobs in similar or different sectors

▪ Orphans need family placement and follow‐up social welfare support

▪ 18,000 EVD‐affected families aredirectly affected by EVD

▪ 55,000 chronic poor families need long‐term income support

▪ 92,000 recoverable poor families need income support to enable them to buy food (stimulating markets) and find jobs

▪ Women and girlsNOT MUTUALLY EXCLUSIVE

6666

The feasibility and impact on each vulnerable group was assessed

Size of bubble = likely investment needed

EVD survivors1

EVD workers22

Orphans23

Endemic, chronic poor24

Recoverable poor25

Women26

Girls27

Impa

ct

High

Low

Slow (more than 9 months)

Fast (Less than 9months)

FeasibilityImplementation is possible within the next 6‐9

months

1

22

23

24

25

26

27

6767

The ease of use and potential impact of various support channels was also assessed

Cash1

Bank accounts22

Splash23

Airtel Money24

Vouchers25

Impa

ct

High

Low




months

1

22

23

24


25

6868

There is a minimum set of elements needed for success with mobiles

Elements requiredChallenge How to overcome Issues

Network of agents ▪ Volume, spread and training

▪ Accelerated training program for targeted group

▪ Defining first group

Cash management / support

▪ Ensuring agents can access cash quickly in logical amounts

▪ Link to banking network▪ Stagger monthly payments

Ensure end‐to‐end funding flow

▪ Defining value chain from source (WB trust fund?) to end‐user

▪ Tightly define funding flow and oversight / authorisation protocols

▪ Preventing fraud, ensuring lists are clean

Access ▪ Recipients need phones ▪ Free phone ‐ $50 each ▪ Cost too high if all family members need phone

Identification ▪ Recipients need biometric ID card

▪ Provide ID card generators near POS

▪ One‐off access over longer distance▪ Fraud?

Point of sale ▪ Identification – phone belongs to person

▪ Use biometric POS machines ▪ Startup cost, electricity, network access, training

…CSR ▪ … ▪ … ▪ …

IN PROGRESS

6969

There is a minimum set of elements needed for success with banks

Elements required

Challenge How to overcome Issues

Physical network ▪ Needs to cover main population centres

▪ Limited – use physical network only

▪ Bank location v/ population

Cash management / support

▪ Ensuring network is supplied in advance

▪ Link to banking network▪ Stagger monthly payments

▪ …

Bank accounts ▪ Getting illiterate to open accounts

▪ Banking advisors in branches

▪ Fraud?

Personal Identification

▪ Need to produce and distribute biometric bank cards

▪ Need card machines in banks

▪ Fraud?

Getting individual details to bank

▪ Verified and consolidated lists

▪ Start gathering data as early as possible

▪ What data already exists?

IN PROGRESS

7070

There is a minimum set of elements needed for physical cash

Channel Challenge How to overcome Issues

Movement of cash ▪ Quantity▪ Security

▪ Stagger payments ▪ Logistic infrastructure▪ Is there enough cash in circulation?

Distribution of cash ▪ Who will distribute▪ Where will it be distributed

from

▪ Multiple approved agents ▪ …

Auditing of cash ▪ Detailed records of card disbursements

▪ Electronic logging of payments linked to biometric cards

▪ …

Identification of individuals

▪ Need to provide biometric ID cards

▪ Provide ID cards in all District and lower levels

▪ Who to manage initial verification process

IN PROGRESS

7171

Case study: Financial services to ~5m families in the poorest, most rural towns in Mexico

Client description▪ Leading partners are: a) Diconsa –

government distribution network reaching >22k local grocery stores in rural Mexico; b) Bansefi – Mexican government development bank; c) Oportunidades – Mexican government’s conditional cash transfer program; d) Gates Foundation

Client situation▪ There are no formal financial outlets

in towns <2,500 people in Mexico, where Diconsa stores are located

▪ Millions of families in these towns benefit from Oportunidades and other government benefits, but currently have to undertake long and expensive travel to collect benefits

Engagement objective▪ Distribute full suite of financial

services through Diconsa stores, beginning with government social transfer payments

APPROACH IMPACTCONTEXT

Timing▪ 6 months, 2008 – build business case and

plan for initial pilots▪ 5 months, 2008‐9 – conduct initial pilots▪ Ongoing (all 2009) – expansion of benefits

programs in program, adding additional stores, and expanding to full suite of financial services

Overview of work‐plan and analyses▪ Business case to assess economics and

partnership needs▪ Facilitation and negotiation of partnerships

among government agencies, private financial institutions and equipment providers (e.g., for biometric cards and point of sale devices)

▪ Piloting of family enrollment, benefits distribution, and now financial services

▪ Training of staff across partners and overall management of scale‐up process

Knowledge / toolkits leveraged▪ McKinsey’s financial inclusion toolkit to

identify opportunity and design approach▪ Pilot‐and‐scale best practices

▪ Already reaching ~250,000 families with government benefits (Oportunidades and PAL) distributed through government‐supplied Diconsastores and ATMs

▪ Families are spending ~90% less money and ~90% less time than before to collect benefits and transforming their consumption patterns towards more nutritious products

▪ Expanding to full suite of financial services (e.g., savings insurance, payments and remittances, and credit) to up to 5m families through Diconsastores in next 2‐3 years, beginning with savings accounts by end of 2009

