Boosting Maternal and Child Health in Wollega: Institutional Plan

ORIO Development Phase

“Boosting Maternal and Child
Health in Wollega, Ethiopia”
4. DRAFT Institutional Plan
prepared by
ORHB
and
MANGO Consult

Addis Ababa, June 2013, v5.4

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Table of Contents

Introduction to organizational environment...................................................................3

Future Project Procedures..................................................................................................4
Tasks, functions and responsibilities of the different organs ...........................................5
Budget................................................................................................................................. 14

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Introduction to organizational environment

Ethiopia is a Federal State divided in semi-independent regions that are partitioned in zones
(comparable to provinces in the Netherlands) that are again divided in districts called woredas
(municipalities in NL) that are each built up by kebeles (villages in NL). While the Federal Ministry of
Health is the applicant for this project, the Oromia Regional National State -represented by its Oromia
Regional Health Bureau (ORHB)- is the so called competent authority and is the “project owner” and
as such responsible for its implementation and exploitation.

The project takes place entirely in Oromia which is the largest and most populous of Ethiopia’s
regions. Addis Ababa is the capital both of Ethiopia as well as of Oromia. Although one or two training
activities may take place in other sites of Oromia and the administration will be executed partially in
Addis Ababa, all other investment activities of the project take place in the four westernmost zones of
Oromia that share the historic name of Wollega: East, HoroGuduru, Kelem and West Wollega. While
all four zones of Wollega will benefit from the project activities, investments will focus on 28 of the 59
woredas there.

The coordination of this project by the ORHB is of the greatest importance, not in the least because
primary hospitals resort under its responsibility while health centres fall under the jurisdiction of the
woredas.

This project constitutes a holistic effort to comply as much as realistically possible with the blueprint of
the Ethiopian primary health care system as also promoted by the WHO. All levels of the public health
referral system will experience support from the project right from health posts through health centres,
district hospitals to referral hospitals; the project fills MCH staff gaps by pre service training and
provides in-service training to all staff involved in MCH at the health post and health centre level; it
offers two Oromia health teaching institutions structural support and includes a large effort to promote
health and health seeking behaviour in order to reap maximum benefit from the improved supply of
health services.

In its effort to achieve the highest possible real impact in diminishing maternal and child/infant
morbidity and mortality, the project wants to exploit the best -not of two but- of all Worlds: the project
thrives to take advantage of the creativity, knowledge and strengths of all national and international
partners that have proven to contribute most effectively to the public health system of Wollega and
have repeatedly proven to have a warm heart for its people. The project must therefore be guided and
managed by the ORHB; construction must be executed by Ethiopian constructing companies;
imported equipment must be installed and warranted by a reputable international integrator with
experience in Africa; quality local furniture and some equipment will be purchased locally; pre service
training must be performed by experienced public teaching institutions; innovative in-service training
generally by NGO’s that bring in their proven solutions and experiences from abroad; health
promotion can be provided by the national and regional organizations that have been created for this
purpose such as the Women’s Development Army and by NGO’s that have proven to be able to boost
the effect of public entities most efficiently and the advisory committees of the project must be
manned by experienced national and international specialists that have demonstrated their
contribution to Oromia’s and Wollega’s institutions and their development.

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Future Project Procedures

As soon as the entire project proposal is approved by the FMOH and ORHB, it will be submitted to
ORIO by the FMOH for evaluation and approval. Once the project proposal is approved by ORIO, the
detailed tender documents will be prepared. This task will be performed by a team of specialists from
the ORHB Procurement Department and other ORHB experts with the support -if required- of Dutch
consultants. Once these documents are approved by ORIO, a conditional grant agreement will be
signed between the Ethiopian Federal Ministry of Health and the Dutch Ministry of Foreign Affairs,
usually represented by the Dutch Embassy. After this, the international competitive bidding process
can be executed. This is done by the Procurement Department of the ORHB.

