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FEDERAL  DEMOCRATIC  REPUBLIC  OF  ETHIOPIA MINISTRY OF WATER RESOURCE
FEASIBILITY STUDY AND DETAIL DESIGN OF BALE GADULA IRRIGATION PROJECT
Waler Works Design and
Supervision Enterprise
(WWDSE)
Intercontinental Consultants
and Technocrats
PVT.LTD.(ICT)Federal democratic republic of Ethiopia-Mlnistry of Water Resources
Feasibility Study and Detail Design of Bale Gadula Irrigation Project
VOL 10-ANNEX 14-
Institutional Study
FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA
MINISTRY OF WATER RESOURCES
FEASIBILITY STUDY AND DETAIL DESIGN OF
BALE GADULA IRRIGATION PROJECT
FINAL FEASIBILITY REPORT
VOLUME 10- ANNEX 14
INSTITUTIONAL DEVELOPMENT STUDY
MAY 2010
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Final Feasibility Study ReportFederal democratic republic of Ethlopia-Ministry of Water Resources
Feasibility Study and Detail Design of Bale Gadula Irrigation Project
VOL 10-ANNEX 14
Institutional Study
List of Volumes in the Final Feasibility Report
VOL1
Executive Summary
VOL 2
Main Report
VOL 3
Annex 1
Meteorological and Hydrological Study
VOL 4
Annex 2
Geological and Geotechnical Investigations
VOL 4
Annex 3
Hydro-geological Study
VOL 5
Annex 4
Soil Survey
VOL 5
Annex 5
Land Evaluation
VOL 6
Annex 6
Socio Economic Study
VOL 6
Annex 7
Settlement Study
VOL 7
Annex 8
Irrigation Agronomy
VOL 7
Annex 9
Farm Mechanisation
VOL 7
Annex 10
Agricultural Marketing
VOL 8
Annex 11
Livestock Study
VOL 9
Annex 12
Environmental Impact Assessment
VOL 9
Annex 13
Watershed Management
VOL 10
Annex 14
Institutional Dev.
VOL 11
Annex 15
Financial & Economic Analysis
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Final Feasibility Study ReportFederal democratic republic of Ethiopia-Ministry of Water Resources
Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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Institutional Study
TABLE OF CONTENTS
LIST OF TABLESHI
LIST OF CHARTSHI
ABBREVIATIONS & ACRONYMSIV
1.  INTRODUCTION1
2.   OBJECTIVt OF THE INSTITUTIONAL STUDY-...................................................................................... 1
3.  SUMMARYOF THE DISCUSSIONS ARE AS FOLLOWS:2
3.1 SUMMARY OF DISCUSSIONS2
4.  PROPOSED PROCEDURES FOR WATER CHARGES AND COLLECTION OF FEES5
5.   INSTITUTIONS TO BE INVOLVED IN IMPLEMENTATION AND OPERATION OF THE PROJECT ...7
5.1  Federal Level7
5.2   Regional Level7
6. ORGANIZATION STRUCTURE9
6.1. High Executive Committee — (HEC)10
6.2. Project Coordination Office (PCO)12
6.3 Steering Committee at Oromia Regional State in Bale Zone13
6.4. Project Implementation Unit (PI U)„.14
6.5 Proposed Organization Structure for the Planning, Design and Implementation Phase14
6.5.1 Project Implementation Unit (PIU)14
6.5.2 Supervision of Construction16
7. PROJECT MANAGEMENT17
7.1  Duties and responsibilities of the irrigation project management17
7.2 Accountability of the Irrigation projects18
7.3  Factors affecting design of Organization Structutre18
7.4 AREAS OF ACTIVITIES OF WUA'S19
7.5 Some important basic Facts of Yaddot project19
7.6 PROPSED ORGANIZATION STRUCTURE FOR THE PROJECT MANAGEMENT21
7.6.1Technical advisory committee21
7.6.2  Project Management Unit (PMU)21
7.6           2.1 Major functions22
7.6.2.2     Proposed Manpower Requirement25
8.   MAN POWER FOR PROJECT MANAGEMENT UNIT/CENTERS28
9.    JOB EVALUATION
10.   CIVIL SERVICE BUREAU OF THE REGION33
11.    PROPOSED METHOD OF JOB EVALUATION35
12.   KEEPING THE CLASSIFICATION PLAN CURRENT40
13.   SALARY SCALE
14.    PROPOSED SALARY SCALE47
14.1         General47
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Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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Institutional Study
14.2         Cost of implementing the proposed salary scale............................................................................55
14.2.1  Cost of Construction Phase.................................................................................................................. 56
143 Cost of Management Phase (PMU)............................................................................................................. 57
14.4  Employee incentives and benefits............................................................................................................. 59
15.    TRAINING......................................................................................................................................................... 61
15.1  YADOT Project Management Center - Staff Training.......................................................................... 61
15.2   Training of Farmers.................................................................................................................................. 62
16.  IMPORTANT ISSUES FOR CONSIDERATION.................................................................................................64
16.1  Crop Trials................................................................................................................................................. 64
16.2   Agro-industry Development.................................................................................................................... 64
163 Livestock Grazing.........................................................................................................................................65
16.4   Housing Accommodation for PMC Staff............................................................................................... 65
16.5   Alternative Institutional Arrangement............. _..................................................................................66
16.5.1    PIU: Implementation Phase................................................................................................................66
16.5.2    PMC: Operation Phase...................................................................................................................... 66
ANNEX 1: JOB DESCRIPTIONS............................................................................................................................... 67
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iiFodoral democratic republic of Ethlopia-Mlnistry of Water Resources Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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Institutional Study
LIST OF TABLES
Table 6.1: Manpower Requirement of Project Coordination Office /Addis Ababa/ ...13 table 6.2: Project Coordination Office /Addis Ababa/15
Table
Table
Table
6.3: 7.1:
PROJECT Project
IMPLEMENTATION
Manager's
7.2:
administration
UNIT15 Office25
Service25
Table         7.3:        Water         Management         &       Env.       Protection         Section26
Table
Table
Table
TABLE
7.4: 7.5:
TECHNICAL TECHNICAL
SERVICES
CIVIL26
SERVICES                    MECHANICAL26
7.6:                   Summary                     of                     Staffing                     Plan27
8.1:
PROPOSED                   qualificat
requirements28
Table  10.1:  JOBS  DISTRIBUTION  IN  SERVICES  AND  GRADES  IN  THE  CIVIL  SERVICE34
Table 11.1: GRADES IN SERVICES ...................................................................................................36
Table        11.2:       in         service         grades         and         general         grade        levels37
Table      11.3:     Proposed      classification      of      jobs      by      type      of      services38
Table
11.4:
Proposed
Job
Grades39
Table 13.1: FEDERAL CIVIL SERVICE SALARY SCALE42
Table 13.2: Salary Scale-WWCE & Regional Civil Service44
table
14.1:
Proposed
Salary
Scale49
Table 14.2: minimum and maximum salaries of job grades, according to the proposed
salary
SCALE54
Table          14.3:         PROJECT         COORDINATION         OFFICE         /ADDIS         ABABA56
table
table
table
14.4:
14.5;
Project
Project
14.6:
Implementation Manager’s
Administration
Unit56 Office57
Service57
table 14.7: Water Management & Env. Protection Section extra required will be..58
table
TABLE
14.8: 14.9:
Technical TECHNICAL
Services
CIVIL58
SERVICES                   MECHANICAL59
Table                 14.10:               Summary                 of                 Cost                 of                 PMU59 Table 15.1: TRAINING OF PROJECT MANAGEMENT CENTER STAFF OF B/GADULA PROJECT ...63
LIST OF CHARTS
chart     l:    Proposed     Organization     set     up     during     Construction     Phase10
Chart               2:             B/GADULA             Irrigation               Project
-             PMC24
Chart            3:           Civil            Service            Salary            Scale-Base            Salaries43
chart              4:             Base              -           Average              -           Max              Salaries45
Chart          5:        OWWCE,        Average          salary          increment          in          grades46
chart 6: Proposed Salary Scale
chart7; Proposed Salary scale
Chart 8: Increment amount in grades as percentage to base salary52 Chart 9: BASE SALARIES OF THE PROPOSED SALARY SCALE53
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Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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ABBREVIATIONS & ACRONYMS
ADLI Agriculture Development-Led Industrialization
Ag&RD
ARBA
Agriculture & Rural Development Awash River Basin Authority
EPA                Environment Protection Authority
IP
Irrigation Project
ha                   hectare(s)
GDRBA          Genale-Dawa River Basin Authority
HEC               High Executive Committee
MDGs             Millennium Development Goals
MoA&RD        Ministry of Agriculture & Rural Development MoWR            Ministry of Water Resources
PCO               Project Coordination Office
PIU                 Project Implementation Unit
PMC               Project Management Center
WSDP            Water Sector Development Program
WUA               Water Users' Association
OWWCE Oromia Water Works Construction Enterprise WWDSE Waterworks Design & Supervision Enterprise
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IVFederal democratic republic of Ethlopia-Ministry of Water Resources
Feasibility Study and Detail Design of Bale Gadula Irrigation Project
VOL 10- ANNEX 14
Institutional Study
1.  INTRODUCTION
The report deals  with Institutional Development for the Implementation and Man agement Stage of the Proposed Bale-Gadula Irrigation Project which lies  in Goro and Sinana weredas in Bale Zone.
The plan for this  project envisages, building of a diversion dam on the perennial river of Weyib to divert water downstream to supply  water for irrigation of crop farms. Water diverted to this  irrigation area is  expected to bring under irrigation an area of 4,500 hectares  net. Currently  there is  some farming in these areas  by small-holder farmers.
It  is  expected  that  several  more  farmers  can  be  brought  in  and  settled  in  1he irrigation projects.
When this  irrigation project is  implemented and becomes  operational it would be necessary  to set up an institutional unit for the irrigation project to manage the infrastructure, that is  the diversion weir, irrigation canals, drainage canals  and road network  and ensure supply  of irrigation water to farmers, and also oversee that proper irrigation and agricultural practices  are applied for sustainability  of the project.
Implementation of the project may  either be independently  at different times  or simultaneously  with other projects  to be implemented in the area, i.e. Welmel and Yadot, depending on the availability  of funds  from the federal government and from international development partners.
2.  OBJECTIVE OF THE INSTITUTIONAL STUDY
The Ministry  of Water Resources  is  financing the design of three irrigation projects in the Bale Zone. When the designs  are completed the three projects  will be implemented. And when the implementation is  completed the operation and management of the infrastructure of each project will be the responsibility  of the MoWR. The objective of this  institutional study  is  to prepare an institutional set-up required to manage the process  of construction and also the operation on behalf of MoWR. The study  will also prepare the list of equipment and manpower required for the entities  to be proposed to manage the irrigation infrastructure created.
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3.SUMMARYOF THE DISCUSSIONS ARE AS FOLLOWS:
Meetings  were held with Joint Meeting with Zonal Sector Chiefs, such as Agriculture & Rural Development Bureau, Water Resources  Development Bureau, Environment Protection, Land Use and Administration Bureau, Pastoralits’
Development Bureau, Oromoiya Oromia Water Woks  Construction Enterprise- Robe etc, Chief Administrator of Goro Woreda, Sinana Woreda Administrator, Oromia Regional State Officials, Oromia Water Works  Construction Enterprise- Addis Ababa
Water   Resources   Development   Bureau,   Oromia   Ag.   &   RD   Bureau,   Cooperative Promotion Bureau.
3.1 SUMMARY OF DISCUSSIONS
The   farmers   are   all   willing   to   contribute   their   share   in   the   operation   and management of the projects as well as during implementation
•    There are few small scale irrigation projects in the zone.
As large scale irrigation is little known in the zone there is need for
training of key personnel to assist them acquire the skill and technique necessary to manage and maintain large scale irrigation schemes
•      Farmers  benefiting  from  an  irrigation  project  are  expected  to  contribute for  its  best  functioning  and  sustainability.  Their  contribution  ranges  from participating   in   the   overall   management   of   the  project  to  daily   routine maintenance     work     and     timely     water     charges     payment.     Such participation  of  farmers  is  better  facilitated  and  coordinated  if  they  are organized   into   water   users   associations.   Training   of   water   users   and the   staff   of   the   wereda   administration   to   be   closely   involved   in   the management    and    maintenance    of    the    irrigation    schemes    is    very important.
•      Resettlement  can  not  be  discussed  at  this  stage  since  detailed  design of the project is not completed
•       Rain   fall   is   increasingly   becoming   scarce   and   need   of   irrigation   is becoming important
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•      There  is  no  limit  of  land  holding  in  the  project  area.  There  are  farmers owning  up  to  10  hectares  of  land.  Even  so,  land  redistribution  will  not be a problem.
