AddisAbaba e-OfficeSystem FS FinalReport PDF

Addis Ababa e-Office System Feasibility Study
Final Report for ADDIS ABABA e-Office

System
Feasibility Study
December, 2013
WeGO Secretariat Office
ADDIS ABABA e-Office System 1

Feasibility Study
Contents
List of Figures .......................................................................................6
List of Tables.........................................................................................7
Executives Summary ............................................................................9
I. Introduction ................................................................................... 11
1. Project Background .................................................................................................. 11
2. Project Schedule ...................................................................................................... 11
3. Project Scope ........................................................................................................... 12
4. Project Organization ................................................................................................. 12
II. Environment Analysis ................................................................... 13

1. Country Overview ...................................................................................................... 13
1.1. General Information of Ethiopia ......................................................................... 13
1.2. Ethiopia’s Geographic Environment ..................................................................... 14
1.3. Politics and Society Environment ......................................................................... 14
2. City Overview ............................................................................................................ 19
2.1. Addis Ababa’a General Information...................................................................... 19
2.2. Geographical Environment .................................................................................. 20
2.3. Socirty and Economy Environment ...................................................................... 21
3. Policies and Strategies............................................................................................... 22
3.1. Ethiopia National Policies and Strategies ............................................................. 22
3.2. Addis Ababa City Policies and Strategies ............................................................. 25
4. Analysis of Informatization Environment ...................................................................... 26
4.1. Informatization Policies and Strategies................................................................. 26
4.2. Project Plan for Addis Ababa Informatization ........................................................ 29
4.3. Project Environment and Informatization Organization .......................................... 30
4.4. Analysis of Informatization Infrasrructure.............................................................. 34
4.5 Current Status of the Informatization Legal Framework ......................................... 39
5. Implication Analysis ................................................................................................... 40

Feasibility Study
III. Technology Analysis .................................................................... 41

1. Requirement Analysis ................................................................................................ 41
1.1. Draft of approval / Authorization Stage ................................................................. 41
1.2. Stage of Receiving and sending Document Between Divisions.............................. 41
1.3. Document Management ...................................................................................... 41
2. Current Status ........................................................................................................... 42
2.1. System COnfiguration ......................................................................................... 42
2.2. Business Process ............................................................................................... 43
2.3. H/W, S/W, N/W ................................................................................................... 45
2.4. Organization ....................................................................................................... 46
3. SWOT Anlaysis.......................................................................................................... 46
3.1. Analysis on Internal Environment......................................................................... 46
3.2. Analysis on External Environment ..................................................................... 47
3.3. SWOT Analysis................................................................................................... 47
3.4. Draw Major Factors of Success ........................................................................... 48
4. Benchmarking .......................................................................................................... 49
4.1. Case of the Blue House(Korean Presidential Office) ............................................. 49
4.2. Case of Korean Ministry of Defense(MND) ........................................................... 52
4.3. Case of Seoul Metropolitan Government .............................................................. 55
5. Implication of Technical Analysis .............................................................................. 57
5.1. Requirement Analysis ......................................................................................... 57
5.2. Current Status .................................................................................................... 58
5.3. SWOT Analysis................................................................................................... 58
5.4. Benchmarking .................................................................................................... 59
IV. Implementation Plan ..................................................................... 60

1. Direction.................................................................................................................... 60
2. Vision and Strategy .................................................................................................... 62
2.1. Vision ................................................................................................................. 62
2.2. Strategy ............................................................................................................. 64
3. Scope of Development ............................................................................................. 66
4. System Architecture ................................................................................................... 67

Feasibility Study
4.1. Business Architecture ......................................................................................... 68

4.2. Data Architecture ................................................................................................ 70
4.3. Application Architecture ....................................................................................... 74
4.4. Technology Architecture ...................................................................................... 79
5. Implementation Schedule ......................................................................................... 80
5.1. Development of the Implementation Goals ........................................................... 80
6. Implementation Organization ...................................................................................... 81
7. Training Plan ............................................................................................................. 81
8. Operation and Maintenance Plan................................................................................ 82
8.1. Hot-Line ............................................................................................................. 82
8.2. Conference Call .................................................................................................. 82
8.3. Regular Visit ....................................................................................................... 82
8.4. Optiont ............................................................................................................... 83
V. Economic Analysis ....................................................................... 84