Most likely no less than five separate tenders will then be executed:
1. A tender for all buildings to be constructed;
2. An international tender for the imported equipment (including installation, user training and
maintenance);
3. A tender for the in-service training part that is not executed by governmental/regional
institutions;
4. A tender for that part of the Health Promotion Plan (if any) that is not executed by
governmental/regional institutions;
5. A tender for the Operational Research of the project.

Each of these tenders may contain more than one lot. Tenders and individual lots could be executed
at different moments. Although all tenders could be executed internationally, tenders 1, 3, 4 and 5 are
expected to attract mostly bids from national companies and organizations with national
representations and all of these four will be requested to be quoted in Birr.

In view of the size (around € 15 million) and complexity of tender #2 and the need to appoint an
integrator able to timely supply, install, test and implement all goods and related services as well as
project management support under one agreement, ORHB is advised to start this procurement
process with an International Expression of Interest process leading to a pre-qualification of qualified
bidders. This pre-qualification to be approved by ORIO will then be followed by an invitation for a
Limited International Competitive Bidding to only the pre-qualified bidders. Once the awarded bidder
of this ICB is known, the contract details will be negotiated between ORHB and the bidder. As soon
as all contract details are in place and financing arrangements are settled, ORIO will have to issue a
statement of non-objection. Once this non-objection is issued by ORIO to FMOH/ORHB, the definitive
grant agreement will then be signed between the parties.

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Tasks, functions and responsibilities of the different organs

The different organs that collaborate in the execution of the project are depicted in below
organizational chart. The functions, composition, tasks and responsibilities of each participating
organism are described below.

Organizational Chart of Boosting Maternal and Child Health in Wollega Project

Oromia Presidency
ORIO Dutch Development Ethiopian Federal
Cooperation Ministry of Health Oromia Finance Oromia Health
Bureau Bureau

Project
Management Unit

Project Steering
Project Advice and Committee
Compliance Office

International
Equipment
Integrator
Health Promo Training
Committee Committee

Women's Development Human Resources

National contractors;
Army; Health Extension Department; Zonal
national equipment
Dept; Zonal Directorates; Directorates; NCHS; WU;
suppliers, etc.
NGO's; others NGO's; others

Contractual agreement PMU=Project Management Unit

Formal institutional relation WU=Wollega University
Advisory relation NCHS=Nekemte College of Health Sciences
Secretarial role NGO=Non Governmental Organization

ORIO

The ORIO programme (Ontwikkelingsrelevante Infrastructuurontwikkeling = Facility for Infrastructure

Development) forms part of the Dutch Development Cooperation Programme. While funded by the
Ministry of Foreign Affairs, it is presently executed by the “Agentschap NL” which is related to the
Dutch Ministry of Economic Affairs.

Among the tasks of ORIO are the following:

1. ORIO evaluates the quality of and approves the project proposal.

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

2. ORIO prepares the grant agreements which are signed by the Minister or her representatives.
3. ORIO approves the tender procedure, tender documents and tender.
4. ORIO monitors and evaluates the project compliance and impact following predetermined
forms.

ORIO signs the grant arrangement with FMOH and maintains contact with the FMOH and the ORHB
(partially through the Royal Netherlands Embassy in Addis Ababa) and participates with a
representative in the Steering Committee.

FMOH

The Ethiopian Federal Ministry of Health is the official applicant for the project and is as such
ultimately responsible for the correct execution of the project on behalf of Ethiopia. It will delegate
most of its responsibilities to the ORHB as the Oromia Region is the project owner.

Tasks:
1. Sign the agreements on behalf of the Government of Ethiopia.
2. Monitor the development of the project and take corrective actions where needed.

The FMOH maintains contact with ORIO and the ORHB and participates with a representative in the
Steering Committee.

ORHB

By delegation from the FMOH, the Oromia Regional Health Bureau is the executing agent of the
project and as such practically responsible for the implementation, operation, monitoring and
evaluation of the entire project. As the ORHB depends on the Oromia Presidency and collaborates
intensively with the Oromia Finance Bureau, whenever this text speaks of the ORHB it is assumed
that the Health Bureau acts in full accordance with these two guiding institutions.