▪ Facilitated sustainable, mutually beneficial partnerships among Diconsa, agencies responsible for government benefits, financial institutions and payments network operator, telecommunications companies (to provide connectivity for payments network), and BMGF

7272

The key elements required for success in mobile money exist in Sierra Leone

Credible Partners to lead the effort

Cash availability and managing fraud

Signing up and incentivizing agents

▪ 2‐4 partners cover most aid recipients and agent presence in all geographically important parts of the country

▪ Easy to use technology platform which will work on most existing mobile phones

Customer sign‐up and education

▪ Campaign to sign‐up aid recipients at agent location (i.e. sign‐up, identity confirmation, KYC)

▪ Above‐the‐Line AND on‐ground activities to educate aid recipients on how to use the product – this is not a simple product

▪ Ensuring that aid recipient is able to take cash out when the person goes to an agent (i.e. cash always available)

▪ Robust mechanism (e.g., finger print scanners) to ascertain identity▪ Helpdesk to escalate fraudulent activities (e.g., agents not paying)

▪ Large agent base (i.e. geographic coverage) to ensure capillarity while ensuring agent economics make sense

▪ Incentives to encourage desired behaviour (e.g., ensuring agent holds enough cash and gives cash to aid recipient)

▪ Cash management every 1‐2 days for every agent to replace mobile cash with physical money

▪ Spreading timing of payments to aid recipients over the month to manage volatility

73







Contents

7474

The system of social welfare that must be built in parallel was identified

MSWGCA social workers1

Expand NGO program22

Monitoring of cash agents23

Participant means testing24

New participant assess‐ments

25

Impa

ct

High

Low




months

1

22

23

24

25

26


Job assessments26

7575

Many risk factors will be addressed during the detailed design and rollout phase

Delivery of income support

Fraud (agent level, vendor level) Liquidity Timely delivery Competing agendas of partners Capacity to deliver Exclusion errors Inclusion errors Not attaining and maintaining zero EVD Community acceptance Funds not meeting intended objectives

i.e. beneficiary utilization Elite capture Weak grievance/complaints mechanism No donor buy‐in Community expectations Technology failure Negative impacts e.g. domestic violence Security Physical access

Provision of social welfare support

Lack of harmonization of packages for different packages for different groups

Slow start Availability of services Access challenges Supervision of case managers Capacity to deliver services Increase in affected groups Shortage of service providers Not getting to zero Stigmatization Response time Measuring outcomes Role definition between NaCSA and

MWSGCA Coordination Gaps and overlaps in service delivery Quality of case officers

7676

The package of services was identified, costed, and resource requirements determined

1. COST OF SERVICE DELIVERY FOR 10 PACKAGES FOR CHILDREN, SURVIVORS, WOMEN AND PEOPLE WITH DISABILITYItem Unit 9-months 2016 2017

MINIMUM PACKAGE of services for each adult survivor (women and men) 1,500.00$ 1,594.50$ 1,666.25$ Cash support for l ivelihoods (one off payment) US$ 1,500.00$

Psychosocial support (survivors) US$ ‐$

Total Package 3,750,000.00$

MINIMUM PACKAGE ‐ for children who lost 1/both parents and primary caregivers and UASC 435.00$ 513.52$ 454.58$

Social case work follow-up US$ ‐$ Psychosocial support (kit) US$ 15.00$ Reintegration/back to school/clothes US$ 150.00$ Cash Transfer (monthly grant - 30 USD per month - 9 months 270.00$

Total Package 2 4,785,000.00$

MINIMUM PACKAGE ‐ for child survivors of EVD 535.00$ 535.00$ 535.00$ Social case work follow-up US$ ‐$ Psychosocial support (kit) US$ 15.00$ Reintegration/back to school/clothes US$ 150.00$ Cash Transfer (monthly grant - 30 USD per month - 9 months US$ 270.00$ Nutrition kit (biscuits, vitamins, milk) (monthly kit for 2 months) US$ 100.00$

Total Package 3 802,500.00$ MINIMUM PACKAGE ‐ for quarantined children 30.00$

Social case work follow-up (based on need) US$ ‐$ Psychosocial support (based on need) US$Cash Transfer (monthly grant - 30 USD per month - one off US$ 30.00$

Total Package 4 360,000.00$ MINIMUM PACKAGE ‐ for children with disability affected by EVD 130.00$

Social case work follow-up (based on need) US$ ‐$ Psychosocial support (based on need) US$Cash Transfer (monthly grant - 30 USD per month - one off US$ 30.00$ Assistive devices US$ 100.00$

Total Package 5 78,000.00$ MINIMUM PACKAGE ‐ Widows of EVD 810,270.00$

Social case work follow-up US$ ‐$ Psychosocial support US$

7777

Initiative summary: Delivering income support at scale

Initiative: Provide limited income support to 147,000 households in order to address those affected by EVD, raise the largest possible number of people out of poverty and encourage them to return to work

How will we do it:How will we do it:

▪ Strengthen MIS system, build on World Bank data, and refine using other MDA input to ensure consistency of data by delivering income support of $30/month to 147,000 households within 9 months Mapping will be complete by month 2‐3 with physical payment commencing by month 4.