•    Project areas are sparsely populated
•      There  will  be  enough  farm  land  to  accommodate  farmers  from  outside the project site.
•     The  law  of  the  regional  state  limits  irrigated  plot  size  at  0.5  hectares  in government financed irrigation projects.
•      Notwithstanding   the   existing   cooperatives   law,   farmers'   membership   in water user' association has to be compulsory
•     The  issue  of  compensation  for  farmers'  property  to  be  taken  or  removed in  the  process  of  implementing  the  irrigation  project  should  be  carefully handled
•      Bale-Gadula  irrigation  scheme  might  pose  an  adverse  effect  on  the  flow of   water   reaching   SOFOMAR,   a   sacred   cultural   heritage   and   tourist attraction site in the zone
•       Shortage   of   skilled   manpower   particularly   in   the   fields   of   imgation, engineering   and   water   management   could   be   a   serious   problem   the project is likely to face.
•      Salaries  for  professional  staff  shall  be  very  competitive  and  attractive  to obtain and retain requisite manpower
•       Agricultural   inputs,   implements   as   well   as   expert   advise,   shall   be supplied   on   time   and   fairly   distributed   to   farmers   to   enhance   their productivity and build confidence on their service providers
•      Marketing  network  and  out  lets  for  agricultural  produces  of  the  irrigation schemes shall be established, maintained and closely monitored.
•      Fintale  irrigation  scheme  in  the  Awash  Valley  was  pointed  at  as  an exemplary  project  to  offer  useful  lessons  on  large  scale  irrigation  project development, operation and management.
•      There  seems  a  need  to  improve  coordination  between  Water  Resources Bureau  of  Oromia  Regional  State  and  the  Ministry  of  Water  Resources in irrigation project planning and development.
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• The following are identified as closely related offices to the irrigation
project:
-Agriculture and rural development
-Environment, land use & administration
-Cooperatives Promotion service
-Pastoralist service
-Health service
The study  team had discussions  with officials  of the weredas. Sinana Wereda has one Kebele to benefit from the irrigation scheme while the neighboring Goro Wereda has  three kebeles  fully  included in the project area and one kebele partly falling in. both weredas  are aware of the advent of the projects  and claim to be capable of assuming the duties and responsibilities expected of them
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4. PROPOSED PROCEDURES FOR WATER CHARGES AND COLLECTION OF FEES
The Ministry  of Water Resources, on behalf of the Federal Government of Ethiopia is  going to invest a substantial amount of funds  by  supporting the financial requirement of the design and construction of the large-scale irrigation project of B/Gadula The main purpose for such a huge investment is  to improve the standard of living of the rural population. Therefore, the level of water charges on the beneficiary  farmers  should not be so high as  to render income of the farmers  unattractive. The farmers  have to be assured of an income high enough to improve their living standard. The idea of water charges  on irrigation farmers needs  to give priority  tc  the well being of the farmers  by  ensuring adequate income for them. The starting point is  that the annual operation cost of the irrigation farm should be borne by  the farmers. This  will be the minimum amount of charge to those benefiting from the irrigation farms. Additional charges  may  be imposed on the beneficiaries  after making sure that the farmers  have still adequate income left for them. An attempt to make full cost recovery  of the irrigation projects  cost through water charges  from the farmers  would impose a very  high financial burden on the farmers  making the project unattractive for these farmers  and therefore unsustainable. Charges  on irrigation projects  have to be based on the principle that the farmers  are left with adequate and attractive returns  from their farms. Therefore, water charges  have to be levied, in such a way  that the farmers  operating the system will still have attractive income from their farms  after the charges  for water used has  been deducted from their gross income.
It will be advisable to make water charges  on volumetric  basis  of water consumed by  the users. Such a system will also encourage the farmers  to economize on water application to their farmers.
As  irrigation farmers  will need to be organized under water users  associations, irrigation water would be measured at the off-takes  of tertiary  canals, where flow measuring devices  may  be installed, after which water users  associations  would
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take  over.  Redistribution  to  farmer  through  field  canals  would  be  carried  out  by the WUA.
Now  as  far  as  the  PMC  is  concerned  it  charges  the  WUA  on  the  basis  of  the amount of water it has used as measured at the tertiary canal off-take.
How  should  the  WUAs’  charge  the  individual  farmers?  As  measuring  of  water used  by  each  individual  farmer  would  be  rather  cumbersome,  the  association  may levy  equal  charges  on  the  farmers  if  individual  farm  areas  are  uniform.  It  may  be necessary  to  make  differential  charges  depending  on  the  cropping  pattern  applied by   each   farmer.   If   the   smallholder   farmers   have   differing   sizes   of   holding,   the charge   should   be   proportional   to   their   areas.   The   PMC   and   especially   the Agriculture   &   Rural   Development   Bureau   have   the   responsibility   to   advise   the WUAs  on  the  mode  of  charging  the  individual  farmers  if  there  is  no  uniformity  in either   area   or   cropping   pattern.   The   simplest   scenario   will   be   a   uniform   land holding  and  the  same  cropping  pattern  for  farmers  under  one  WUA.  In  Oromia where  the  regional  state  has  decided  on  a  uniform  holding  of  half  a  hectare,  the question of differing holdings will not arise.
Farmers  with larger area holdings, say  entrepreneurs  if there are any, should be metered individually  and charged for water used which they  would pay  to the PMC directly.
A   detailed   study   of   water   charges   based   on   realistic   and   acceptable   cropping patterns  would  need  to  be  carried  out  before  deciding  on  rate  of  water  charges. Such  a  study  should  also  consider  the  overall  economic  and  social  benefits  the project  would  create  in  the  project  area  by  increasing  productivity  and  boosting business    transactions,    which    in    turn    would    mean    more    revenue    to    the government.
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Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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5. INSTITUTIONS TO BE INVOLVED IN IMPLEMENTATION AND OPERATION OF THE PROJECT
Following  are  the  government  institutions  that  will  be  more  directly  involved  during implementation and operation of the project:
5.1   FEDERAL LEVEL
•       Ministry   of   Water   Resources:   As   the   owner   of   the   project,   MoWR   is responsible  for  the  design  and  implementation  of  the  project.  It  will  also  be responsible  for  the  actual  implementation  of  the  irrigation  project  For  following up  the  implementation  of  a  similar  irrigation  project  in  the  Lake  Tana  area,  the Ministry  has  set  up  a  project  coordination  office.  There  is  no  institutionalized entity responsible for such an activity within the Ministry.
•    River Basin Authorities:
A   proclamation   for   the   establishment   of   river   basin   authorities   has   been decreed  by  the  government.  To  date  only  Abbay  Basin  Authority  and  Awash Basin    Authority    have    been    established.    Such    river    basins    will    be    fully responsible   for   the   study,   design   and   implementation   of   all   water   resources projects   in   a   particular   river   basin.   The   basin   authority   would   also   be   the supervising  authority  of  the  entity  created  for  the  operation  and  management of an irrigation project.
In  the  case  of  Genale-Dawa  River  Basin,  no  basin  authority  has  been  established. Therefore its responsibility will still remain with MoWR
5.2 REGIONAL LEVEL
•       Water   Resources   Development   Bureau:   During   implementation   this   bureau will   following   up   project   activities   by   participating   in   the   project   steering committee   which   would   be   established   to   facilitate   implementation.   During project   operation,   this   bureau,   in   association   with   the   Agriculture   &   Rural Development   Bureau   would   be   responsible   for   technical   training   of   farmers and   water   users   associations   in   irrigation   techniques,   maintenance   of   field canals, field drains and farm roads and structures.
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•    Agriculture & Rural Development Bureau
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Institutional Study
The Agriculture & Rural Development Bureau will will be involved in the implementation and operation of the project. During implementation this bureau will be a member of the regional steering committee to assist and guide the Project Implementation Unit.
This  bureau will eventually  be the responsible office for providing extension service in irrigation techniques, crop husbandry  and overall agronomic  advice to the WUAs and individual farmers.
•    Environmental Protection. Land Use & Administration Bureau-
This  bureau shall be responsible for assessing compensation requirements  of people to be moved out of the project areas  required for infrastructure and to relocate people not included in the project outside the project. It would also be the responsibility  of this  bureau to select the farmers  to be settled as  farmers  in the irrigation scheme.
•    Cooperatives Promotion Office
This  office will be responsible to organize the farmers  into Water Users’ Associations  and provide required training for Water User's  Associations  in basic administrative and financial management.
The cooperative promotion office of Oromia has  made it clear that the existing cooperative proclamation can be used to form water users'  associations  in the irrigation project and that a new proclamation for irrigation water users  would not be necessary.
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Feasibility Study and Detail Design of Bale Gadula Irrigation Project
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6. ORGANIZATION STRUCTURE
The implementation of the project means  construction of Diversion Weir, construction of canal and Drainage System, Construction of structures, roads, Implementing solutions  of settlement problems, implementation of environmental plan and the watershed management plan etc
The   Project   Coordination   Office   during   construction   is   expected   to   assume   the following major duties and responsibilities
1.    Check  conditions  /legal,  physical,  financial  etc.  I  are  met  to  commence construction
2.     Obtain   the   cooperation   of   concerned   government   offices   and   stake holders  and  coordinate  their  efforts  to  assist  the  project  before  and  during construction
3.     Monitor,   supervise   and   evaluate   progress   of   construction   once   started and
4.     Ensure   payments   are   made   according   to   contractual   agreement   with contractors and consultants
Technical activities  such as  monitoring progress  of construction and checking the quality  of works, checking the correctness  of structures  in accordance with the approved designs, Surveys  required and Geological/ Bearing Capacity  of the soil foundations  and approving payment certificates  in accordance with the conditions of contract (3 & 4) can be directly  performed by  regular professionals  to be employed by  the project office. But some of the functions  in 1 & 2 above can not be carried out by  the project office alone; cooperation and collective effort of various  government organizations  at federal, regional and local levels  is  very necessary.
The proposed organization structure of the project implementation entity recognizes  the importance of these functions. Therefore, two committees, a High Executive Committee at the federal level and a Steering Committee at the zone level, are proposed in the structure to handle most of the functions in 1 & 2.
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Chart i: Proposed Organization set up during Construction Phase
6.1. HIGH EXECUTIVE COMMITTEE - (HEC)
i) The Federal Steering Committee
The federal steering committee is  responsible for the overall management of the project. It also serves  as  advisory  body  for the highest decision making body  - the Ministry of Water Resources. In particular it performs the following:
•     Attracts     screens     and     selects     a     project     coordinator     and     other professional   and   administrative   staffs   for   the   project   coordinator   office and   the   site   office   and   submits   proposals   to   the   Ministry   for   final approval.
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•     Evaluates  progress  reports  and  other  periodic  reports  of  the  project, make  the  necessary  comments  and  amendments  and  submits  to  the higher authority those requiring decisions.
•       Evaluates   project   performance   through   pre-established   evaluation measures  or  standards  and/or  other  means  as  deemed  necessary  and submits evaluation results for the decision of the higher body.
•      Evaluates   periodic   budget   requests   from   site   offices   and   submits proposals to the Ministry.
•     Evaluates  consultant  reports  on  construction  progress  and  requests  for payment -
•     from  the  consultant  and  the  contractor  and  submits  proposals  to  the Ministry.
•       Evaluates   reports   from   regional   steering   committee   and   submits proposals to the Ministry for approval
The High Executive Committee is assumed to act as the highest decision making body in all matters  concerning the project. It shall be located in Addis Ababa, in the Ministry of Water Resources
The purpose of its establishment is to provide general direction, supervision and coordination to the project coordination office to be established by the MoWR To enable the High Executive Committee obtain the attention of offices directly related to the project, it shall be organized as follows
1) Minister of State of the MoWR
2) A representative of the MoA & RD
3) A representative of the EPA
- Chairperson
- Member -Member
The following bureau heads from Oromia Regional State are also suggested to be members of the committee
4) Water Resources Development
5) Agriculture & Rural Development
6) Environment Protection, Land Use & Administration
7) Cooperative Promotion
8) Health
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The Project Coordination Officer shall act as the secretary of the Committee
As the highest executive body for the implementation of the project, the
committee will have the following duties and responsibilities
a)   Make policy decisions regarding project implementation
b)    Review  and  approve  budgetary  requirement  for  the  project  and  request same   from   the   federal   ministry   of   finance   and   supervise   its   proper disbursement and accounting
c)      Communicate    with    relevant    federal    ministries    to    encourage    them participate in project implementation, direct and coordinate their effort
d)    Follow  up  progress  of  implementation  and  take  corrective  measures  in the event of delay or deviation form set plan
6.2. PROJECT COORDINATION OFFICE (PCO)
The project coordination office will be responsible for overseeing the proper project implementation and fund administration, overall management, facilitating smooth communication between the donors  and the supervisory  body, the Ministry  of Water Resources. In particular, the Coordination office will be responsible for:
•    Administration and Transfer of funds, negotiating for release of funds with
relevant government authorities and donors,
•    Scrutiny of requests from the project office and forwarding decision
proposals on the same for consideration of the higher authority.