The tasks of the ORHB include amongst others:

1. The approval of all documents prepared in the Development Phase and included in the final
project proposal.
2. The budgeting and disbursement of funds for 50% of the implementation and for the
operation of the project.
3. The preparation and execution (with possible support from ORIO) of the following tender(s):
i. The tender(s) for all constructions;
ii. The tender for the main international equipment integrator;
iii. The tender(s) for national equipment;
iv. The tender for water and back up electricity at the heath centres to be upgraded;
v. The tender(s) for in service training not executed by national institutions (if at all);
vi. The tender(s) for the part (if any) of the health promotion not executed by national
institutions;
vii. The tender for the operational research of the project.
4. The appointment of a specialist project advisor in agreement with ORIO.
5. The preparation of and execution of direct orders and requests for pre-service training and
health promotion activities through the Human Resource Department, the Zonal Directorates,
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 Boosting Maternal and Child Health in Wollega: Institutional Plan

NCHS (and possible other Oromia Colleges of Health Sciences), Wollega University and
others.
6. The installation and operation of:
a. The Project Management Unit;
b. The Health Promotion Committee;
c. The Training Committee.
7. The implementation and operation of the project as well as the execution of the operational
research.
8. The monitoring and auditing of the project expenses.

Steering Committee

In the context of the Ethiopian Health Sector Development Plans, existing policies, approved
guidelines and principles and in accordance with advice from the international community of
organizations supporting Ethiopia in the achievement of the Millennium Development Goals, the
Project Steering Committee supervises the project strategically. Typically, the Steering Committee
decides what actions must be planned and taken in the next year or two and evaluates the actions
taken in the recent past and measures these against the approved plans and project proposal. The
recommendations and decisions taken by the Steering Committee are executed and reported upon by
the ORHB and its subsidiary, the Project Management Unit.

The Steering Committee is constituted by no less than three members (one representative each from
the FMOH, the ORHB and ORIO) while permanent or occasional participation of representatives of
the Oromia Presidency and Finance Bureaus is actively encouraged. The project advisor (see below)
acts as the secretary to the Committee. The Committee can invite additional participants to its
meetings. The FMOH holds the presidency of the Committee.

The Committee meets for the first time shortly after the grant agreement is signed, then meets as
often as it deems necessary (but no less than twice yearly) and ceases to exist by mutual agreement
once the project is fully implemented and operational. The proceedings of the Committee are
registered by the project advisor and are approved by and communicated to its constituting organs.
The proceedings of all Committee meetings are filed by the office of the head of the ORHB.

Project Management Unit

The Project Management Unit is responsible for the full coordination of the execution of all the
different activities of the project. The roles and responsibilities of the Project Management Unit
include:
1. The alignment of project deliverables with FMOH/ORHB objectives;
2. Ensure that the ORIO project is integrated in and supportive of the FMOH/ORHB strategy to
reduce morbidity and mortality;
3. Plan and warrant adequate human resources are budgeted for and made available;
4. Monitor progress of the International Equipment Integrator and other executing agencies on
key deliverables of the ORIO project;
5. Report on progress to ORIO within the ORHB monitoring and evaluation system;
In practice, the Unit must organize and execute all tasks that have been mentioned in the description
of the responsibilities of the ORHB including:
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 Boosting Maternal and Child Health in Wollega: Institutional Plan

6. The distribution and delivery of equipment to 800 health posts;

7. The delivery to and the installation of equipment in 130 health centres, including user training;
8. The construction of two 20 bed wards, 28 maternity waiting homes varying from 20 to 40
beds each in as many as 28 woredas, 10 operating theatre blocks, 10 nine bed wards and 50
staff houses in 10 different health centres;
9. The installation of equipment in the 10 to be upgraded CEmONC Health Centers, 7 existing
functioning hospitals and 9 hospitals under construction and the provision of user training on
all these;
10. Etc.
and the different departments of the ORHB represented in the Unit:
11. Must evaluate and judge compliance with the various contracts resulting from the
procurement processes.