▪ Priority target households: (1) chronic poor (2) recoverable poor (3)those affected by EVD▪ Strengthen coordination function with MDAs by providing and ensuring consistency of policy. By month 2 we will have

an improved MIS. By the end of month 4 we will be able to provide data back to contributing MDAs ▪ Cost circa ~$54M for first year including > $40M in direct benefits



▪ Need an efficient scalable system to deliver cash support quickly and securely recognizing that the goal is to transition back to the Agenda for Prosperity and reform to demonstrate progress on the Reform Agenda

Key owner responsibleKey owner responsible

▪ NaCSA with oversight and policy direction from the Inter‐Agency Forum.▪ Data from multiple MDAs is required to make the system function effectively.



▪ Fraud ‐ CIC generates lists of beneficiaries, validated by Targeting Teams (TT) using LPMT tool followed up with internal and external auditing.

▪ Fraud – NRS issues biometric cards and ACC investigates and prosecutes corruption.▪ Timely delivery of support, missed targeting, and exclusions – Review technical tender documents

Monitoring mechanism:Monitoring mechanism:

▪ NaCSA at the National Level.▪ Inter‐Agency Forum to ensure consistency across MDAs and to hold NaCSA to account.

Programs to learn from/coordinate with:

Programs to learn from/coordinate with:

▪ Learn from Hazard Pay lessons identified and scale up payment mechanism with Private Consortium lessons identified.▪ Work closely with MSWGCA using RESSN to ensure beneficiaries are identified and receive payment

1

7878

Initiative 1: Activities on critical path, accountability, timeline, and costs

Sub Task

Activity GovernanceSub‐Task description

AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Year 2 Year 3 Budget $,000/9mths

A Governance Inter‐Agency Forum

50

A1 • Write and approve policies for disbursement mechanism and level of payment

Inter‐Agency Forum

X X X X X X X X X

A2 • Coordinate with other agencies to ensure consistency of policy (data and financial benefit)

NaCSA X X X X X X X X X

A3 • Supervise distribution of benefit and standardize methods of delivery


A4 • Review work‐plan / program Inter‐Agency Forum

X X X

A5 • Approve budget envelope for program Inter‐Agency Forum

X X X X

7979


Sub Task

Activity Development of SystemsSub‐Task description

AccountablePosition

Timeline (month)


B Development of Systems NaCSA 5,200

B1 MIS Development NaCSA

B1.1 • Diagnose Gaps in MIS NaCSA X X X X X

B1.2 • Procure equipment software and hardware

NaCSA X X

B1.3 • Conduct systems integration testing and trials

NaCSA X X

B1.4 • Identify, appoint and train MIS data managers (focal points)

MDAs X X X

B2 Targeting Development NaCSA via WB

B2.1 • Develop poverty map WB and SSL X

B2.2 • Develop targeting tools NSPS via WB X

B2.3 • Train 60 targeting teams NSPS via WB X

B2.4 • Identify and procure logistics for 60 targeting teams

NaCSA X X X

B2.5 • Deploy 60 targeting teams NaCSA X X

B2.6 • Monitor and management of 60 targeting teams

NSPS X X X X

8080


Sub Task


AccountablePosition

Timeline (month)


B3 Physical Roll Out to Beneficiaries NaCSA

B3.1 • Sensitize and plan with District Stakeholders

NaCSA X X

B3.2 • Sensitize Chiefdoms and communities District/Ward Councilors

X X

B3.3 • Formation of (Community Identification Committee) CICs

District/Ward Councilors supported by NaCSA

X X

B3.4 • Develop preliminary list of beneficiaries CICs X X

B3.5 • Validate (LPMT) and enroll beneficiaries Targeting Teams X X X

B3.6 • Upload of enrolled and excluded beneficiaries to data base

Targeting Teams X X X

B3.7 • Conduct cleaning of data NaCSA via WB X X X

B3.8 • Register beneficiaries for biometric ID cards

NRS X X X

B3.9 • Process and distribute ID cards NaCSA via NRS X X

8181


Sub Task


AccountablePosition

Timeline (month)


B4 Procurement of Payment Systems NaCSA

B4.1 • Issue tender for Service Providers NaCSA X X X

B4.2 • Review the submitted technical proposals

NaCSA via NSPS X X X

B4.3 • Negotiate and select Service Provider NaCSA X X X

8282


Sub Task

Activity Capacity BuildingSub‐Task description

AccountablePosition

Timeline (month)


C Capacity Building NaCSA + MSWGCA 2,300

C1 • Deliver beneficiary training workshops NaCSA X X

C2 • Develop ToT materials in health, education, nutrition and investment

NaCSA X X

C3 • Conduct training in health, education, nutrition and investment

NaCSA X X X

C4 • Psycho Social Counselling MSWGCA X

8383


Sub Task

Activity Project ManagementSub‐Task description

AccountablePosition

Timeline (month)