•    monitoring and evaluation of the construction activities and supervision
works
•      Reviewing  and  evaluation  of  consultant's  reports  and  forwarding  proposals to the higher authority
•        In    coordination    with    regional    stakeholders    and    steering    committee, conducting    long-term    and    short-term    training    need    assessments    and coordinate its implementation
•     Administration  of  funds  for  capacity  building  of  staff  as  well  as  beneficiaries training.
•      Liaison  between  the  site  project  office  and  the  Ministry  of  Water  Resources, the owner of the project.
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• Performance of other related functions as directed by the Ministry.
Tabic 6.1: Manpower Requirement of Project Coordination Office /Addis Ababa/
S.No
Job Title
No of Position
1
Project Coordinator
1
2
Secrertary
1
3
Civil engineer
1
4
Economist
1
5
Financial officer
1
Total
5
6.3 STEERING COMMITTEE AT OROMIA REGIONAL STATE IN BALE ZONE
A steering committee composed of representatives from zonal departments 
related to the project shall be established at zone level to guide and assist the
Project Implementation Unit. It also communicates with project coordination office
on matters of major situations affecting planned progress of construction.
If the three projects  are to be implemented simultaneously  they  shall be served by  one steering committee to be organized at the zonal town, Robe-Goba. Organizing a steering committee for each project would be technically unnecessary and might prove costly
To  benefit  from  his  influence  in  the  zone,  the  head  of  zone  administration  shall chair the committee.
If,   however,   the   projects   are   to   be   implemented   at   different   times,   a   similar committee shall serve each project.
Members of the steering committee shall be zonal department heads of:
a)   Water Resources Development
b)   Agriculture & Rural Development
c)   Environment Protection, Land Use & Administration
d)   Cooperative Promotion
e)   Pastoralists' Development Office
The PIU manager shall act as secretary to the committee.
The main responsibility  of this  committee is  to ensure that the project receive the necessary  assistance from various  departments  of the zone and from the community at large.
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Specific responsibilities of the committee shall be to:
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•     Coordinate  their  sector  activities  in  the  project  area  with  project requirements
•    Take measure to facilitate PIU request for unrestricted movement and construction activity of the project
•    Define required activities by each sector office for unhindered progress of project construction and instruct the relevant office to act accordingly
•    Define preparatory requirements by each sector to improve awareness and  knowledge  of  the  farmers  in  irrigation  farming  and  advise  the relevant sector to take timely action.
6.4. PROJECT IMPLEMENTATION UNIT (PIU)
A Project Implementation Unit shall be established for the Irrigation Project to be located at the zonal town of Robe Consideration has been given to the idea of locating the PIU at the wereda town of Goro. However, as the PIU does not get too involved in the day to day activities of the project, preference is given to locating it at Robe.
In the event that the three projects are to be implemented at the same time, the PIU has to be located at Robe any way.
The overall responsibility of this unit shall be to follow up the construction progress and facilitate matters for unimpeded advancement of project implementation
6.5 PROPOSED ORGANIZATION STRUCTURE FOR THE PLANNING, DESIGN AND IMPLEMENTATION PHASE
6.5.1 Project Implementation Unit (PIU)
The Project Implementation Unit will be accountable to the Project Coordination Office, specific responsibilities of the manager of the PIU are to:
• closely work with the supervising engineer for the irrigation project
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•    monitor construction progress by comparing to planned construction
schedule
•    identify factors causing and likely to cause delay in construction
progress and take timely action to avert such delay
•    communicate with relevant regional bodies for them to take required
action for the smooth progress of construction of the project
•    make periodic report to the Project Coordination Office on matter of
construction of the project
•    review payment certificates submitted by the consultant and dispatch
timely request to the PCO for payment
•    prepare annual budgetary requirement for payment to the contractor
and supervising engineer.
•    perform all other duties required for the smooth progress of the
construction phase.
Manpower    requirement    for    the    Project    Coordination    Office    and    the    Project Implementation Unit is shown here under.
Proposed  salaries  for  jobs  in  the  project  coordination  office  and  implementation units.
Table 6.2: Project Coordination Office /Addis Ababa/
S.No
Designation
No
Monthly Pay
1
Project Coordination Officer
1
6000
2
Secretary
1
3000
3
Civil Engineer
1
5000
4
Economist
1
4000
5
Finance officer
1
4000
Total
5
22000
liable 6.3: Project Implementation Unit
S.No
Designation
No
Monthly Pay
1
Project Manager
1
5000
2
Secretary
1
2000
3
Civil Engineer
1
4000
4
Agricultural engineer
1
4000
5
Head Administration and finance
1
4000
6
Accountant
1
3000
7
Cashier
1
1500
8
Driver
1
1000
9
Guard
3
500
Total
11
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Based on the proposed staffing plan and salaries, estimated annual cost of salary for the PCO is  Birr 264,000 and for the PIU Birr 312,000, i.e a total of Birr 578,000 for the two offices. But there will be extra expenditure on appointing consultant for construction supervision and quality  control and designs  at that stage.
6.5.2 Supervision of Construction
Supervision of construction works, Design of works  at site, Quality  Control and related matters  like Measurement of works, Billing and Payment, Contract Management etc  shall be carried out by  consultant to be appointed for this purpose
In  this  system  Ethiopian  Engineers  cannot  learn  the  Design  or  construction  or  the measurement and billing and contract management.
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7. PROJECT MANAGEMENT
For the project control centers, to be established for the management of the irrigation schemes  an organization structure, staffing plans  and salary  structure is designed considering their size, location, the prevailing labour market and the availability of trained personnel in the locality.
Based on the information so obtained during the study  visits  and discussions  with various  bureaus  of Oromia Regional State and in line with the terms  of reference of the study, the sub-consultant proposes the following:
1.  An organization structure,
2.  A staffing plan
3.  Job evaluation, job grading
4.  A salary scale plan
7.1    DUTIES  AND  RESPONSIBILITIES  OF  THE  IRRIGATION  PROJECT MANAGEMENT
An institutional study  requires, among other information, a clear definition and scope of functions, responsibilities  and mandate of the institution under study. The role and duties  of the irrigation project, as  conceived by  the consultant, can be summarized as follows.
1.  Manage the irrigation schemes and drainage systems
2.  Plan, organize, direct and supervise the operation and maintenance of the
irrigation schemes.
3.  Ensure that enough irrigation water is supplied to all water users and
supervise its proper use.
4.   Review prevailing rate of water charges from time to time and propose
changes if required.
5.  Collect and administer water charges and fees.
6.   Promote the establishment of water users association and encourage their participation in water management and maintenance works.
7.    Assist  water  users'  associations  to  utilize  irrigation  water  properly  and  to contribute  their  share  in  the  up-keep  of  the  and  field  canals,  drains  and farm roads
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8.  Provide technical support to water users
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9.    Take  all  the  necessary  precautions  to  minimize  creation  of  ideal  conditions for vectors of water borne diseases in and around canals and drains.
10. Take  measures  to  compensate  for  the  adverse  impact  of  the  project  on  the surrounding ecology and environment.
11. Manage staff according to the Labour Law.
12. Ensure proper use of personnel, finance and property
13.  Provide  training  to  members  of  water  users’  associations  on  matters  related to  irrigation  water  use,  canal,  drain  and  road  maintenance  and  up-keep  in association with relevant regional offices.
14.  Provide  training  in  record  keeping,  proper  use  of  tools  and  implements  in association    with    regional    Agriculture    &    Rural    Development    and    other relevant offices
7.2 ACCOUNTABILITY OF THE IRRIGATION PROJECTS
Until a basin authority  is  established (Genale-Dawa River Basin Authority) to take over the supervision of the project management center, the MoWR shall assume the responsibility of assisting and directing them.
In this  regard, MoWR may  consider establishing a high powered unit to supervise the PMCs  coming up from various  river basins  until their basin authorities  are established. One of the options  for this  proposal is  to maintain the High Executive Committee for the purpose of supervising PMCs  until their respective basin authorities are established and effectively operational.
7.3   FACTORS AFFECTING DESIGN OF ORGANIZATION STRUCTUTRE
In   designing   an   organization   structure   for   the   irrigation   projects   the   following factors are carefully considered;
a)  The size and geographical locations of the irrigation projects,
b)  Their proximity to major urban centers,
c)   The role of regional go vernment offices and the type of assistance they are expected to offer,
d)  Availability of human and material resources necessary for the projects management, and of course implementation.
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e)  The objective and major duties of the irrigation projects
f)   Prevailing wages and salaries
g)  Experiences of similar organizations.
It is assumed that all water users will be organized into associations. To ease the burden of the project management center in its  dealings  with individual water users, some sort of water users  associations  have to be formed to help farmers promote their interest and to assist them contribute their share in the processes of irrigation water management and to ensure steady  supply  of water to their agricultural fields.
7.4 AREAS OF ACTIVITIES OF WUA’S
Areas  of  activities  where  Water  Users  Associations  can  usefully  participate  in water delivery and management are
a)  farm roads maintenance and up-keep
b)  field canals and field drains maintenance and upkeep
c)  irrigation water programming and distribution
d)  depute project management within farms
e)  water charges and fees collection
f)   protection of water from pollution and unhygienic practices
g)  information and feed-back trafficking ?
h)  facilitation of training, awareness creation and coordination of efforts among members to enhance group efforts.
7.5 SOME IMPORTANT BASIC FACTS OF YADDOT PROJECT
The  assumptions  for  the  proposed  organization  structure  of  B/Gadula  Irrigation Project are:
>   B/Gadula Irrigation Project has an estimated net command area of 5,065 ha
>   It is understood that the diversion weir has two outlet gates, one on each bank of the river Weib. .
>   There will be 160 outlet gates from the diversion, main canals and secondary canals Of these 141 are tertiary off-takes
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>   Number of outlet gates to be assigned to an attendant depends on the size and location of off-takes. Thus 1 attendant is assigned for the outlets at the weir.
>   Thus the required number of attendants per shift is 20.
> It is  assumed that irrigation would be carried out 24-hour a day. Gate attendants will be deployed for two shifts, a night and a day shift. Hence the total number of attendants would 40
>   Equipment & machineries requirement for civil works maintenance of the major infrastructure of the project are:
o Heavy equipment
■   Motor Grader 150 HP                      2
■   Dump Truck 10M3
■   Backhoe Excavator o Miscellaneous Transport
■   Flat Bed Truck 
■   Tractor 2WD
*    Trailers 4.5 tons 
•    4WD SW hard top
4
-2- -1- -1- -1- -1-
•  4WD Double Cabin Pickup -2-
■ 4WD Single Cabin Pickup -4-
* Motor Cycle
■   Bicycles 
-4-
15
> Procurement and acquisition of equipment and machineries  should be completed in the early  stage of the project implementation depending on the progress of project development
>    Maintenance  of  water  supply  conveyance  and  drainage  canals  consists  of removal of deposited silt material to maintain initial design capacity.
> Field canals  and field drains  maintenance, water distribution activities  to farmers after the after tertiary off-take gates and all manual activities in the process  of irrigation and drainage network  maintenance and upkeep are to be carried out by water users' associations.
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> Water users' associations are assumed to be responsible for collecting
water charges from individual members and hand over to the PMC.
A water gate is earmarked for one water user association in this case with varying number of members. It may  be possible for a tertiary  canal to deliver water to more than one water user associations, depending on the size of land holding of farmers, which may  not be the case in this  project as  Oromia decision limits ownership to half a hectare.
7.6 PROPSED ORGANIZATION STRUCTURE FOR THE PROJECT
MANAGEMENT
7.6.1Technical advisory committee
The Proposed Organization Structure for B/Gadula has  a Technical/Advisory Committee, two line sections; Water Management & Environment Protection and Technical Sections and one support service, Administration Service.
1. Technical/Advisory Committee will be composed of:
a.   Head, Woreda Administration
b. Head, Water Resources Development Desk
person
Chair person D/Chair
c.   Woreda Agricultural and Rural Development Desk
Member
d.   Head, Woreda Cooperatives Organization Desk
Member
e.   Head, Land Use Admin. & Environment Desk
Member
The PMC shall act as secretary for the committee.
The role of the committee is to advise the PMC achieve its goal by providing technical assistance and expertise in various fields.
7.6.2 Project Management Unit (PMU)
The PMU will be under the Genale-Dawa river Basin Authority  when the latter is created Before the creation of this  Authority  however, the PMU will be supervised by a high powered committee of the MoWR.