The Unit is basically a dedicated team of external specialists that fall under the direct supervision of
the ORHB that will involve representatives of the different disciplines implicated in the project at the
moment of its meetings. One external specialist will act as the PMU manager and one specialist with
will be dedicated to the construction coordination for this project. It is foreseen that the PMU manager
will be active for 3.5 years, while the construction coordinator will be active for 2.5 year. The
involvement of ORHB specialists in the Unit therefore depends on the stage of development of the
project but typically includes:
a. The head of the ORHB Human Resource Department;
b. The head of ORHB Health Promotion Department; (Health Extension and Environmental
Health Program of ORHB)
c. The head of ORHB Procurement;
d. The head of ORHB Public Works/Infrastructure (Engineering and maintenance unit of ORHB)
as the Construction and Equipment Focal Point,
e. as well as any other representative of a discipline that is involved in the project at the time of
its meetings.
When the International Equipment integrator is active,
f. The project manager of the International Equipment Integrator participates in the Unit as well
and at any time,
g. The Project Advisor is invited to its meetings.
The Unit is supervised by
h. The head of the ORHB or his representative
and can invite
i. Any additional specialist as well as those from the Health Promotion Committee or the
Training Committee.

For the preparation of the tender for the Operational Research to be executed, the Project
Management Unit can constitute a temporary ad hoc committee or invite the existing committees or
selected members of the committees to draw up the documents and monitor results.

Inviting its international member(s) with sufficient anticipation, the Unit meets as often as it deems
necessary, i.e. typically bi-monthly to liaise with the various stakeholders. The Unit’s decisions must
be executed by the different contractors, integrators, teaching institutions, NGO’s and in-house ORHB
departments. The head of the ORHB constitutes the presidency of the Unit or any person designated
by the head. When the International Equipment Integrator is active, it may be requested to act as the
secretariat of the Unit recording the proceedings of the Unit. When the International Equipment
Integrator is not active or when the Unit determines otherwise, a secretary is appointed at the

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beginning of each Unit meeting who takes and distributes the notes of the meeting. Decisions of the
Unit are communicated to the bodies implied and are always communicated to and filed by the head
of the ORHB.

Project Advice and Compliance Office

The Project Advice and Compliance Office is lead by a senior project advisor that has three main
tasks:

Firstly, -in his/her role as project advisor- he/she organizes, prepares and records the meetings of the
Steering Committee and advises the FMOH and the Oromia Government (including the ORHB) on
compliance with ORIO procedures and project related affairs. The project advisor is invited to and can
participate and advise in the meetings of the Project Management Unit on the overall coordination of
the project, procurement, contractual issues, grant disbursement by ORIO, advises the International
Equipment Integrator on the required liaison with local constructors and ORIO required reporting
formats, etc. The project advisor is invited to and can participate and will advise in the meetings of the
Training Committee and the Health Promotion Committee on how to comply most effectively with the
tasks foreseen in the project proposal.

Secondly, the Project Advice and Compliance Office manages a small budget in € to facilitate the
functioning of the two thematic Committees -the Training and Health Promotion Committee- and allow
for the international investments foreseen to be made at the recommendation of these Committees.
Any outlays made by the Project Advice and Compliance Office must be approved by the ORHB and
by ORIO.

Thirdly, -in its role of compliance supervisor- the Project Advice and Compliance Office actively liaises
between the project related organisms and ORIO in The Hague and reports to ORIO on the
compliance of immediate, intermediate and long term project deliverables and objectives. The
judgement of compliance with the various contracts by the different departments of the ORHB
represented in the Project Management Unit will be monitored and -where necessary verified on
compliance with ORIO procedures and requirements for disbursements.