D Project Management NaCSA 5,200

D1.1 • Staff Costs NaCSA X X X X X X X

D1.2 • Vehicles NaCSA X

D1.3 • Equipment NaCSA X X X

D1.4 • Training of Operational staff NaCSa X X

D2 Monitoring and Evaluation NaCSA

D2.1 • Monitor speed payment mechanism for beneficiaries

NaCSA X X

D2.2 • Monitor and adjust the process of payment as necessary


D2.3 • Conduct assessment of status of individuals

NaCSA X

D2.3 • Reporting to Inter Agency Forum NaCSA X X X X

D2.4 Fiduciary Responsibilities NaCSA

D2.5 • Internal Auditing NaCSA X X X X X X X X X

D2.6 • External Auditing NaCSA via External Auditor

X

8484


Sub Task

Activity Project ManagementSub‐Task description

AccountablePosition

Timeline (month)


D3 Information, Education and Communication NaCSA

D3.1 • Oversight Consortium trains beneficiaries

Consortium X X X

D3.2 • Education on program NaCSA X X X

D3.3 • TV/Radio programs 1st month and every 3 months

NaCSA X X X

D3.4 • Posters, flyers and jingles NaCSA X X X X

D3.5 • Define and popularize exit strategy Inter‐Agency Forum

D4 Grievance Mechanism Inter‐Agency Forum

D4.1 • Establish Hotline ACC X

D4.2 • Investigate Corruption ACC X X X X X X X X X

D4.3 • Identify and Train Civil Society Organisation Monitors

ACC X X

D4.4 • Establish District Grievance Redress Committees

NaCASAR X X

D4.5 • NaCSA Monitoring Inter‐Agency Forum and Parliament

X X X X X X X X X

To be determined later

8585


Sub Task

Activity Payment DeliverySub‐Task description

AccountablePosition

Timeline (month)


E Payment Delivery / Cash Transfer Consortium 40,500

E1.1 • Sharing of beneficiary data with Service Provider

NaCSA X X X X X X X

E1.2 • Transferring of funds to Service Provider dedicated accounts

NaCSA X X X X X X X

E1.3 • Generating and Authorizing Payment NaCSA X X X X X X X

E1.4 • Delivery of Payment Consortium X X X X X X X

8686


Sub Task

Activity OverviewSub‐Task description

AccountablePosition

Timeline (month)


A Governance Inter‐Agency Forum

50

B Development of Systems NaCSA 5,200

C Capacity Building NaCSA + MSWGCA 2,300

D Project Management NaCSA 5,200

E Payment Delivery / Cash Transfer Consortium 40,500

TOTAL 52,450

8787

Initiative 1: Activities on building the PPP consortium for delivering support

Sub Task

Activity xxSub‐Task description

AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Year 2 Year 3 Budget $,000

1) Create the Machine

A Specify the roles of the key players – commercial banks, community banks, mobile money operators, BSL, Ministry of Finance

NaCSA X

B Agent beneficiary mapping Consortium & NGOs

X X X

C Strengthen capacity of existing agents, create new agents where there are gaps and incorporatelivelihood support opportunities for pre‐qualified local people (1,000 dedicated kiosks)

Consortium & NaCSA with NGOs working in various chiefdoms

X X X $2,000 (50% from consortium)

D Enhance existing MIS platform for data collection and dissemination

NaCSA? X X

E Procure 2,500 biometric POS equipment NaCSA X $1,250

2) Onboard Beneficiaries

A Develop registration questionnaire & start registrations (assumes that targeting and validation has already been handled by NaCSA)

NaCSA & Consortium

X X X $50* 60 people * 60 days ($18K)

$100 * 60 smart phones ($6K)Total: $24K

B Train agents & beneficiaries and provide ongoing support

Consortium X X X X X X X X X

8888


Sub Task


AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Year 2 Year 3 Budget $,000

C Map each beneficiary to a payment channelbased on registration data (bank account, mobile money, offline payment)

Consortium X X X

D Mobile enablement (provide phones for 75,000 households)

NaCSA $1,125

3) Provide Liquidity for Payments

A Determine cash needs at each location based on payment instructions


B Deliver cash to pay points Consortium X X X X X X X X X $2,025

Agent commission: 2.5%, Cash Logistics: 1.5%, Consortiumadmin charge: 1%

4) Execution of Payments

A List validation Consortium X X X X X X X X X

8989


Sub Task


AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Year 2 Year 3 Budget $,000

B Transfer notification to beneficiaries and agents (dates, amounts, etc)

Consortium X X X X X X X X X Communicationcosts

$40.5 (50% from consortium)

C Get instant feedback from beneficiaries by SMS, USSD, IVR


D Establish and manage redress mechanisms – call centre, customer service outlets

Consortium X X X X X X X X X $450 (50% fromconsortium)

5) PerformanceMonitoring and Reporting

A Transfer success rate, Payment report, etc. Consortium X X X X X X X X X

B Upload data to MIS NaCSA & Consortium X X X X X X X X X

C Manage various stakeholders’ access to data NaCSA X X X X X X X X X

Capex: $2,381Livelihoodcomponent: $2,000 (50% from consortium)Opex: $2,534

9090


Sub Task


AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Year 2 Year 3 Budget $,000

Biometric POS 1,250

Phones for BNFs 1,125 Smart phones for registration and offline payments 6

Sub‐Total 2,381

Monthly Txn Costs 2,025

Customer support and grievance redress 225

Communication Costs 20

Registration activities 18

Sub‐Total 2,288

Livelihood support component 1,000

Total 5,669

Total Cost / Amount Transferred 14%

9191

Initiative summary: Building a robust case management program for social welfare2