1. Estimated Total Cost ................................................................................................ 84
2. Cost Breakdown ....................................................................................................... 85
2.1. Expense of each Propulsion .............................................................................. 85
2.2. Hardware Breakdown (details) .......................................................................... 86
2.3. Software Breakdown (details) ............................................................................ 87
2.4. Personnel Expenditure Breakdown (details) ...................................................... 88
2.5. Required Cost by Year ...................................................................................... 89
3. Proposed Funding Source ........................................................................................ 89
3.1. EDCF(Economic Development Cooperation Fund) ........................................... 90
3.2. Africa Development Bank(AFDB) ...................................................................... 91
4. Estimated Benefit ..................................................................................................... 93
4.1. Questionnaire ..................................................................................................... 93
4.2. Quantitative Advantage ...................................................................................... 94
4.3. Qualitative Advantage ........................................................................................ 94
5. Economic Analysis ................................................................................................... 95
5.1. Analysis on Net Present Value(NPV, Net Present Value) .................................. 95
5.2. Analysis on Benefit Cost Ratio(B/C, Benefit Cost Ratio) .................................... 96

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5.3. Analysis on Internal Rate of Return(IRR, internal rate of return) ........................ 96
VI. Sustainability of Project Effect ..................................................... 97

1. Qualitative Benefits .................................................................................................. 97
2. Risk Factors and Undertaking .................................................................................. 98
2.1. Risk Element ..................................................................................................... 98
2.2. Risk Element / Countermeasures ...................................................................... 98
3. Sustainability of Project Effect ................................................................................ 100

Feasibility Study
Figure
Figure 1. Project Schedule ...................................................................................... 11
Figure 2. Project Team ............................................................................................12
Figure 3. Map of Addis Ababa .................................................................................20
Figure 4. Comparison of Ethiopia National Infrastructure ........................................24
Figure 5. Ethiopia ICT 4D Plan ................................................................................27
Figure 6. Ethiopia Informatization Plan....................................................................29
Figure 7. Ethiopia ICT Policy Process .....................................................................30
Figure 8. Current Status of Ministry of Communication & Information Technoligy ....32
Figure 9. Current Status of Addis Ababa Information Communication Technology Devel
opment Agency ............................................................................................32
Figure 10. Curren Status of Addis Ababa City Hall Infrastructure ............................38
Figure 11. Work Flow Process Map.........................................................................43
Figure 12. Success Factors ....................................................................................48
Figure 13. Blue House System Diagram .................................................................50
Figure 14. MND Diagram ........................................................................................53
Figure 15. Seoul Style Work Management System Diagram ...................................56
Figure 16. e-Government Vision .............................................................................63
Figure 17. Addis Ababa TF ......................................................................................64
Figure 18. E-Office System Business Architecture ..................................................68
Figure 19. Authorization Process ............................................................................69
Figure 20. Sending Proces......................................................................................69
Figure 21. Receipt Process .....................................................................................70
Figure 22. Discards Proces .....................................................................................70
Figure 23. Data Architecture ...................................................................................71
Figure 24. Application Architecture ..........................................................................74
Figure 25. Technology Architecture .........................................................................79
Figure 26. Funding Process ....................................................................................90

Feasibility Study
Table
Table 1. General Information of Ethiopia .................................................................13
Table 2. Major Economic Indicator of Ethiopia.........................................................16
Table 3. Trade Scale Between Ethiopia and Korea..................................................18
Table 4. Current Status of Korea Supports and Aids to Ethiopia ..............................19
Table 5. General Information of Addis Ababa ..........................................................19
Table 6. GTP Missions ............................................................................................23
Table 7. Expenses for Infrastructure Implementation in Ethiopia .............................24
Table 8. Addis Ababa Urban Development Index(UDI) ............................................25
Table 9. List of Ethiopia Projects by World Bank .....................................................26
Table 10. Ethiopia e-Government Vision, Outcomes and Targets ............................27
Table 11. Current Status of Ethiopia Informatization Organization ...........................31
Table 12. Current Status of ICT Infrastructure Benchmarking..................................34
Table 13. The Mission of ICT Departments in Ethiopia GTP ....................................35
Table 14. Comparison Analysis of e-GDI between Ethiopia and Korea....................35
Table 15. Specific Analysis of Ethiopia e-GDI ..........................................................36
Table 16. Ethiopia ICT Development Index (IDI)......................................................37
Table 17. Current Status of Ethiopia Informatization................................................37
Table 18. Current Status of the Ethiopian Informatization Legal Framwork Promoted40
Table 19. Task Force ...............................................................................................46
Table 20. Major Issues List......................................................................................60
Table 21. Directionality of Target Model List ............................................................62
Table 22. Improved Tasks .......................................................................................67
Table 23. Department Table ....................................................................................71
Table 24. User Table ...............................................................................................72
Table 25. Form Table...............................................................................................72
Table 26. Folder Table .............................................................................................73
Table 27. Document Table .......................................................................................73
Table 28. Approval Line ...........................................................................................74
Table 29. Portal Functions.......................................................................................75