This  will  be  situated  near  to  the  Command  for  efficiency  and  nearness  to  the farmers and will be decided in Infrastructure Studies.
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7.6.2.1  Major functions
Major Functions of PMU units in the organization structure can be outlined as 
follows;
1.  Manager: B/Gadula PMU: The manager of the scheme will be accountable
to the High Executive Committee temporarily, until the basin authority is established
The manager will be responsible for the over-all planning, organizing,
coordinating and controlling of the activities of the PMC
2.  Administrator
Administrative Section will be responsible for
a personnel administration
b.         book keeping and accounting
c Store administration
d.  general service provision
e.  records management
3.  Water Management & Environment Protection Section
Water  Management  &  Environment  Protection  Section  will  be  responsible for:
a.  water supply and control
b.  environment and health protection
c.  permit and fee collection and management
d.  data collection and management on water supply and use
4.  Technical Section Civil and Mechanical
Technical Section Civil and Mechanical will be responsible for
a.  Construction Supervision of Infrastructure, Buildings , Roads, Diversion Weir, Main, Secondary and Tertiary canals, Network structures.
b.  Flood protection dykes if any
c.   Drainage systems
d.  Maintenance of equipment, machineries, vehicles etc.
All repair and maintenance of equipment, machineries, vehicles, motor cycles etc would be handled by a central workshop. The number of technicians, suggested in this report, to be assigned to the central workshop is only for the initial phase.
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Additional  technicians  may  have  to  be  recruited  from  time  to  time  as  the  need arises.
The  proposed  organization  structure  and  manpower  for  the  B/Gadula  Irrigation Project, PMC is presented on the following pages.
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7.6.2.2   Proposed Manpower Requirement
Though the three project management centers  are going to have similar organization structures  they  will slightly  vary  in their manpower needs, particularly at their middle and lower echelons. Yadot & B/Gadula Project Management Centers have similar staffing plan except for their Gate keepers.
The proposed staffing plan for B/Gadula project management Unit is as follows.
Table 7.1: Project Manager’s Office
S.No
JOB TITLE
No oof Positions
Grade
1
Project Manager
1
15
2
Secretary
1
8
Total
2
Table 7.2: Administration Service
S.No i
JOB TITLE
No oof Positions
Grade
3
Head, Administration Service
1
13
4
Secretary Typist
1
6
5
Personnel Officer
1
10
6
Clerk, Personnel & General Service
1
4
7
Clerk, Records and Documentation
1
4
8
Training Officer
1
10
9
Head, Finance Service
1
13
10
Accountant
2
9
11
Head, Stores
1
8
12
Purchaser
1
7
13
Store Keeper
1
5
14
Cashier
1
7
15
Driver II
1
7
16
Driver I
9
5
17
Assistant Driver
1
18
3
Head, Guard
1
19
Guard
3
6
20
Cleaners
2
4
Total
1
35
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Tabic 7.3: Water Management & Env. Protection Section
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Institutional Study
S.No
JOB TITLE
No oof Positions
Grade
21
Head, Water Management Unit (Irrigation Engineer)
1
14
22
Head, Environment Protection & Sanitation Unit
1
12
23
Water Management Expert
1
10
24
Environment Officer
1
10
25
Gauge Readers and Gate
operators Diversion Weir
6
3
26
Gauge Readers and Gate operators at other Regulators
8+
3
27
Statistician
1
9
28
Data collectors
2
4
29
Wireless operators
4
4
30
Messengers
6
2-
Total
31
♦Gauge readers will be appointed as per requirement
Tabic 7.4: Technical Services CIVIL
S.No                 JOB TITLE
No oof Positions
Grade
30
Head Technical Unit
1
14
31
Head Civil Engineer
Diversion weir
1
13
31
Foreman Civil Eng Diversion
weir
2
10
32
Head Civil engineer Canal
System
1
13
33
Foreman Civil Eng Canal
system
4
10
34
Supervisors
6
8
33
CAD Operator
1
5
Total
16
Table 7.5: Technical Services Mechanical
S.No
JOB TITLE
No oof Positions
Grade
35
Head Mechanical Unit
1
13
36
Machine Operator
2
7
37
Assistant Machine operator
2
5
38
Head Workshop
1
12
39
Maintenance Foreman
1
10
40
Senior Mechanic
1
9
41
Mechanic
1
8
42
Electrician
1
6
43
Welder
1
6
44
Assistant Mechanic
4
5
Total
15
The staffing plan proposed for the Project Management Center is summarized in the following table:
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Tabic 7.6: Summary of Staffing Plan
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Institutional Study
Section
Number of Staff
Project Manager’s Office
2
Administration Section
35
Water Management
Section
31
Technical Section civil
16
Technical; Section
mechanical
15
Total
99
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8. MAN POWER FOR PROJECT MANAGEMENT UNIT/CENTERS
Tabic 8.1: Proposed qualificat requirements
[ S.No
Job Title
Qualification Required
Experience
Trai n ing
1
Cleaner
8  grade
th
2
Guard
8  Grade
:n
/1 month/
3
Head, Guard
8 lh Grade
2 years
4
Gate Keeper
10* Grade
5
Data collector
10,n Grade
2 years
6
Clerk
H,n Grade
7
Store Keeper
12  Grade Complete
,n
1 year
8
Secretary Typist
10*2 in Secretarial Science
2 years
9
Purchaser
12  grade complete
th
10
Cashier
12  grade complete
th
Security deposit
11
Secretary
College Diploma in Secretarial
Science
2 years
-
12
Head, Stores
College Diploma in Supply
Management
2 years
13
Assistant Diver
lO* Grade
1 year
Driving Licence
14
Driver I
10* Grade
2 years
Driving License
15
Driver II
10lh Grade
2 years
Driving License
16
Assistant
Mechanic
Certificate in Auto mechanic
2 years
17
Welder
Certificate in Welding
2 years
18
Machine Operator
10^ Grade
6 years
License
19
Electrician
College Diploma in auto electricity
20
Mechanic
College Diploma in auto mechanic
21
Senior Mechanic
College Diploma in auto mechanic
22
Accountant
College Diploma Accounting
2 years
23
Statistician
College Diploma in Statistics
2 years
24
Training Officer
College Diploma in Management
4 years
25
Environment
Officer
College Diploma in environment
science
4 years
26
27
Personnel Officer
College Diploma in Management
6 years
28
Maintenance
Forman
College Diploma in Aeromechanics
6 years
29
Civil Work Forman
College Diploma in Civil
Engineering
6 Years
30
Supervisors
Class 10‘  pass
n
31
CAD operators
Diploma in CAD Operation
2 years
32
Foreman Civil
Diploma in Civil engineering
2 years
33
Head, Workshop
BSC in Mechanical Engineering
4 years
34
Head Mechanical
Unit
BSc in Mechanical Engineering
4 years
35
Head, Civil Works
Unit
BSc in Civil engineering
2 years
36
Head,
Environment Protection unit
College Diploma in Environment
Science
6 years
37
Head, Water Management Unit
BSC in Civil Engineering/lrrigation Engineering
6 years
38
Head, Finance Service
BA in Accounting
6 years
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39
Head,
Administration
Service
BA in Management
6 years
MO
Civil Engineer
BSc in Civil engineering
2 years
41
Head, Technical Section civil
BSC in Civil Engineering
6 years
M2
Head, Water management Unit
BSC in Hydrology or Irrigation Engineering
6 years
43
PMC Manager
BSC in Civil Engineering
6 years
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9.   JOB EVALUATION
Job evaluation is  an over-all activity  involving an orderly, systematic  method and procedure of ranking, grading, and weighting of jobs  to determine the value of a specific  job in relation to other jobs. It is  important that the wages  paid to each employee be properly  related to the demands  of his  job and to the wages  paid to employees  in other jobs. A salary  an employee receives  in relationship to what others  receive often matters  more to him than his  actual pay. Internal inequities  of pay  structure in an organization can result in labour disputes, grievances  and loss of employee morale and at the end of the day  low performance. Hence, every effort must made to establish wage differentials  between jobs  of varying levels  of importance to an organization on objective and generally accepted basis.
Job  evaluation  takes  into  account  all  requirements  and  surrounding  conditions  of the  job.  Among  its  many  uses  in  personnel  management,  job  evaluation  provides the  means  to  guide  the  employer  and  employees  in  the  bargaining  process  and facilitates  wage  adjustments.  It  also  serves  as  a  measuring  stick  to  compare  and to measure the value of jobs based on selected common denominators.
Job evaluation is  a very  important management tool to establish a sound program for employer-employee relations. It affects  personnel administration and labour relations. If properly  applied, job evaluation eliminates  most of the guesswork, ambiguities  and prejudices  in deciding salaries  and wages. It helps  to avoid internal inequities and to establish a fair and equitable basis for salary payments.
There are four basic methods of job evaluation known to-date
1.  Ranking Method
2.   Job Classification or Predetermined Grading Method
3.   Factor Comparison Method, and
4.   Point Rating Method
The  first  two  methods  are  usually  referred  to  as  non-analytical  methods  while  the latter are known as analytical methods.
The Ranking Method
This   method   is   the   simplest   of   all   job   evaluation   methods.   It   merely   evolves weighing the whole job, without splitting it into its various elements and evaluating
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Institutional Study
them   against   selected   factors,   and   placing   it   in   order   of   its   demands   it   is considered  to  make  on  its  occupant.  Like  all  the  other  methods  of  job  evaluation,  it requires   the   use   of   job   descriptions   to   classify   jobs   into   grades.   Without   job descriptions   job   classification   of  jobs  will  depend  on  human  memory   and  some important   of   jobs   are   likely   to   be   overlooked.   A   brief   job   description   that summarizes   basic   duties   and   requirements   is   adequate   for   the   purpose   of   job ranking.  This  method  of  evaluation  is  usually  employed  to  classify  jobs  in  small enterprises.
Its advantages are that it is relatively the most simple, less costly and less time
taking than all other methods of classification. However, since evaluation of jobs is 
based on incomplete and subjective parameters it is some times superficial and
leads to the ranking of the jobholder rather than the job. The result of the
evaluation heavily depends on the knowledge of the analysts about the job, which
becomes increasingly scanty with increasing number of jobs.
Job Classification or Predetermined Grading Method
Job Classification or Predetermined Grading Method is  the most widely  used job evaluation method for jobs  in government and service occupations  in many countries  including Ethiopia and the United States  of America. It has  been in use in the Ethiopian Civil Service since 1974 G.C. Since then it has  been introduced to many public and private enterprises.
Like the ranking method, it is  non-analytical and jobs  are not broken down into their component parts. Jobs  are classified based on discernible differences  in degrees  of skill, responsibilities  and other characteristics. This  method is  also simple, inexpensive and easy  to apply  and explain. In organizations  with small range of jobs, results  could be satisfactory  It becomes  less  and less  effective with increasing range of jobs. The other major advantage of this  method is  that it is sufficiently flexible to adjust job grades to changing conditions.
Factor Comparison Method
Factor comparison method is a less refined and complicated method of evaluation as compared to the other methods. It is not very widely used in both public and
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private enterprises. It can be considered as  a method of evaluation that is  more systematic  and promising better results  than the two non-analytical methods mentioned above. However, it is  quite difficult to explain the processes  and results of the evaluation to workers.
Point Rating Method
Point  rating  method  combines  comparative  analysis  of  job  contents  in  respect  of factors  with  principles  of  grading  or  classification.  It  involves  selecting  and  defining factors  to  be  used  to  evaluate  jobs,  determining  the  number  of  degrees  for  each factor  of  evaluation,  and  assigning  point  values  to  each  degree  of  each  factor.  Job descriptions  are  then  prepared  based  on  the  set  factors  and  degrees.  As  a  result, this  method  is  considered  less  subjective  and  yield  better  result  than  the  factor comparison    method.    It    is    not    entirely    objective;    the    selection    factors,    the definitions   of   degrees   and   point   values   involve   various   arbitrary   and   subjective considerations.  It  is  not  also  as  flexible  as  the  two  non-analytical  methods.  It  is widely used in manufacturing industries.
In all these methods, a better result can be achieved if a committee composed of members having enough insight about both the method of evaluation and the contents and requirements of jobs to be classified.
To help it identify the most widely used job evaluation method and the prevailing pay situations in the region, the sub-consultant has conducted a brief survey in few regional organizations. All organizations visited by the team employ the job classification or job grading method. The experience of the civil service bureau of the region is presented on the following pages.