Initiative: Rapid strengthening of a comprehensive social welfare system to meet the immediate needs of vulnerable EVD affected populations and build resilience in the longer‐term

How will we do it:How will we do it:

▪ Deliver minimum assistance packages (cash transfers; livelihood support; reintegration kits, social work follow‐up, psychosocial support etc) to 36,500 beneficiaries inc children, survivors, women and the disabled

▪ Establish a functional case management and information management system at national, district and sub‐district levels to deliver and track results that inform programming and policy directed at 36k in 14 districts

▪ Add 130 pre‐trained social workers in 9 months; 1,000 para professions (volunteer) over 3 years, and 14 M&E officers to the existing workforce to deliver services that meet minimum standards for quality care

▪ Review agreements with key implementing partners to ensure rapid service delivery at scale▪ Increase coordination at national, district and sub‐district level▪ Strengthen community‐based protection and support mechanisms in 149 chiefdoms



▪ Achieving the longer term development goals under the Agenda for Prosperity requires immediate action to address the socio‐economic needs of those made most vulnerable due to Ebola

Key stake‐holders:Key stake‐holders:

▪ MSWGCA▪ Implementing partners and local councils via agreements with MSWGCA



▪ Risks: Slow start up – differential quality of case work and inadequate supervision – increasing numbers of orphans and other vulnerable groups – rising expectations ‐ further stigmatisation – difficulties in measuring outcomes, particularly with such a broad range of actors ‐ accessibility or availability of referral services

▪ Mitigation: Pre‐identification of partners – clear guidance and training – Strong coordination of partners and donors

Monitoring mechanism:Monitoring mechanism:

▪ MSWGCA strengthens and implements a robust monitoring and accountability mechanism

Programs toPrograms to Liberia, Ghana, Rwanda; Webinar with REPSSI/RIATT

CostCost ▪ Packages, $12m inc $9m cash, $3m other▪ Delivery (social workers etc): $5m; Govt oversight $2.5m

9292

Initiative summary: Building a robust social welfare – summary cost table

Sub Task


AccountablePosition

Timeline (month)

1 2 3 4 5 6 7 8 9 Yr2 Yr3 Budget $,000

a Confirm the identity of the 36,500 beneficiaries MSWGCA x x x ???

b Hire 130 new social workers, 1000 volunteers and 14 M&E Officers for the Ministry

MSWGCA x X 680

c Train new social workers and volunteers staff for the Ministry MSWGCA x x x 650

d Train M&E Officers for the Ministry MSWGCA x 70

e Sign agreements/contracts with NGOs for service delivery MSWGCA x x 5,000

f Deliver a minimum packages of assistance(cash transfers; livelihood support; reintegration kits, social work follow‐up, psychosocial suppor) to 36,500 beneficiaries NB Delivery will be phased by District

MSWGCA x x x x x x x x 12,000(9 mn cash and 3 mn for non‐cash)

g Revitalize the National Training Institute for Social Workers MSWGCA x x x x 270

h Refurbish Social Centres in 6 Districts MSWGCA x x 150

i Supplies and Logistics for Government Oversight (Vehicles,Motorbikes and Bikes)

MSWGCA x X 930

jEstablish structures for data management system at national and district level (Purchase of Computers etc)

MSWGCA x X 280

k Coordination, Supervision and Monitoring MSWGCA x x x x x x x x x x x 150

93





– Crop 2015

– Cash for infrastructure

Contents

9494

Ebola virus has brought a newly vibrant economy to a shuddering halt

General economic impact

Impact on agriculture

Impact on infrastructure

• 14% GDP growth in 2013; 2015 recession?

• Up to 50% job losses in the [formal] private sector

• 30% decline in household incomes• 33% non‐performing loans

• Agricultural output down by 30%• 280,000 people currently “food

insecure”

• Many infrastructure construction and maintenance activities halted

• 5 new private sector investments worth $1.2 Billion suspended

SOURCE: HE’s address in Brussels, 3 March 2015; stakeholder interviews

New Social Services Delivery

Pact

9595

Who should the private sector stimulus target?

Crop 2015: Subsidise seeds and fertilisersto help farmers reestablish their farms

Develop markets for produce

Cash‐for‐infrastructure 2015: Hire local labor to complete community‐based projects

Provide resources to develop infrastructure improvements at the local network to improve both social and economic recovery

Cash‐and‐Carry 2015: Develop a distribution network that allows subsidised goods to be purchased simply at the local level

Focus in 6‐9 months

Option #1

Option #2

Option#3

[xx0,000] farmers

[xx0,000] youth

[xx0,000] petty traders

Target group

For discussion: Needs assessment How to link into long‐

term trading system

For discussion: Needs assessment Market forces Infrastructure Productivity

For discussion: Needs assessment Sustainability Private sector

9696

The Private Sector Recovery programme fits with Sierra Leone’s strategic objectives

Conforms fully with “sustainable zero”

Supports fast link back to Agenda for Prosperity

Will be owned by community

Looks for opportunities to: ‐ Transfer activity from public to private sector‐ Bring people into the formal economy‐ Enhance transparency of cash flows