Because of the diverse character of the functions, it is crucial that the tasks of the Project Advice and
Compliance Office be executed by an institution whose representative/s are acceptable both to the
Ethiopian and Dutch authorities. The nature of the tasks -which may also include aspects of mediation
among stakeholders- requires knowledge of the Ethiopian health care system and of ORIO
procedures and makes affinity with development projects that include infrastructure, equipment,
training and health promotion highly desirable.

It is envisaged that the project advisor participate in all Steering Committee meetings and in most
encounters of the Project Management Unit and the two thematic Committees and maintains
continuous contact with all organisms involved in the guidance of the project, facilitating its correct
execution.

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Construction project coordinator

As construction is a critical component of the project in the PMU a dedicated project manager will be
responsible for the planning, execution, monitoring and controlling of the various building activities at
the eligible sites. This project manager should have a construction engineering background and is to
liaise on a regular basis with the focal person in Engineering and Maintenance Unit of the ORHB to
be appointed by the latter. In addition the dedicated construction project coordinator in the PMU will
liaise closely with the international equipment integrator to ensure timely readiness of the sites for the
installation preparations for the medical equipment.

International Equipment Integrator

Through an international competitive tender and bidding process, the ORHB is expected to contract a
renowned international integrator firm. This firm establishes the International Equipment Integrator
that has two main tasks: On the one hand, the International Equipment Integrator must coordinate the
correct integration of the many constructions executed presumably by national constructing
companies with the equipment that needs to be installed in these buildings. On the other hand, the
International Equipment Integrator imports, stores, re-groups, transports, distributes, installs, tests,
performs quality control and provides user training on selected equipment and organizes and secures
warranty and maintenance during five years after installation for those items not maintained by ORHB
bio-medical engineers.

As is the case of the national contractors and equipment suppliers, the tasks of the International
Equipment Integrator are established by contractual agreement with the ORHB and the activities of
the International Equipment Integrator commence as indicated in that contract. The International
Equipment Integrator reports to the ORHB and participates in the meetings of the Project
Management Unit when asked to do so. The International Equipment Integrator has to assure that its
activities are correctly coordinated with the development of the Human Resource Plan and the Health
Promotion Plan. It must support activities geared to correctly execute the Operational Research Plan
of the project.

The International Equipment Integrator will be an international senior project manager and supported
by staff of the Project Management Unit. The International Equipment Integrator will be established
preferably at the ORHB in the capital in order to fulfill all agreed services including setting up the
maintenance of the equipment during the contractual period. The International Equipment Integrator
is expected to act during the implementation phase of the project for a minimum of three and a
maximum of four years.

In the project tender documents, the bidders will be requested to propose an experienced
international project manager to take up the full responsibility for the implementation of the equipment
in correct coordination with the construction activities of the project. The national deputy project
manager will be appointed directly by the ORHB and is preferably a person that works for or is well
related to the ORHB and is knowledgeable about medical equipment and construction of health
infrastructure in the country.

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The roles and responsibilities of the International Equipment Integrator include the following activities:
1. Execute all activities in full compliance with the contract;
2. Liaise with all departments of the ORHB and the FMOH that are of importance in the
execution of the project;
3. Receive instructions from, report to and run (if demanded) the secretariat of the Project
Management Unit;
4. Timely deliver and install the equipment;
5. Provide user training of selected equipment; Instruct and apply standard operating
procedures;
6. Manage and stock recommended spare parts;
7. Implement an equipment monitoring and evaluation system and prepare and execute all
equipment maintenance;
8. Apply health and safety policies and procedures.

In order to ensure the correct installation of the equipment, the International Equipment Integrator
additionally manages an installation unit that will include an experienced system administrator as well
as a number of local specialist technicians, drivers and installation technicians. While the International
Equipment Integrator will concentrate on the practical project execution during the implementation
period, it will collaborate intensively with the Biomedical Engineers of ORHB and FMOH when
decisions about the equipment are involved.