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10. CIVIL SERVICE BUREAU OF THE REGION
Job  Classification  or  Predetermined  Grading  Method  is  applied  in  all  regional civil  service  organizations.  Like  in  all  other  regions,  its  job  classification  and  civil servants  pay  structure  is  based  on  the  federal  civil  service  classification  method and  salary  scale.  Accordingly  the  Federal  Civil  Service  Position  classification  plan jobs   are   first   grouped   into   the   following   six   types   of   services   based   on   their general characteristics.
1.  Custodial and Manual Service
2.  Trades and Crafts Service
3.  Fiscal and Clerical Service
4.   Sub-Professional Service
5.  Administrative Service
6.   Professional Service
Then, according to the difficulties  and complexities  their duties  or functions, they are further classified into various  grades  within the services. There are 18 job grade levels in the federal civil service salary scale.
Custodial manual jobs  are classified into the lower grades  of the scale and professional jobs  occupy  the highest salary  grades. Custodial manual jobs  start at grade level one and extend as  high as  grade level V while professional jobs  start at grade level X and rise up to the highest grade level in the scale. See job groupings into six types of services and eighteen grades on the following table.
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Table 10.1: jobs distribution in services and grades in the civil service
VOL 10-ANNEX 14
Institutional Study
S e r v  ices
Grade
C&M
T&C
F&C
Sub-P
Admin.
Prof&Sc
XVIII
9
XVII
8
XVI
-
9
XV
8
6
XIV
' 12
7
5
■ ■ ■■■■
XIII
12
11
• - v*—'-rTze- '
6
■
4.
. . i ■■r
XII
11
10
5
3
XI
10
10
9
4
2
.’■.-
X
9
9
8
3 :
1
■
IX
8
8
7
2
VIII
7
.7'
6
.-?-
VII
6
5 ..
VI
! • 5
5
V • ■ rd* 1 >
4
■.:
V
5
4
4
3
IV
4
3
t 1.
3
2
III
'3
2
1 '■
II
2
1
1
• • ■
1
1
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1Federal democratic republic of Ethlopla-Mlnistry of Water Resources
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11.  PROPOSED METHOD OF JOB EVALUATION.
The consultant has  carefully  considered the strengths  and weaknesses  of all methods of job evaluation in light of the types, number and characteristics of jobs in the PMC and has  found the job classification or job grading method most appropriate for three major reasons.
1.  It is quite flexible to adjust to changing situations and simple to apply
2.  The number of jobs in each/the PMC are very few
3.  This method is the most widely used in Ethiopian public organizations 
Jobs in the PMC can be categorized into five major groupings or services 
according to their general characteristics -
a)  Manual Service
b)  Clerical Service
c)  Technical Service
d)  Professional Service
e)  Administrative Service
Jobs that are mainly composed of physical activities are grouped into the manual service. Jobs whose major duties are related to clerical and records management functions are grouped into the clerical service. Jobs whose duties require some sort of technical skills and professional knowledge are classified in the technical service. All professional jobs that require a minimum of a university degree for a satisfactory  discharge of their duties  are grouped into the professional service. Administrative service comprises  jobs  whose functions  are predominantly planning, organizing and supervising the activities of subordinates.
This  broad job grouping into services  according to similarities  of general characteristics in their activities is the first step in the evaluation process. Within each of these major groupings, an effort is made to determine the significantly different levels  of job difficulty  ranging from the least demanding to the most demanding. Jobs are classification into levels of grades within a service to decide upon the relative worth of the job.
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The following factors are used to evaluate jobs into grade levels
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Institutional Study
1.  Difficulties and complexities of duties and responsibilities of jobs
2.  Conditions under which work is performed
3.  Qualifications and skills required from a job holder to satisfactorily perform the job
All jobs are then evaluated according to these factors to determine their relative worth and the outcome of the evaluation is presented on the following table.
Table 11.1: g r a d e s in services
C&M
1
•• .
2
Tv. ’’ .■
3
~ ......... ...........
'. • * 1 -*• < a , .
Finally, Jobs in the lowest grades of each general grouping are weighed against jobs in similar grades of the other grouping on the basis of the selected factors to determine grade levels of all jobs in the PMC. See table on the next page.
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Table 11.2: in service grades and general grade levels
VOL 10- ANNEX 14
Institutional Study
Grade
C&M
Clerical
Technical
Professional
Administrative
15
5
14
S’’
13
SHSk" t
3
.    .. re     :
12
2
11
-
3
•
10
•
2
'•■y? '•? ' ■ • 
• ■
9
7
• - - * • >
1
. ‘ »J 1
8
6
. » .1
6
7
5
5
6
4
4
'•-
5
3
• . •ft*. ' 1 \
3
'
4
2
2
3
'V ’                     ’ • '*•
3
•a        ’   • 4 ■    •     . - S'
1
1
2
1
1
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Tabic 11.3: Proposed classification of jobs by type of services
Grade
C&M
Clerical
Technical
Professional
Administrative
1
Cleaner
2
Messenger
Guard
3
Head, Guard
Gate Keeper
Ass. Driver
4
Clerk
Data collector
Assistant Machine Operator
5
Secretary Typist
Driver I
6
Store Keeper
Welder
Assistant Mechanic
7
Purchaser
Cashier
Driver II
Machine Operator
8
Secretary Head. Stores
Electrician
Mechanic
9
Senior Mechanic
Accountant
Statistician
10
Training Officer Sanitation Officer Environment Officer Personnel Officer
11
Civil Works Foreman
Maintenance Forman
Head, Water Management Unit Head, Environment & Sanitation Unit
12
Head Civil Works Unit Head, Workshop
Head, Water Management unit Head, Environment protection and sanitation unit
13
Head, Administration
Head, Finance
14
Head, Water management Head. Technical Unit
15
Manager, Project Management
Center
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Table 11.4: Proposed Job Grades
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Institutional Study
JOB TITLE
GRADE
Manager, Project Management Center
15
Head, Water Management & Env. Prot. Section Head, Technical Section
14
Head, Administration Service Head, Finance Service
13
Head. Mechanical Section
Head, Workshop
Head Civil Works Unit
Head. Environment Protection & Sanitation Unit Head, Water Management Unit
12
Maintenance Foreman
Civil Works Foreman
11
Sanitation Officer
Environment Officer
Water Management Officer
Training Officer
Personnel Officer
10
Senior Mechanic
Accountant
Statistician
9
Electrician
Mechanic 
Secretary
Head Stores
8
Machine Operator
Purchaser
Cashier
Driver II
7
Welder
Secretary Typist
6
Store Keeper
Assistant Mechanic
Driver I
5
Clerk
Data collector
4
Gate Keeper
Ass Driver
Head, Guard
3
Messenger
Guard
2
Cleaner
1
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12. KEEPING THE CLASSIFICATION PLAN CURRENT
Like all other personnel plans, a position classification plan is subject to change and revisions. It can be affected by many factors, internal and external. Here are the major factors that necessitate reclassification of jobs, adjustments or revisions of the plan
a)  Changes in technology that substantially affects the contents of jobs.
b) Changes in the role and function of the organization that may lead to reorganization of jobs and/or creating new jobs
c)  A material change in the duties and responsibilities of a job
d)  Emergence of additional information concerning contents of jobs already classified.
After the installation of the initial classification plan, if management finds sound justifications to create and classify new jobs or to reclassify existing ones it has to make every effort to carefully consider the installed general classification plan and to objectively apply the factors of evaluation defined in this manual.
Revision of a classification or reclassification of jobs shall be the concern of high level management; if it is abused or handled wrongly it may result in colossal personnel cost and labour problem. It can be initiated at a middle level or by an employee concerned. However, it must come to the attention of the head of the PMC for his/her decision.
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13. SALARY SCALE
Based on their duties, responsibilities  and required qualifications, jobs  are classified into 15 grades as shown above. To determine salaries for jobs classified into these grades  a brief salary  scale survey  was  conducted to capture the prevailing pay conditions in the region. Salary scales of high-paying institutions are carefully weighed against the national salary scale of public servants that has an enormous coverage in the country.
Salary  Scales  of  the  federal  civil  service  and  the  Regional  Water  Works Construction Enterprise are presented on the following pages.
Oromia Water Works Construction Enterprise's salary scale has 20 grades. The base salary for the lowest grade is Birr 425 and Birr 5893 for the highest grade.
The salary scale of Water Works Construction Enterprise can be described as one of few highly paying scales in the region. It is by far higher than the federal civil service scale.
The federal civil service salary scale has similar structure with minor differences. Like waterworks’ scale it is an integrated salary scale with overlapping salaries in grades. There are 18 grades each having 10 step salaries. Base salary for the lowest grade is 320 Birr and the base salary for the highest grade is 3152 Birr
The federal civil service salary scale provides salary increments every other year and it is applied in almost all federal and regional public services. As a result, position classification method is the most familiar method in the Ethiopian public service.
Base salaries and salary increment rates of both salary scales are presented on the pages following the salary scales. From the charts one can easily discern the differences in their base salaries and salary increments rates.
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41Federal democratic republic of Ethiopia-Ministry of Water Resources Feasibility Study and Detail Design of Bale Gadula Irrigation Project Table 13.1: Federal Civil Service Salary Scale
VOL 10- ANNEX 14
Institutional Study
Step Salaries
Grade
Base
Ceiling
1
2
3
4
5
6
7
8
9
1
320
338
357
376
397
419
441
464
488
513
539
II
357
376
397
419
441
464
488
513
539
567
595
III
397
419
441
464
488
513
539
567
595
626
658
IV
441
464
488
513
539
567
595
626
658
692
727
V
513
539
567
595
626
658
692
727
763
801
841
VI
595
626
658
692
727
763
801
841
884
928
973
VII
692
727
763
801
841
884
928
973
1019
1068
1119
VIII
801
841
884
928
973
1019
1068
1119
1172
1228
1287
IX
928
973
1019
1068
1119
1172
1228
1287
1347
1410
1476
X
1068
1119
1172
1228
1287
1347
1410
1476
1545
1617
1692
XI
1228
1287
1347
1410
1476
1545
1617
1692
1770
1851
1935
XII
1410
1476
1545
1617
1692
1770
1851
1935
2023
2115
2211
XIII
1617
1692
1770
1851
1935
2023
2115
2211
2312
2417
2527
XIV
1851
1935
2023
2115
2211
2312
2417
2527
2642
2762
2886
XV
2115
2211
2312
2417
2527
2642
2762
2886
3016
3152
3294
XVI
2417
2527
2642
2762
2886
3016
3152
3294
3442
3597
3752
XVII
2762
2886
3016
3152
3294
3442
3597
3752
3913
4081
4250
XVIII
3152
3294
3442
3597
3752
3913
4081
4250
4426
4610
4801
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Chart 3: Civil Service Salary Scale-Base Salaries
CS18 Salary Scalo; Baso Salarios
3150 3000 2850 2700 2550 2400 2250 2100 1950 1800 1650 1500 1350 1200 1050
900 750 600 450 300 150
0
-I 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Grade
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VOL 10- ANNEX 14
Institution
al Study
Table 13.2
: Salary Sc
ale-WW
CE & R
egional
Civil Ser
vice
Grade
Base
1
2
3
4
5
6
7
8
9
10
11
Ceiling
1
425
438
454
473
487
504
525
542
563
588
611
641
675
2
473
487
504
525
542
563
588
611
641
675
703
739
780
3
525
542
563
588
611
641
675
703
739
780
812
854
903
4
588
611
641
675
703
739
780
812
854
903
939
985
1038
5
675
703
739
780
812
854
903
939
985
1038
1081
1136
1200
6
780
812
854
903
939
985
1038
1081
1136
1200
1254
1325
1406
7
903
939
985
1038
1081
1136
1200
1254
1325
1406
1492
1603
1732
8
1038
1081
1136
1200
1254
1325
1406
1492
1603
1732
1784
1852
1930
9
1200
1254
1325
1406
1492
1603
1732
1784
1852
1930
2014
2124
2250
10
1406
1492
1603
1732
1784
1852
1930
2014
2124
2250
2343
2464
2604
11
1732
1784
1852
1930
2014
2124
2250
2343
2464
2604
2730
2893
3082
12
1930
2014
2124
2250
2343
2464
2604
2730
2893
3082
3250
3469
3721
13
2250
2343
2464
2604
2730
2893
3082
3250
3469
3721
3865
4051
4267
14
2604
2730
2893
3082
3250
3469
3721
3865
4051
4267
4413
4602
4821
15
3082
3250
3469
3721
3865
4051
4267
4413
4602
4821
4975
5176
5407
16
3721
3865
4051
4267
4413
4602
4821
4975
5176
5407
5535
5701
5893
17
4267
4413
4602
4821
4975
5176
5407
5535
5701
5893
6021
6187
6379
18
4821
4975
5176
5407
5535
5701
5893
6021
6187
6379
6805
7360
8000
19
5407
5535
5701
5893
6021
6187
6379
6805
7360
8000
8237
8464
8900
20
5893
6021
6187
6379
6805
7360
8000
8237
8464
8900
9170
9325
9500
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Chart 4: Base - Average - Max Salaries OWWCE
10000 9000 8000 7000 6000 5000
4000 3000 2000 1000
0
1     2      3      4      5      6      7      8      9     10    11    12    13    14    15    16    17    18    19    20
45Birr
.□ u u
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14.   PROPOSED SALARY SCALE
14.1 GENERAL
It  has  been  said  by  many  students  of  management  that  wages/salaries  are extremely important both to an organization and its employees. Many agree that one of the foremost reasons why an employee is concerned about his wages is because  it  has  an  important  bearing  on  his  standard  of  living.  His  wage determines his comfort, the services and financial support that he can provide for his family. The amount of his salary greatly influences his social status. It also serves as a measure of his contribution to his organization. For these, among other reasons, both the amount that he earns in relation to other individuals and the absolute amount of his wages are important to him and to his family.