Promotes the development of the Growth Poles

Extends Sierra Leone’s social data base; increases capacity to monitor and track progress in economic development

Lends itself to population broadcast/opinion shaping through dashboard

Contributes to redressing gender bias

97

Sierra Leone has identified 3 potential economic zones or “growth poles”

9898

Stimulating the private sector, e.g. agriculture, is a complex business

Seeds

Fertilisers

Inputs, Supply Chain

Enablers

▪ Financial – e.g recapitalization of banks, micro financing structures

▪ Information and communication technology: e.g., farmer data base, mobile phone connectivity

▪ Investments in infrastructure – e.g. feeder road network improvements; waterway, irrigation, rehabilitation

▪ Capability building and training – e.g. training programs in efficient farming techniques and market exploitation

SOURCE: Team Analysis

Value Chain

Production End Markets

Oxen, Tractors

Labour

Cash Flow

ConfidenceWhere/how to stimulate and enable?

99





– Crop 2015


Contents

100100

In general, rural agriculture subsidy programs share 3 key success factors

SOURCE: Project team

Key success factorSample components Typical challenges

Technology & connectivity

▪ Reliable means of disseminating information to farmers in rural areas

▪ Method for farmers to receive and react to information from subsidy providers

▪ Payment tools for efficient transaction and reconciliation

▪ Poor quality of mobile networks▪ Low cell phone penetration▪ Limited e‐payment options

Financing & access to capital

▪ Access to trade credit to facilitate agro dealer activities

▪ Availability of micro‐finance to provide liquidity to farmers

▪ Limited availability of financing from banks

▪ Cash flow fluctuation for small‐holder farmers

Logistics & operations

▪ Establishment of more redemption centers for farmers to collect subsidized farm inputs

▪ Robust interstate and local transportation networks to facilitate delivery of inputs to redemption centers

▪ Means of educating farmers about the program▪ Effective helplines to provide customer service ▪ Efficient processes from registration to claiming

▪ Low density of redemption centers▪ Poor infrastructure for

transportation▪ Poor demand management among

input manufacturers and agro dealers

▪ Heavily manual and paper‐based processes

▪ Lack of education and awareness

A

B

C

101101

The agriculture stimulus plan will anticipate known challenges

▪ Lack of funding– Low liquidity for farmers due to

unavailability of credit – Limited enforcement of lend‐ing

commitments by commer‐cialbanks to agro dealers and suppliers

▪ Lack of trust among farmers of the subsidy system

▪ Poor mobile network coverage in rural areas

▪ Limited digitization of key process steps, currently manual and paper‐based

▪ No robust unique identifier for farmers

…caused by multiple issuesChallenges can be expected…

▪ Only 50% of farmers registered have phones▪ 10% of redemption sites have no

connectivity and so could not use the GES technology

▪ Only 10% of financing expected from banks was issued

▪ Low registrant‐to‐beneficiary conversion ratio (<50%)

▪ 19% of eWallet registration attempts failed▪ Only 67% of beneficiaries who visit

redemption centers receive benefits▪ Limited agro dealer penetration (dealer

density is 1/5th the optimal level)▪ Up to 9 months to reconcile payments from

FG to agro dealers

Technology & connectivity

Financing & access to capital

Logistics & operations

102102SOURCE: Project team

EXAMPLESA combination of leading and lagging indicators will track progress

Sys‐tem

Reci‐pient

Indicator type

Indicators to monitor reduction of pain points Indicators to monitor quality of enhancements

▪ % of farmers with full bio‐metric ID records

▪ Number of value‐added financial products on the platform– by category

▪ # of farmers with cell phones▪ Number of registered agro

dealers by area

▪ Availability of financing and other assistance for agro‐dealers

▪ Average Ministry‐to‐agro dealer payment reconciliation time

▪ Number of farmers using value‐added financial products, by category

▪ Awareness level of farmersof the value‐added financial products

▪ % of registered farmers redeeming benefits

▪ % of farmers paying for inputs via electronic means

▪ Year‐over‐year reduction in average poverty level of farmers

Poverty level among Nigerian farmers

103103Source: ASERP, MAFFS; ERS, MOFED; Team analysis

Objectives

▪ Improve productivity, promote food security and enhance incomes of min 100,0000 Farm Families (FF) representing 20% of SL total

▪ As part of the Agriculture Sector Post EVD Response Programme (ASERP) – Restore agricultural production, value addition and marketing – Link farmers into banking sector and other service providers

Methodology

▪ Deliver subsidized agro inputs to small holder farmers via direct provision of improved seeds, fertilisers to cultivate 1Ha of rice

▪ Target IVS in rural districts (criteria for targeting farmers to be developed , thereby identifying the most needy)

▪ Procurement and Delivery through Private sector with supervision of MAFFS▪ Policy change to provide demand for institutional feeding ▪ Help to strengthen100 ABC’s to develop processing and marketing ▪ MAFFS to collaborate with key stakeholders to supervise, monitor and provide

extension services to farmers

Reason for change

▪ Agriculture represents 66% of employment, 46% of GDP and 22% of export ▪ EVD is estimated to have caused a 30% output loss in 2014

– Billions of Leones lost to country exacerbating the rural poor issue– Rural poor needs confidence to return to the fields given an estimated 47%

disruption to agricultural activity

Helping farmers with the 2015 crop is critical to near‐term food security

104104

Template 1 – Initiative description

Initiative:

