Key Lessons Learned, Challenges Faced and Opportunities Realized

1. Key Lessons Learned, Challenges Faced and Opportunities Realized MIS Group SWHISA Work Planning Session Ghion Hotel, Bahir Dar 05-06 August 2009

2. Key Lessons Learned, Challenges Faced and Opportunities Realized • In general, • the major action plans pertinent to IDDP, ARARI, CPA and EPLAUA delayed in implementation • Major Reasons • The BPR in IDDP and • the spatial/place changes in CPA and EPLAUA • Patience and immediate adjustment to structural changes due to BPR is very much important to properly implement the action plans • The turnovers in human resources and bureau heads • adjusting to these changes needed time and • Re-training of new staff etc. • SWHISA can meet the ICT demands in a phased and self-learnt manner. • In other words, any one intervention package is not applied to all the woredas simultaneously, • but a PIECE MEAL approach, which lessons obtained from one woreda will be one element of strategic approach to the other.

3. Specific Key Lessons Learned, Challenges Faced and Opportunities Realized, Cont… • Water Resource Database System: • Much progress has been achieved in this regard but not without its limitations. • The BPR in BoWRD stretched for a longer period of time and • IDDP experts at Zonal offices are not yet identified and allocated. • Therefore, • The DEPLOYMENT of ARIDDIS has been slow • besides, the training on ARIDDIS system for zonal IDDP experts has been pended. • Key Lessons Learned:

4. Specific Key Lessons Learned, Challenges Faced and Opportunities Realized, Cont… • EPLAUA, CPA and ARARI: • These three bureaus have gone through changes in their buildings. • EPLAUA and CPA have recently moved from C0-SERAR building to the new ARARI compound. • The new ARARI building has been shared with EPLAUA and CPA • One of the SWHISA’s action plans was to assess the MIS needs of the three bureaus.

5. Specific Key Lessons Learned, Challenges Faced and Opportunities Realized, Cont… • Due to the shift in locations and uncertainty created, it was very difficult to pictures the final arrangements of the buildings. • This has created discussion on how to deploy a network that will serve all and how to share and manage resources. • Especially in ARARI: Delay in the procurement of the equipment took a number of months. • This delayed the establishment of Intranet and other services on server-client infrastructure • Key Lessons Learned: • The need for a POOL SYSTEMS among EPLAUA, CPA and ARARI

6. Specific Key Lessons Learned, Challenges Faced and Opportunities Realized, Cont… • Woreda Store Management Systems – the case of Arbaya • Lack of computer was one of the major challenge. • Lack of computer skills was another challenge • Therefore, both computers and training was provided • Still the work has not been started because the store clerk has been moved to another position • Key Lessons Learned: • Its is a risk to invest more time on a one-person office • and provision of store service for the users and at the same time data entry were huge burdens on the store clerk.

7. Specific Key Lessons Learned, Challenges Faced and Opportunities Realized, Cont… • SWHISA database • Very low user response • TRIS9 and SABAK9: • Backlog data is the major issue. • The clarity and type of data available in previous years • differ from the present format. . • what kind of information is needed and • the type of fields that should be collected by the finance unit. • Key Lessons Learned: • Full-fledged report per each field on financial database • is the type of demand felt by the SWHISA management.

8. Key Implementation Strategies • Water Resource Database System: • The merger and split of IDDP with/vis-à-vis BoWRD and BoARD led to loose contact with the responsible body with regard to the system developed • such a to-and-fro swing now settled • “who-is-who” and responsible bodies for various activities clear now

9. Key Implementation Strategies, cont… • Implementation Strategies • Repetitive contact with IDDP experts and head • Training for zonal experts, • scale up the system to incorporate the various database formats, • scale out the system to incorporate woreda IDDP units

10. Key Implementation Strategies, cont… • EPLAUA, CPA and ARARI • Due to the shift in locations and uncertainty created, • it was very difficult to know the final arrangements of the buildings. • This created discussion on how to deploy a network that will • serve all and • how to share and manage resources. • Key Strategy: • Create awareness, understanding and common project concept for implementation of LAN for ECA • Design COST Sharing mechanism for internet fees, deployment costs etc • Deploy a POOL LAN on Intranet, Internet for all the three bureaus

11. Key Implementation Strategies, cont… • Woreda Store Management Systems • Key Strategy: • Scale out the store management system to other woredas

12. Key Implementation Strategies, cont… • SWHISA Database • Key Strategy: • Development of a format and • Document audit by consultants • Deploy a policy of digital reporting to acquaint consultants with the SWHISA database • Publicity of the site: • The database is growing fast as a major knowledge center • this needs to be publicizing so that all users, partner bureaus

13. Key Implementation Strategies, cont… • TRIS9 and SABAK9: • Full-fledged report on financial database is the type of demand felt by the SWHISA management. • Through time, SABAK will test itself and be able to provide financial management information to SWHISA. • Key Strategy: • Management put all its efforts for report generation from SABAK and TRIS • Scale out SABAK to partner institutions after assessing their demand.