Wages are important to organizations too; because it stands high on the list of their recurrent expenditure. It is  also important to organizations  since compensation is reflected in employee morale, job satisfaction and consequently performance.
The major objectives to be achieved in designing, installing and administrating a satisfactory compensation plan are:
a)   to attract and maintain a productive and contented work force
b)   to minimize pay inequalities and resulting employee
dissatisfaction
c)   to ensure equal pay for similar work
d)   to promote good labour relations
e)   to control labour cost
Many factors influence employee compensation plans or salary scales. The most common are:
a)        the labour market
b)
ability to pay
c)
prevailing wage rates
d)
relative worth of the job
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It was with these general principles, objectives and influencing factors in mind that the consultant went out to conduct a survey; to gather information necessary to construct a fairly rewarding and equitable salary scale.
Based on the results of the survey and taking into account the remoteness of the location of the project site, a salary scale is proposed for the PMC. In designing the proposed salary scale the objectives, duties and responsibilities of the project and its working relationships with regional and federal offices and water users was also seriously considered.
The proposed salary scale has 15 grades and each salary grade has a base salary, eight step salaries and a ceiling/maximum salary. Like the salary scale of the Federal Civil Service, it is an integrated salary scale with overlapping salaries in 4-5 grades. The lowest grade has a 400 Birr base salary and 850 Birr ceiling. The base salary  of the highest grade, grade fifteen, is  Birr 4070 Birr. The proposed salary scale is presented on the following page
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Tabic I4.i: Proposed Salary Jicale
STEP SALAR  I E S
Grade
Base
Ceiling
1
2
3
4
5
6
7
8
1
400
450
500
550
600
650
700
750
800
850
II
500
550
600
650
700
750
800
850
900
950
III
600
650
700
750
800
850
900
950
1030
1110
IV
700
750
800
850
900
950
1030
1110
1190
1270
V
800
850
900
950
1030
1110
1190
1270
1370
1470
VI
900
950
1030
1110
1190
1270
1370
1470
1570
1670
VII
1110
1190
1270
1370
1470
1570
1670
1770
1870
1970
VIII
1370
1470
1570
1670
1770
1870
1970
2070
2170
2270
IX
1670
1770
1870
1970
2070
2170
2270
2420
2570
2720
X
1970
2070
2170
2270
2420
2570
2720
2870
3020
3170
XI
2270
2420
2570
2720
2870
3020
3170
3320
3470
3620
XII
2720
2870
3020
3170
3320
3470
3620
3770
3920
4070
XIII
3170
3320
3470
3620
3770
3920
4070
4220
4370
4520
XIV
3620
3770
3920
4070
4220
4370
4520
4720
4920
5120
XV
4070
4220
4370
4520
4720
4920
5120
5320
5520
5720
Major features of the proposed salary scale is presented in the following charts
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Chart 6: Proposed Salary Scale
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Institutional StudyFederal democratic ropubllc of Ethlopia-Ministry of Wator Rosourcos Foasibility Study and Dotail Design of Balo Gadula Irrigation Projoct
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Chart 9: BASE SALARIES OF THE PROPOSED SALARY SCALE
As compared to the salary scales of the FCS and OWWCE
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Tabic 14.2: Minimum and maximum salaries of job grades, according to the proposed salary scale
JOB TITLE
GRADE
M i n -
Max
1. Cleaner
1
400 - 850
2. Messenger
3.  Guard
2
500 - 950
4.  Ass. Driver
5. Head, Guard
6. Gate Keeper
3
600- 1110
7.  Clerk
8. Data collector
4
700-1270
9.  Store Keeper
10. Assistant Mechanic
11. Driver I
5
800 - 1470
12. Welder
13. Secretary Typist
6
900-1670
14. Machine Operator
15. Purchaser
16. Cashier
17. Driver II
7
1110-1970
18. Electrician
19. Mechanic
20. Secretary
21. Head Stores
8
1370-2270
22. Senior Mechanic
23. Accountant
24. Statistician
9
1670-2720
25. Sanitation Officer
26. Environment Protection Officer
27. Water Management Officer
28. Training Officer
29. Personnel Officer
10
1970-3170
30. Maintenance Foreman
31. Civil Works Foreman
11
2270 - 3620
32. Head, Workshop
33. Head Civil Works Unit
34. Head, Environment Protection & Sanitation
Unit
35. Head, Water Management Unit
12
2720 - 4070
36. Head, Administration Service
13
3170-4520
37. Head, Water Management Unit
38. Head, Technical Unit
14
3620-5120
39. Manager, Project Control Center
15
4070-5720
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One of the factors  considered to determine base salaries  for job grades  is  the labour market in the region. During its  study  visits, the consultant has  carefully noted entrance requirements  for various  jobs  to design a salary  scale that would adequately  attract and retain qualified employees  at various  levels  of the organization.
Base salaries, as  it is  always  the case in salary  scale administration, are salaries to be paid to new recruits. However, if a base salary  for a professional or managerial job is  found inadequate the first or second step salary  of such job grade can be considered to attract a potential candidate.
The proposed salary  scale is  not only  good at its  base salaries. It is  also good at within step salaries. It provides  attractive salary  increments  to motivate the staff to stay  with the organization and strive for and maintain outstanding performance. A good salary  scale can be a tool to influence positively  the performance and morale of employees  and their attitude towards  their employer, only  if administered properly.
A  good  salary  scale  is  only  one  of  the  many  tools  of  management  employed  to attract,    motivate    and    retain    productive    workforce.    Nevertheless,    it    does    not guarantee  the  advantages  of  a  good  salary  scale  if  it  is  not  properly  managed.  Its usefulness  can  easily  be  lost  as  a  result  of  its  poor  administration.  Well  designed personnel   policies   and   procedures   accompanied   by   fair,   objective   and   transparent practices   are   sine   qua   non   for   a   proper   salary   administration.   The   incentive advantages  of  increment  edge  of  a  salary  scale  can  only  be  fully  realized  if  salary increment   execution   is   strictly   tied   to   performance   results.   Salary   differences   in grades   would   serve   as   an   incentive   for   good   performance   only   if   an   excelling performer is always a winner in a promotion race.
14.2  COST OF IMPLEMENTING THE PROPOSED SALARY SCALE
The  assumption  is  that  all  positions  will  be  occupied  and  average  of  payscale  is considered for estimating expenditure.
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14.2.1  Cost of Construction Phase
Table 14.3: Project Coordination Office /Addis Ababa
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S.No
Post held
No
Monthly Rate in Birrs
Total Monthly Expenditure in Birrs
1
Project Coordination Officer
1
6000
6000
2
Secretary
1
3000
3000
3
Irrigation/Civil Engineer
1
5000
5000
Ha
Economist
1
4000
4000
5
Financial Officer
1
4000
4000
Total
22000
Total Annual Expenditure = Birrs 264,000
Tabic 14.4: Project Implementation Unit
S.No
Designation
No
Monthly
Pay
Total                        monthly Expenditure
1
Project Manager
1
5000
5000
2
Secretary
1
2000
2000
3
Civil Engineer
1
4000
4000
4
Agricultural engineer
1
4000
4000
5
Head      Administration      and finance
1
4000
4000
6
Accountant
1
3000
3000
7
Cashier
1
1500
1500
8
Driver
1
1000
1000
9
Guard
3
500
1500
Total
11
26000
Total Expenditure = 12x26000= 312,000 Birrs Total of Birrs 264000+312000=576000 birrs are required annually
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14.3  COST OF MANAGEMENT PHASE (PMU)
Table 14.5: Project Manager’s Office
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Institutional Study
S.No
JOB TITLE
No oof
Positions
Grade
Monthly
rate
of Pay
Monthly Total
Exp
Annual
Exp
1
Project Manager
1
15
4895
4895
2
Secretary
1
8
1820
1820
Total
2
6715
80580
Table 14.6: Administration Service
S.No
JOB TITLE
No of
Positions
Grade
Monthly 
rate
of Pay
Monthly Total
Exp
Annual
Exp
3
Head,
Administration
Service
13
3845
3845
1
4
Secretary Typist
1
6
1285
1285
5
Personnel Officer
1
10
2570
2570
6
Clerk, Personnel & General Service
1
4
985
985
7
Clerk, Records and Documentation
1
4
985
985
8
Training Officer
1
10
2570
2570
9
Head, Finance
Service
1
13
3845
3845
10
Accountant
2
9
2195
4390
11
Head, Stores
1
8
1820
1820
12
13
Purchaser
1
7
1540
1540
Store Keeper
1
5
1135
1135
14
Cashier
1
7
1540
1540
15
Driver II
1
7
1540
1540
16
17
Driver I
9
5
1135
1135
Assistant Driver
1
3
855
855
18
Head, Guard
1
3
855
855
19
Guard
6
2
725
4350
20
Cleaners
4
1
625
2500
Total
35
37745
452940
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Tabic 14.7: Water Management & Env. Protection Section extra required will be
appointed by WUA’s
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S.No
JOB TITLE
No of
Positions
Grade
Monthly 
rate
of Pay
Monthly Total
Exp
Annual
Exp
21
Head, Water Management Unit ( Irrigation Engineer)
1
14
4370
4370
22
Head, Environment Protection & Sanitation Unit
1
12
3395
3395
23
Water
Management Expert
10
1
2570
2570
24
Environment Officer
1
10
2570
2570
25
Gauge Readers and Gate operators Diversion Weir
6
3
855
5130
26
Gauge Readers and Gate operators at other Regulators
8+
3
855
6840
27 I Statistician
1
9
2195
2195
28
Data collectors
2
4
985
1970
29
Wireless operators
4
4
985
3940
30
Messengers
6
2
725
4350
Total
34
37290
447480
Tabic 14.8: Technical Services CIVIL
Hs.No
JOB TITLE
No of
Positions
Grade
Monthly
rate
of Pay
Monthly Total
Exp
Annual
Exp
31
Head Technical
Unit
1
14
4370
4370
31
Head Civil Engineer Diversion weir
13
3845
3845
1
32
Foreman Civil Eng Diversion weir
2
10
2570
5140
33
34
Head Civil engineer Canal System
1
13
3845
3845
Foreman Civil Eng Canal system
4
10
2570
10280
33
Supervisors
6
8
1820
10920
34
CAD Operator
1
5
1135
Total
1135
16
39535
474420
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Tabic 14.9: Technical Services Mechanical
S.No           JOB TITLE                 No of Positions
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Institutional Study
Grade
Monthly 
rate
of Pay
Monthly Total
Exp
Annual
Exp
35
Head Mechanical
Unit
1
3845
3845
13
36
Machine Operator
2
7
1540
3080
37
Assistant Machine operator
2
5
1135
2270
38
Head Workshop
1
12
3395
3385
39
Maintenance
Foreman
1
10
2570
2570
40
Senior Mechanic
1
9
2195
2195
41
Mechanic
1
8
1820
1820
42
Electrician
1
6
1285
2570
43
Welder
1
6
1285
1285
44
Assistant Mechanic
4
5
1135
4540-
Tatal
15
27500
330000
The staffing plan proposed for the Project Management Center is summarized in the following table:
Tabic 14.10: Summary of Cost of PMU
Section
Number of Staff
Annual Expenditure
Project Manager’s Office
2
80,580
Administration Section
35
452.940
Water Management Section
31
447480
Technical Section civil
16
474,420
Technical; Section mechanical
15
330000
Total
99
1785420
The Expenditure per year= BIRRS 1,785,420
14.4 EMPLOYEE INCENTIVES AND BENEFITS
Other employee incentives, benefits, services  and welfare are not covered in this report mainly  because they  fall out of the terms  of reference of this  study. If other aspects  of personnel management of the project is  desired to come within the scope of the study, it must first be decided whether personnel employment conditions  of the irrigation projects  are to be covered by  the civil service law or the labour proclamation.