The international project manager’s key roles and responsibilities are listed below:
 Manage the office, supported by specialized project staff;
 Management of all administrative, financial, planning & control aspects of infrastructure and
equipment;
 Technical responsibility for roll-out planning, supply of goods CIF, delivery on site,
preparation of sites, installation, commissioning and implementing; programs on user training
and capacity building during the project process;
 Project and program monitoring based on a critical path to ensure coherence between
various project components;
 Progress reporting towards ORHB and the Project Management Unit;
 Prepare for transition of International Equipment Integrator tasks to the ORHB to warrant a
full integration into ORHB operations at the end of the implementation phase;
 Liaise on a continuous basis with the Project Advice and Compliance Office.

Training Committee

As is described more in detail in the Human Resources Plan, the tasks of the Training Committee will
include the following:
1. Give advice on the preparation of the contents of courses 8A and 8B on triage by health
workers in general and HEW’s in particular;
2. Advise on the preparation and awarding of the tender for course 7 on BEmONC and course
8;
3. Monitor the human resource development plan execution and the employment of personnel in
the woredas selected for the project;
4. Give advice on the detailed structural support to the Wollega training institutions, including:
a. The equipment to be granted;

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

b. Trainers of trainers to be included;

5. Warrant timely coordination with the advance of the infrastructural works and the execution of
the Health Promotion Plan;
6. Any other tasks that the ORHB will require from the Committee.

The Training Committee will be composed of at least three members of whom two are appointed by
the ORHB and one is appointed by ORIO. Depending on the tasks at hand, the Committee can be
expanded temporarily to include additional representatives of the FMOH and ORHB as well as
representatives of the Wollega and other training institutions and/or NGO’s involved in the execution
of the training programme (this is much advised) including possibly representatives of Dutch
educational institutions such as the Utrecht and Maastricht universities or other Dutch NGO’s such as
Rotary Doctors and Cordaid. Invitations to participate in Committee meetings could also be extended
to the Zonal Directorates, midwifery and nursing organizations and representatives as and when
appropriate. The project advisor could be appointed as member of the Training Committee or could
solely act therein as an observer/advisor.

The Committee will meet as frequently as it deems necessary but at least twice yearly from the
beginning of the project until its training programme is completed: it is expected that this would be at
least 6 times but probably no more than 10. The Committee will meet at least twice in Wollega and -in
order to foment cooperation with Dutch educational institutions- at least once in the Netherlands, if
that is considered opportune. The Committee will report to the ORHB through the PMU after each
meeting or at least yearly. The director of the ORHB Human Resources Department may act as the
president of the Committee, while the Committee will appoint an ad hoc secretary that records its
proceedings and decisions. The Committee can invite the International Equipment Integrator and
additional observers from ORHB as and when it deems this appropriate. It can appoint consultants as
needed.

The major part of the training programme will be executed in Birr that will be disbursed directly by the
ORHB and its subsidiaries and other public offices such as the Ministry of Education in case of
Wollega University for instance. Training and Committee activities to be paid for in € will be financed
through the Project Advice and Compliance Office.

Health Promotion Committee

The tasks of the Health Promotion Committee will include the following:
1. Provide advice on the detailed structuring and execution of the Health Promotion Plan;
2. Monitor the execution and results of the Health Promotion Plan;
3. Warrant timely coordination with the advance of the infrastructural works and the execution of
the Human Resource Plan;
4. Any other tasks that the ORHB will require from the Committee.

The Health Promotion Committee will be composed of at least four members of whom three are
appointed by the ORHB (including a representative of the Health Extension and Environmental Health
Programme and the ORHB Health Service Promotion sub-process which also incorporates the Family
Health Department) and one is appointed by ORIO. Depending on the tasks at hand, the Committee
can be expanded temporarily to include additional representatives of the FMOH and the ORHB as
well as representatives of other institutions involved in health promotion, the NGO(’s) that is possibly
involved in part of the execution of the Health Promotion programme (this is recommended) including

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national and/or international specialists in the theme. The project advisor could be appointed as
member of the Health Promotion Committee or could solely act therein as an observer/advisor.