How will we do it:



Programs to learn from

Key stakeholders:

Time pressure to get corps in ground for 2015 and identify those IVS farmers in most need. Procurement of quality seed in time. The involvement of SL Seed Certification Agency will be key to this Processing of harvest to import standard. ABCs will need to be developed to achieve this Sufficient buyers for harvest. Partners including FAO, WFP and SLPMC will need to be engaged

MAFFS – through to District Agricultural Offices (DAOs) SLIEPA/SLPMC/Agro Dealers Association/National Farmers Federation WFP/FAO

Crop 2015


District level motoring through DAOs/MAFFS ABCs to oversee harvest and market prices Financial effect monitored through Banking sector

Deliver subsidized agro inputs to small holder farmers via direct provision of improved seeds, fertilisers to cultivate 1Ha of rice. Maximum utility of District Agricultural Offices (DAOs).

Target IVS in rural districts (criteria for targeting farmers to be developed with DAOs , thereby identifying the most needy) . Each farmer to get a bank account to bring them into the formal economy

Procurement and delivery through Private sector with supervision of MAFFS Strengthen100 ABC’s to develop processing and marketing including Policy change on Govt purchases MAFFS to collaborate with stakeholders to supervise, monitor and provide extension services to farmers

WFP Food Purchasing Programme

Agriculture represents 66% of employment, 46% of GDP and 22% of SL export. As such it is an important sector to be energised following EVD.

Subsidised inputs are essential to get farmers back on their feet and boost longer‐term productivity Food security key to national growth and overall stability.

105105

Template 2 – Measures and targets

Metric Description Source of trackingBaseline (pre‐Ebola andtoday)

Target after months

3 6 9

Number of Farmers Enrolled

Develop eligibility criteria and identify the most needy farmers through the District Agricultural Offices (DAOs). Enrollment onto programme linked to setting up of bank account.

Bank accounts set up ensure the effect is monitored and every farmer is brought into the formal economy

100,000 farmers 100k ‐ ‐

Volume of seed/fertiliserdistributed

Through the private sector seed and fertisliser is distributed to the farmer under oversight of the DAOs.

DAOs to oversee the distribution to most needy and correlate through inputs form private sector

Seed – 65kg per 1 Ha

Fertiliser – 5 bags per 1 Ha

650k

250kbags

‐

250k bags

‐

‐

Number of Ha under cultivation

DAOs report on Ha in each District under cultivation.

DAOs through network of BC and the Farmers Federation to monitor effect

100,000 Ha 100k 100k 100k

Tonnage of Production

Following harvest monitor the harvest produced through the ABCs. Link ABC to private sector for onward marketing

ABCs to set up tracking mechanism on the overall harvest

3T per Ha

300,00T annually

‐ ‐ 300k

Figures in Red represent estimated figures based on standard benchmarks

106106

Template 3 – Timeline and responsibilities

Activity OwnerTimeline (month)

M J J A S O N D J

Farmer registration and Bank Accounts

Source Improved Seed (Seed Certification Agency) MAFFS

Distribute Seed Private Sector

Source Fertiliser MAFFS

Distribute Fertiliser – Application 1 (on sowing) Private Sector

Distribute Fertiliser – Application 2 (post weeding) Private Sector

Labour Provision 1 ‐ Sowing ABC

Labour Provision 2 ‐Weeding ABC

Labour Provision 3 – Harvesting ABC

Source packaging MAFFS

Distribute Packaging Materials Private Sector

Identify ABCs for development through DAOs DAOs/MAFFS

Source materials and Artisans ABC

ABC Development MAFFS

Policy changes to encourage local purchase for Institutional Feeding MAFFS

Develop markets for Output MAFFS/SLPMC

107107

Template 4 – High level budget estimate

Intervention/Item Number/quantity

Unit cost(USD)

Total cost (USD)

Avail. funds Source MDA

resp.

Improved seeds (65kg per farm) 650,000kg 60 per farm 6M

Fertiliser ‐ 2 Applications totaling 50kg per farm

500,000kg 35 per bag 17.5M

Labour (20 man days per farm) 2M man days

4 pppd 8M

Processing and Packaging 650,000 bags

1 per bag 6.5M

Programme Management 2M

ABC Development 100 20,000 2M

Total costs 42M

108108

MOFED (ERS) and MAFFS (ASERP) recovery plans provide the foundation for prioritisationIm

pact

Realizing ou

r overall target of gettin

g pe

ople back into work and

providing a base fo

r lon

g‐term

econo

mic sustainability

High

Low



ASERP/ERS Program ComponentsI. Assets/LivelihoodsII. Market AccessIII. Profitable AgribusinessIV. Improved Sector

Governance/Efficiency

1. Rice 2015 ‐ (seed, fertilizer) supplies

2. ABC Development 3. Market Development4. Reforestation5. Agri Business Financing

24

2322

21

25

109





– Crop 2015


Contents

110110Source: ASERP, MAFFS; ERS, MOFED; Team analysis

Objectives

▪ Draw some 2,000 people into the formal employment sector▪ Consistent with the ERS and the ASERP