A  good  salary  scale  is  only  one  of  the  many  tools  of  management  employed  to attract,    motivate    and    retain    productive    workforce.    Nevertheless,    it    does    not guarantee the advantages of a good salary scale if it is not properly managed. Its
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usefulness  can easily  be lost as  a result of its  poor administration. Well designed personnel policies  and procedures  accompanied by  fair, objective and transparent practices  are sine qua non for a proper salary  administration. The incentive advantages  of increment edge of a salary  scale can only  be fully  realized if salary increment execution is  strictly  tied to performance results. Salary  differences  in grades  would serve as  an incentive for good performance only  if an excelling performer is always a winner in a promotion race.
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15. TRAINING
15.1 B/GADULA PROJECT MANAGEMENT CENTER - STAFF TRAINING
The Irrigation Project will start supplying water to the farmers in stages beginning at the earliest time that water can be diverted and delivered to an area where land development  has  been  completed  and  is  ready  for  irrigation.  This  would  require that  a  water  management  unit  that  should  form  the  core  initial  unit  for  a  project management  center  would  need  to  be  created  before  the  project  is  in  full operation, that is, before it formally starts to supply irrigation water to the farms. The   Consulting   Firm   that   would   be   charged   with   the   supervision   of   the construction  of  the  project  should  provide  a  water  management  specialist  to  be assigned  to  the  Project  Management  Center  of  B/Gadula  Irrigation  Project  and supervise  water  management  activities  for  at  least  three  months  initially.  This water   management   specialist   may   either   be   an   Ethiopian   national   if   the supervising firm is a local firm or an expatriate, if this field has been covered by an expatriate  firm.  In  the  case  of  B/Gadula  Irrigation  Project,  the  irrigation  system design has been carried out by national engineers.
During this period Ethiopian personnel for the Project Management Center should be recruited to work  on their respective assignment. This  activity  is  expected to establish the system of water delivery to irrigators. At this point the whole project network would not have been in full operation. Therefore, when all the network of canals is completed and full water supply is to be delivered to al) the farms, the Water Management Specialist should be recalled for another three months  to monitor performance of project personnel and to provide additional on-the-job training to the staff.
Formal  training  for  project  staff  in  project  management  will  be  limited  to  higher management  and  administrative  and  financial  staff  at  the  Ethiopian  Management Institute   (EMI)   at   Debre   Zeit   or   in   Addis   Ababa.   The   current   practice   of management training by EMI is a short term training in "Basic Management Skills" in Debre Zeit for 12 days or at the EMI headquarters in Addis Ababa for 10 days. For  the  few  professionals  among  the  staff  short  term  orientation  programs  of about   three   weeks,   can   be   arranged,   preferably   in   India,   where   there   are numerous irrigation schemes in operation. This orientation program may be
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arranged  through  the  Indian  Embassy  or  through  WAPCOS  with  which  the  Water Sector, i.e the Ministry of Water Resources has had good relationship for a long
time.
The  total  training  expenditure  including  the  orientation  program  is  estimated  at  Birr 453,000.00 as shown on Table 15.1
15.2  TRAINING OF FARMERS
The direct beneficiaries  of the irrigation project will be small-holder farmers  owning and operating farms  of half a hectare. The people now living in the project area are mostly  pastoralist with limited experience in farming, and even that only  in rain-fed farming. Irrigation is  unknown to them. So training of the farming population in irrigation practices  and crop husbandry  will be extremely  important for the project to be successful and sustainable.
In this  respect the relevant regional bodies  especially  those under the regional Agriculture & Rural Development and Water Resources  Development Bureaus  of the Oromia Regional State, will have the primary  responsibility  of training and providing support to the Water Users’ Associations. An adequate number of extension cadres  supplied by  the water users’ associations  need to be trained in irrigation practices  and up-keep of on-farm infrastructure, that is  maintenance of field canals  and collector drains  as  well as  farm roads. These trained extension workers will in turn train individual farmers.
The overall responsibility  to take the lead in facilitating training programs  to be conducted for farmers  will be that of the Project Management Center. The Agriculture & Rural development office would actually  supply  the staff to train the WUAs  and cadres  of the farming community. The Cooperative Promotion Office is also expected to train the WUA’s in basic data recording and accounting.
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Tabic 15.1: Training of Project Management Center Staff of B/Gadula Project Estimatgd j^ost of Staff Training
No. of
Cost of Training
S.No.
Training Program
Trainees
Type of Staff
a. Basic Management Training at EMI
1
1
Manager
3,200.00
2
Basic Management
Skills
3
Section Heads & Admin. & Finance
heads,
9,600.00
Sub-Total (a)
4
12,800.00
13,000.00
b. Training Abroad & On-The-Job
1
Training Abroad
(India)
4
Manager, Section
Heads
Water Man. Unit Head
210,000.00
2
On-The-Job Training (by Consultant's water management
specialist)
All  water  management staff
230,000.00
Sub-Total (b)
4
440,000.00
TOTAL (a+b)
Birr 453,000.00
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16.  IMPORTANT ISSUES FOR CONSIDERATION
16.1  CROP TRIALS
The introduction of irrigated agriculture in the project of B/Gadula should be an important break through for the farming community in the area. To draw maximum advantage from this project it would be essential to introduce valuable cash crops to be marketed both locally  and in other consumption centers  of the country. In this  respect diversification of such selected crops  and proper marketing arrangements  to consumption centers  improve returns  on investment and raise the incomes  of farmers  rendering the project profitable and sustainable. It would be of immense value to make advance crop trials to select the most suitable crops for the project area The trials  should include as  many  cash crops  as  possible. Such crop trials could be carried out with temporary diversion by either gravity or pumped water from the river. Such trial plots  may  also serve as  training ground for irrigation cadres  from the water users'  associations  who would in turn later train the farmers..
It  would  be  necessary  to  involve  the  Ethiopian  Research  Organization  of  the Oromia Regional State.
16.2   AGRO-INDUSTRY DEVELOPMENT
Agro-industrial development in the project area would be an extremely  essential activity. A large quantity  of perishable farm produces will be made available from the irrigation projects for which there will not be sufficient consumption centers in the neighborhood. It will therefore, be necessary  to establish agro-industries close to the farms  to process  and preserve these produces  to be transported to larger consumption centers  in the country. In this  regard it would be appropriate to encourage private entrepreneurs  by  creating favorable environment to attract them. It is understood that there are a few investors engaged in large scale rain- fed farming in the higher lands  of the Bale zone These entrepreneurs  could well be the right people for investment in agro-industries  for produces  from the irrigation projects  in the neighborhood. It could also be a prudent idea to attract these investors  to manage some medium scale farms  from the irrigation project Such a measure could have a positive effect in introducing better irrigation management in the farm and opening market outlets for farm produce
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These and similar actions  by  the project and regional authorities  would be supportive of the over-all government policy  of Agriculture Development-Led- Industrialization. These proposed small-scale industries  create job opportunities for the local people, improve the income of farmers  and increase local government tax revenues.
16.3  LIVESTOCK GRAZING
The areas  earmarked for irrigation development are currently  known to be used both for rain-fed farming and livestock  grazing. The traditional grazing area for livestock  will be reduced when the project is  implemented. The introduction of irrigation in the area does  not mean that the pastoralists  will abandon livestock raising. They  should be permitted to keep a minimum number of livestock. It would be advisable to improve grazing corridors  at the periphery  of the irrigation area. The return flows  including drainage discharges  may  be utilized to improve grazing in the selected corridors. This  would also be a safe guard for the cropped area under irrigation from livestock encroachment.
16.4   HOUSING ACCOMMODATION FOR PMC STAFF
The nearest towns  for each of the three project areas  are, Angetu forWelmel, Dollomena for Yadot and Goro for B/Gadula. In each of these towns  it is  doubtful if there could be found adequate number of residential houses  to be rented. It is possible that for lower grade personnel, such as  drivers  and the like, rental houses  may  be available But for the higher echelon of personnel residential accommodation should be built near the respective towns. Alternatively  the housing accommodations  to be constructed for the consultants'  and contractors' staff may be secured and retained by the project for PMC staff.
If it is  decided to build the housing accommodation for senior staff, it is  proposed that three types  of houses  be built for the staff. The four types  of houses  will have areas of 110 m , 75m , 60m and 40m (duplex).
it  is  proposed  to  build  a  total  of  35  houses,  the  number  of  each  type  being  4  7  12 and 12 respectively.
The total estimated cost of these houses for the 35 staff is Birr 6,255,000.00
222
2
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16.5  ALTERNATIVE INSTITUTIONAL ARRANGEMENT PIU: Implementation Phase
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We have been instructed to consider the three irrigation projects independent of
each other and therefore, we are submitting three separate reports as directed. However, if the three projects are to be implemented at the same time, we do not believe   that   there   will   be   any   need   to   establish   three   separate   Project Implementation  Units  for  the  three  projects.  One  Project  Implementation  Unit  for the  three  projects  located  at  Robe  would  suffice.  As  the  project  implementation unit does not deal with day-to-day activities of the construction its close proximity to  each  project  is  not  so  essential.  In  fact  its  location  at  Robe  will  make  zonal officials  more  accessible  for  any  required  decision  and  the  members  of  the steering  committee  could  be  zonal  officials  themselves.  This  would  scrap  two PIUs with financial saving.
There would also be only one Project Coordination Office at the MoWR, of course.
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ANNEX 1: JOB DESCRIPTIONS
I.        Implementation Period Structures
a. Project Coordination Office
1.  Project Coordination Officer:
Accountable to the Chairperson of the HEC, the project coordination officer shall
have the following specific responsibilities:
• 
• 
supervise the activities of staff accountable to him
review payment certificates submitted by the Project Implementation Unit
and submit same to the chairperson of the High Executive Committee
• 
follow up timely disbursement of requested payment certificates by the
appropriate government body to contractor as well as to supervising
consultant
• 
make periodic field visits to project site and assess progress and report
same to the chairperson of the HEC
• 
suggest corrective measures necessary to improve progress of
implementation if required
2.  Civil Engineer:
Accountable to the Project Coordination Officer, the senior civil engineer shall be
responsible to:
• 
prepare annual budgets for construction of Bale Gadula IP and other
expenditures related to the project
• 
review payment certificates submitted by the contractor and approved by 
the supervising consultant and the head of the PIU and submit to the
Project Coordination Officer
• 
monitor progress of construction by comparing planned and actual
performance and with assistance from the head of PIU and the consultant, recommend corrective measures for any delays
3.  Economist:
Accountable to the Project Coordination Officer, the economist shall:
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•
participate in the preparation of budget requirements for construction,
compensation to the displaced and other project expenses with the
senior civil engineer
•
compare planned budgetary estimates with actually payments and
advise budget adjustments if differences occur
•
prepare terms of reference for a special financial and economic study to
determine acceptable level of cost recovery charges for water used by 
farmers.
•
make a financial study to determine minimum farm income level for
farmers to be absorbed in the new irrigation project
4.
Secretary
•
Handle incoming and outgoing letters, documents and reports.
•
Perform all secretarial and office management functions
•
Make appointments, organize meetings and minutes and perform other
duties as directed by the project coordinating officer.
b. Project Implementation Unit
1. Manager -Project Implementation Unit:
Accountable to the Project Coordination Officer, specific  responsibilities  of the
manager of the PIU shall be to:
• 
closely work with the supervising engineer for the irrigation project
• 
monitor construction progress by comparing to planned construction
schedule
• 
identify factors causing and likely to cause delay in construction progress 
and take timely action to avert such delay
• 
communicate with relevant regional bodies for them to take action
required of them for the smooth progress of construction of the project
• 
make periodic report to the Project Coordination Office on matters of
construction of the project
• 
review payment certificates submitted by the consultant and dispatch
timely request to the PCO for disbursement
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• 
prepare annual budgetary requirement for payment to the contractor and
supervising engineer.
• 
perform all other duties required for the smooth progress of
implementation of B/Gadula IP
2.  Irrigation/Civil Engineer:
Accountable to the PIU Manager, the engineer shall have the following specific responsibilities:
•        follow up construction progress by working closely with the supervising consultant
•        monitor and ensure timely removal of people and fixed property from the project area for contractor to proceed with no hindrance
•        Liaise with the relevant government offices to perform their role on time as directed by the steering committee for construction to proceed unhindered
•        assist the PIU manager in reviewing payment certificates
3. Agricultural Engineer
Accountable to the PIU Manager, the engineer shall have the following specific 
responsibilities:
• 
• 
make a study on the way the farmers can get mechanized farming make a study on the manner of establishing small scale agro-industries 
for farm produce in the project
• 
prepare a study on introducing improved farm implements for the
farmers
• 
Assist the Irrigation/Civil engineer in reviewing payment certificates and
in preparing annual budgets.