The Committee will meet as frequently as it deems necessary but at least twice yearly from the
beginning of the project until its health promotional programme is completed: it is expected that this
would be at least 4 times but probably no more than 8. The Committee will meet at least three times
in Wollega and -in order to foment cooperation with specialized institutions- and could meet once in
the Netherlands, if that is considered opportune. The Committee will report to the ORHB through the
PMU after each meeting. The Coordinator of the ORHB Health Extension and Environmental Health
Programme, may act as the president of the Committee, while the Committee will appoint an ad hoc
secretary that records its proceedings and decisions. The Committee can invite the International
Equipment Integrator and additional observers as and when it deems this appropriate. It can appoint
consultants as needed.

The major part of the Health Promotion Plan will be executed in Birr that will be disbursed directly by
the ORHB and its subsidiaries and possibly other public offices. Health promotion and Committee
activities to be paid for in € will be financed through the budget that the Project Advice and
Compliance Office has available for such outlays.

Executing agencies

The project will join a large number of executing agencies. Some of these are public and controlled
directly by ORHB as for instance the zonal directorates, the primary hospitals and the Nekemte
College of Health Sciences. Some depend on national institutions as do the Women’s Development
Army and Wollega University. Others -such as the health centres- cater for and are governed by the
local woredas. The participation of all of these institutions in the execution of the project must be
assured by a combination of ‘convincing on compliance’ and ‘serving out orders’ in some cases with
internal or inter-government agreements supported by budgetary support in others.

The involvement of the International Equipment Integrator, the national construction companies and
equipment suppliers and NGO’s will usually be governed simply by contracts.

Next to the ORHB as the exclusive project owner, the organizational build up of this project ensures
ample high quality committees to advise on the optimum execution of the project and to evaluate and
monitor adequate compliance and efficient implementation and operation. The above set-up will
support the planning, timely execution and effective control of the project implementation process to
ensure the various stakeholders can monitor and measure progress and timely grant disbursements
occur.

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 Boosting Maternal and Child Health in Wollega: Institutional Plan

Budget

It is envisaged that the International Equipment Integrator maintains a permanent office in Addis
Ababa during no less than three years preferably at the ORHB while the project is being
implemented. In its role as advisor to and moderator between the Ethiopian and Dutch authorities, the
head and other representatives of the PACO are expected to travel to and fro Addis Ababa (and when
appropriate Wollega) some 21 times in the 3.5 to 4 years to come. The respective budgets of these
vital project entities can be viewed below:

Project Management Unit   times/years  

PMU manager (1) 17.500 3,5 61.250
Construction project coördinator (1) 11.500 2,5 28.750
Accountant (1) 5.000 3 15.000
Administrative/ driving staff (2) 10.000 3 30.000
Office rent/ stationary 6.000 3 18.000
Vehicle 60.000 1 60.000
Operational costs, fuel, ICT, etc. `15.000 3 45.000
Subtotal     258.000

International Equipment Integrator   times/years  

Project manager (1) 80.000 3 240.000
Administrative/ driving staff (1.5) 8.000 3 24.000
Living/schooling expenses 20.000 3 60.000
Office rent/ stationary 5.000 3 15.000
Vehicle 60.000 1 60.000
Operational costs, fuel, ICT, etc. 10.000 3 30.000
International travel 6.500 3 19.500
Subtotal     448.500

Project Advisory and Compliance Office times/weeks  

Project Advisor 3.500 38 133.000
International travel and DSA 2.500 18 45.000
Reporting to ORIO 3.500 6 21.000
Contract national compliance
specialists 3.500 10 35.000
Secretarial support, costs, back office 370 104 38.480
National travel transport costs 782 10 7.820
Subtotal     280.300
Total     986.800

Prepared by the ORHB in cooperation with MANGO Consult v5.4 14