– Build 50 market WASH facilities in the economic zones– Upgrade 500km of feeder roads linking farmers to markets

Methodology

▪ Contract district‐based private sector entities to design/execute community‐agreed high labour intensity infrastructure projects

▪ Draw work gangs from unemployed and underemployed in communities▪ Source materials and equipment locally where possible▪ Pass reforms that facilitates electronic payments▪ NB Improved access to affordable financing is a parallel, supporting initiative

Reason for change

▪ Post‐Ebola many more Sierra Leoneans need work opportunities to start escaping the poverty trap

▪ High labour intensity infrastructure projects can– Create thousands of new job opportunities with potential for skill‐building

and better longer‐term employment prospects – Leave a valuable emerging infrastructure legacy (roads, WASH etc)

The infrastructure programme is aimed at drawing a further 2,000 people into work

111111

There are many more cash‐for‐infrastructure opportunitiesIm

pact

Realizing ou

r overall target of gettin

g pe

ople back into work and

providing a base fo

r lon

g‐term

econo

mic sustainability

High

Low



1. Roads2. WASH for markets3. Inland Valley Swamps4. Reforestation5. ABCs6. Off‐grid power solutions

(solar)7. Power – distribution

networks8. Waste management9. School extensions and

refurbishments10. Mobile phone masts

……

24

23

25

21

27

28

29

210 26

22

112112

Template 1A – Initiative description

Initiative:

How we will do it:


Define fast‐track procurement process (including checks and balances) Identify 1,000 km of priority roads to upgrade and maintain; prioritise feeder roads Confer with the councils and agree the 500 km that will be ugraded Conduct road condition survey SLRA prepare road design and quantities Identify regional private sector contractor(s) capable of assembling labour, equipment and materials etc. Prepare tender and advertise; contractors must draw labour gangs from communities Contractors bid Award the contracts Mobilise labour gangs; allow for registration and bank account opening Execute work programme(s) Audit road quality Audit cash flows Conduct opening ceremonies

Creates near‐term employment opportunities (1,000 people for each 500 km of roads upgraded) Connects hard‐to‐reach areas, markets and production areas (farmers + general) Improves the movement of goods and services; facilitates logistics inbound and outbound Saves farmers time, energy, fuel.

Cash‐for‐infrastructure—Feeder Road Rehabilitation


Independent road audit by qualified inspector? Traffic monitoring? Community satisfaction survey? Match contractors’ employment records with banks’ records of new accounts? Audit payments to contractors and payments to workers through bank accounts?

113113

Risks Mitigation Plans

The feeder road portion of the programme has some risks which can be addressed

SOURCE: Team discussions

Abnormal rain may affect productivity/timeline

Schedule concrete works first and earthworks after the rains have finished

Roads we upgrade using this money may deteriorate as they have done in the past—how to ensure community buy‐in for ongoing maintenance?

SLRA works with councils and RMFA to agree robust maintenance strategy and activity plan that are specific for conditions in each district

Contractors employ people from outside the contract areas or even overseas

GoSL and development partners ensure prudent financial management oversight; this includes an arrangement that: No bank account, no job All employees will be paid by the contractors electronically

Payment records will be made available for audit on request

(Mobile money…see Vulnerable Protection) Ministry and councils regularly check quality of product

Perception that “public works programmes” lend themselves to corruption, e.g, tender kick‐backs

Monitor contractors’ employee register Perform spot‐checks of labour gangs

114114

Template 2 – Measures and targets (work‐in‐progress)

Metric Description Source of trackingBaseline (pre‐Ebola and today)

Target after months

3 6 9

# of people supported in returning to work

We are expecting to employ 1,000 people for 5 months

Bank accounts established and used

# of people benefited

Assuming 5 people supported per employed individual, the total number of people benefited will be 36,000

Km of feederroads upgraded

500 km SLRA

# of farmer families betterconnected to markets

xx,000 farmer families MAFFS farmer database

115115

Template 3 – Timeline and responsibilities

Activity OwnerTimeline (month)

1 2 3 4 5 6 7 8 9

Define fast-track procurement process (including checks and balances)

MAFFS, MTI, StateHouse

Identify 1,000km of priority (feeder) roads to upgrade and maintain

MAFFS, MTI, SLRA

Syndicate with councils MAFFS, MTI, Councils

Conduct road condition survey Engineers, council/SLRA

Prepare road design and quantities Engineers, council/SLRA

Identify regional private sector contractors MTI

Prepare tender and advertise SLRA

Prepare bids Contractors

Assess bids MOFED

Award contracts MOFED

Mobilise work gangs Contractors

Execute work programme Contractors

Audit quality of road work SLRA

Audit cash flows MOFED

Commission sections of road on completion (ceremony) State House

X

XXXX

116116

Template 4 – High level budget estimate

Intervention/Item Number/quantity

Unit cost(USD)

Total cost (USD)

Avail. funds Source MDA

resp.

Market WASH facilities 50 30,000 1.5M

Feeder roads 500 km 18,000 9M

Total costs 10.5M

Recovery and Transition Priorities · 2015. 11. 23. · 2.6 startup 3.6 operating 3.6m total 3.6m...

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Transcript of Recovery and Transition Priorities · 2015. 11. 23. · 2.6 startup 3.6 operating 3.6m total 3.6m...