4.  Secretary
•        Handle incoming and outgoing letters, documents and reports.
•        Perform all secretarial and office management functions
•         Make appointments, organize meetings and minutes and perform other duties as directed by the manager
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5.  Driver
•         Drive cars appropriate to his driving license.
•        transport goods or people
•        conduct routine check on the proper functioning of the car assigned to him
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II.                Project Operation Period Structure
1. Manager, Project Management Center
Accountable to the Director General of the Genale-Dawa River Basin Authority, and being the chief executive officer for all the activities of the PMC; the
Manager of the PMC shall have the following duties:
• 
plan, organize, coordinate and direct various functions of the irrigation
project
• 
supervise the activities of the organization by closely following up the
- performance of the Sections and services.
• 
plan and execute all activities of the Project Management Center
• 
prepare annual budgets and submit to the GDRBA for approval
• 
prepare periodic performance reports of the PMC and submit to the
Director General of the supervising basin authority.
• 
supervise the activities of all Section heads and other officers 
accountable to him
• 
Ensure human and material resources are managed properly
• 
ensure all water users are supplied with enough irrigation water
• 
Receive and review reports from various Sections
2.  Secretary
•         Handle incoming and outgoing letters, documents and reports.
•         Perform all secretarial and office management functions
•          Make appointments, organize meetings and minutes and perform other duties as directed by the director general.
3.  Head, Water Management Section
Accountable to the Manager of PMC, his duties shall include the following:
• Plan and supervise the activities of the two units under the Water
Management  Section  to  ensure  that  irrigation  water  is  timely  delivered  to the farms
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ensure that proper monitoring of the major structures in the project are carried out for the safety of the project components
ensure that the project infrastructure is protected from human vandalism and animal trespassing.
ensure that adequate water is release downstream through Weyib River for environmental reasons.
4.  Head, Water Management Unit
Accountable to the Head of the Water Management Section.
His major functions shall include:
•        receive water requirement requests from farms
•        supply water through outlet gates to farmers.
•        be responsible for opening and closing off-take gates to farms as required
•         measure water quantity released to water users' associations and individual farms at off-take gates.
5.Head, Environment Protection Section
Accountable to the Section Head of Water Management
His main responsibilities shall be to:
•        operate diversion dam outlet gates
•        release water as per total demand requested from irrigation farms
•        ensure that the minimum release allocated for ecological purposes is maintained at all times in the river course
•        monitor project area to ensure that conducive situations are not created for vectors of water borne diseases to thrive
•         monitor ground water level in the irrigation area by recording readings of measuring devices (piezometers).
•        liaise with agriculture & rural development bureaus for the latter to conduct reforestation and watershed management activities in the
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catchment of the diversion site dams and at the periphery of the project
area.
6.  Technical Section
Accountable to the Manager of the PMC. His duties include:
•          planning  and  supervising  the  activities  of  the  Civil  Works  Maintenance and Workshop.
•          ensure  that  project  infrastructure  is  in  good  operating  condition  and  that proper  inspection  &  maintenance  is  being  carried  out  by  the  responsible unit
•         Take  appropriate  measures  to  forestall  flood  hazards  to  project  area  and crops
•         Try to attain a high degree of machine and equipment to be in operating condition
7.  Head, Civil Works Unit
Accountable to the Head of the Technical Section.
The main functions of the Section Head are to:
•         supervise the activities of all civil works maintenance units
•          maintain all structures, diversion dam & appurtenances, main canal &drain, main road, dikes, if any, and associated structures
•         maintain and keep in good working condition all infrastructure required in delivering water to the farms.
8.  Head, Workshop
Accountable to Head of the Section of Technical Services.
The main functions of the Head of this section are to:
•         provide maintenance service to heavy & light equipment and vehicles
•         provide maintenance service to electro-mechanical equipment installed in the project infrastructure
•         administer and manage light & heavy equipment
•         supervise the activities of the workshop in maintaining equipment and fabricating parts and elements for equipment, gates & structures
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9. Head, Maintenance
Main duties are to:
• 
supervise mechanics, electricians and other support workers in
the unit
• 
provide regular preventive maintenance to all major equipment in the
unit
• 
lead all maintenance & repair activities by technicians & mechanics
• 
determine necessity of outsourcing major maintenance of heavy 
equipment and follow up such external works
• 
supervise necessary in-house or external fabrication of parts
10.  Head, Water Management Unit
His major functions shall include:
•        supervise water requirement requests from farms
•        ensure that irrigation water is supplied timely to farmers.
•        Ensure that opening and closing off-take gates is properly carried out
•        Ensure that water measurements are continuously done and
•        Ensure that measuring devices are in operating condition
•         Liaise with WUAs to ensure that individual farms are getting water as planned.
11.  Water Management Expert
His duties shall include:
•        compile water request by WUAs associations
•        compile water abstraction records submitted by gate operators
•        determine water release programs for farms for irrigation periods agreed upon
•        prepare reports on water use practices of each WUA and indicate need for adjustments
•        inspect conditions of canals if they are operating as per original design
•        compile ground water monitoring records and report on ground water behavior
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12.  Sanitation Expert
His duties shall include:
•        inspect general sanitation condition in irrigation area
•        ensure that favorable conditions for water borne disease vectors are not created
•        ensure that drinking water supply is regularly sampled and analyzed to avert health hazards to employees and farmers
•        liaise with local government health office for regular visit of project area to make necessary health monitoring of personnel in the project
13. Statistician
His duties shall include:
• 
in association with the water management expert compile all water
abstraction records by farmers
• 
make survey of cropping patterns in the farms and obtain income levels 
of farmers from various crops
• 
make comparative studies of WUAs’ achievements, i.e. water abstraction
per hectare, income derived and crops grown
• 
study and determine family labour inputs to individual farms and hired
labour if any
14. Environment expert
His duties shall include:
•        in association with the sanitary expert ensures that favourable conditions for vectors of water borne diseases are not created
•        inspect presence of disease vectors and take measures to eliminate same if necessary
•        monitor ground water quality and level and advise measures to be taken if necessary
•        liaise with representatives of Agriculture offices to take measures in re afforesting catchment areas
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15.  Data collector
•        Collects data on water used,
•        Collects crops grown & crops harvested from WUAs’ and individual fanners
•        Collects data on income derived from each crop by individual farmers
•        Collects data on farm inputs applied by farmers
16. Civil works foreman
His main duties include:
•        maintain the Main Canal supplying water to irrigation farms through primary and/or secondary canals
•        remove silt accumulated in the canals and maintain the original design shape of the canals.
•         monitor and clean vegetative growth in the major canals and road embankments.
•        repair damaged canal embankments.
•        Undertake periodic inspection of main drains receiving excess irrigation water from farms to ensure that drainage water is passes through unhindered.
•        Remove blockage or obstructions to maintain free flow of drained water
•        maintain regularly roads along the main and secondary canals to ensure that they are in good condition for traffic and maintenance equipment.
•         monitor safety of bridges and structures in canals and take corrective measures if necessary
•        maintain and strengthen dikes protecting farm and other fixed property prior to expected flood season, i.e. rainy season.
•        keep dike embankments clean of vegetative growth at all times.
17. Maintenance foreman
Duties include:
Supervise maintenance activity by mechanics and electricians
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Work on maintenance as necessary on major equipment and demonstrate work to mechanics
Ensure that mechanical gates on diversion dam and on canals are in operating condition
Carryout required maintenance on all mechanical gates when necessary
18.  Senior mechanic
Duties include:
•        Perform repair work on machine and vehicle parts as assigned by foreman
•        Perform preventive inspection on equipment and vehicles
19.  Mechanic
Duties include:
• 
Perform repair work on machine and vehicle mechanical parts as 
assigned by senior mechanic
• 
Perform preventive inspection on equipment and vehicles mechanical
parts as instructed by senior mechanic
20. Electrician
Duties include:
• 
Perform maintenance work on electrical parts of equipment and vehicles
• 
Carry out performance tests on electrical parts of equipment and
vehicles
• 
Perform corrective measures on electrical parts found defective
21. Machine operator
Duties include:
• 
Ensure safety of equipment by regularly inspecting engine and other
essential parts
• 
Ensure minimum level of lubricants for safety of equipment
• 
Operate equipment with care to avoid break down of parts
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•        Carry out necessary cleaning of equipment part as required when idle
22.  Welder
•        Performs all welding activity as instructed by foreman
22. Assistant mechanic
•        Performs all support work to superior mechanics
Administration Service
1.  Head, Administration Service
•        Plan , organize and direct the activities of the service
•        Ensure that personnel activities are carried out according to the applicable law and established policies and procedures of the control center.
•        Ensure that income is collected according to established rates and on time and all financial transactions are executed to serve the interest of the institution.
•        Ensure all equipment and machineries, capital goods and consumable items are properly, handled, wisely utilized and used only the control center's purpose.
•        Take all necessary actions to create and maintain a healthy and convenient working atmosphere.
•        Prepare and submit reports on the performance of the service.
2.  Secretary Typist
•        Carry out typing activities
•        assist in record handling
•        perform related activities
3. Head, Personnel Section
•        carry out personnel activities
•        Ensures that personnel procedures are observed
•        keep personnel records
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4.  Clerk, Personnel & General Service
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•       Carry out clerical activities related to personnel and general service functions
•        draft letters and reports
1.  Clerk, Records and Documentation
•        Register incoming and outgoing letters, files, reports, documents etc.
•        handles files and other documents with care
2.  Training Coordinator
•       Assess and identify training need
•        Organize training platform for approved training programs
•        Evaluate the impact of training on the performance of participants
3.  Head, Finance Section
•        carry out financial and accounting activities
•        Ensures that financial and accounting procedures are observed
•        keep financial records
4.  Accountant
•        Carry out book keeping activities
•        register financial transactions according to financial procedures
•        Handle financial documents with care
5.  Head, Stores
•        Manage the store
•        Receive, store and issue store items according to the management procedure
•        Ensure that stock cards are updated to current store situation
6.   Purchaser
•        Purchase goods and services
•        handle purchasing documents and vouchers
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7.   Store Keeper
•        Register store items
•        Receive and issue store items as instructed by the head of stores
•        Place store items in their proper place in the store
8.   Cashier
•        Receive money and effect payments according to financial
procedures
•        handle payment vouchers with care
•        prepare submit report on daily receipts and payments
9.    Driver II
•        Drive cars that require 3rd grade driving license and above
•       transport goods or people
•        conduct routine check on the proper functioning of the car
•        Observe traffic regulations while driving
10. Driver I
•        Drive cars that require 2nd grade driving license.
•        transport goods or people
•        conduct routine check on the proper functioning of the car
•        Observe traffic regulations while driving
11. Assistant Driver
•        assist the driver in all manual activities
12. Guard
•        protect the organization from possible burglary or theft
13. Telephone Operator
•        Handle incoming and out going calls through the switch board
14. Messenger
•        transport all inter-office written or verbal communications
•        transport files and other documents, office equipment and supplies etc
15. Cleaner
•        Clean office space, furniture and equipment, toilets
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Summery

Bale Gadula Irrigation Project - Institutional Development Report Summary

Project Overview

The Bale Gadula Irrigation Project is a large-scale irrigation initiative in Ethiopia's Bale Zone (Goro and Sinana weredas) involving construction of a diversion dam on the Weylb River to irrigate 4,500 hectares of farmland.

Key Institutional Components

1. Implementation Structure

High Executive Committee (HEC): Federal-level policy body chaired by MoWR State Minister
Project Coordination Office (PCO): Addis Ababa-based office overseeing implementation (5 staff)
Steering Committee: Regional-level coordination body in Bale Zone
Project Implementation Unit (PIU): On-site implementation team (11 staff)

2. Operational Structure (Project Management Center)

Organization: 99 staff across 5 departments
Key Units: Water Management, Environment Protection, Technical Services (Civil/Mechanical), Administration
Governance: Technical Advisory Committee with local stakeholders

3. Water Users' Associations (WUAs)

Farmers to be organized into WUAs for water distribution and field-level maintenance
WUAs will collect water charges from members
Training programs planned for WUA members

Key Figures

Item	Value
Net Command Area	4,500 hectares
Implementation Staff	16 (5 PCO + 11 PIU)
Operational Staff (PMC)	99
Annual Implementation Cost	Birr 576,000
Annual Operational Cost	Birr 1,785,420
Training Budget	Birr 453,000

Key Recommendations

Establish competitive salary scales to attract skilled professionals
Implement comprehensive training programs for staff and farmers
Conduct crop trials before full project implementation
Develop agro-industries to process farm produce
Create grazing corridors for livestock
Build staff housing near project sites