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Table 30. Collaboration Functions ...........................................................................75

Table 31. Approval/Record Management Fuctions ..................................................77
Table 32. Hardware .................................................................................................79
Table 33. Software ..................................................................................................79
Table 34. Implementation Challenge List .................................................................80
Table 35. Implementation Organization ...................................................................81
Table 36. Training Classification ..............................................................................81
Table 37. Technology Transfer ................................................................................82
Table 38. Total Investment Cost ..............................................................................84
Table 39. Expense of Propulsion .............................................................................85
Table 40. Hardware Breakdown (details) .................................................................86
Table 41. Software Breakdown (details) ..................................................................87
Table 42. Personnel Expenditure (details) ...............................................................88
Table 43. Personnel Expenditure Breakdown ..........................................................88
Table 44. Investment Costs .....................................................................................89
Table 45. Procedure of Business Evaluation ...........................................................97
Table 46. Result of Questionnaire ...........................................................................93
Table 47. Analysis on NPV ......................................................................................97
Table 48. Analysis on Benefit Cost Ratio .................................................................96
Table 49. Qualitative Expected Effect ....................................................................977
Table 50. Risk Element and Countermeasures .......................................................99

Feasibility Study
Executives Summary
This report is a result of feasibility study on implementing e-Office System to Addis Ababa
City Government. Addis Ababa City Government has established and implemented a long-
term master plan on ICT associated with e-government by stages. WeGO(World e-
Governments Organization of cities and local governments) has been providing consultation
service to its member cities, and this year Addis Ababa sent a letter of intention(LOI) and
was selected as one of the city for consulting.
The objective of this business is to conduct a feasibility study on the e-Office System
which is essential for ICT e-government for Addis Ababa City Government. We have
analyzed general and ICT environments of Ethiopia and during the analysis, we have
analyzed various data collected by interviews and questionnaires to officials of Addis Ababa
City Government and have suggested e-Office System model appropriate to Addis Ababa e-
government based on advanced cases and up-to-date IT technologies for analysis results. In
addition, we have established implementation plan by stages to set e-Office System model
and, finally, described economic analysis and effects expected by e-Office System.
The result of ICT environment analysis on Addis Ababa and Ethiopian government has
been concluded by study of e-Government establishment plan and strategies of Ethiopian
government, laws and regulations, and organizations and ICT infrastructure. According to
establishment plan of Ethiopian e-Government, infrastructural system like e-Office System
should be established as a standard model and standardization and guidance of whole
processes for initial implementation, operation, and maintenance has been emphasized for
proliferation to other governmental organizations. It should also be established for easy
sharing various information and best practices in governmental organizations and the e-
Government establishment plan and strategies of Ethiopian government has specifically
described security issues and utilization of open sources. Revisions and additions of laws
and regulations for e-Office System is needed because there was no such law and
regulation for documents management based on e-document system. They had strong will
for National document management organization and well prepared and creation of the
organization and definition of its role were needed because there was no such organization
in organizations and ICT infrastructure of Ethiopia. They were well prepared for personal
capability of information utilization and sufficiently experienced for organizational ICT
environments since they were already suing PCs for their administrative works but facilities
for servers such as voltage facilities, air-cleaners, and thermostats were needed for stable
operation of severs.
Technical status analysis on Addis Ababa City Office was conducted through requests
analysis of e-Office System, status analysis of documents management, SWOT analysis,
and advanced cases analysis. Interviews and questionnaires for key officials in Addis Ababa
City Office were used for requests analysis. More and more officials were using email to
exchange information, and external portal website to search documents and information but

Feasibility Study
they were feeling much inconvenient since internal approval process or old documents
search in Addis Ababa had been done by hands. In particular, it was hard to trace
documents in approval process or exchanging them and there were many difficulties in
document management such as loss when an approval officer or person in charge was
absent. Since they did not have standard procedures for documents management and had
done their works by ways which they heard documents and improvement for utilization by
management system for written documents and maintenance of documents were needed.
According to SWOT analysis on Addis Ababa City Office for e-Office System implementation,
strong points were their strong will for e-Office System and high human resource capability
for information utilization, and weak points were insufficient organization for the plan and
insufficient experience of information technology. Threats were lack of security system for
sharing and utilization of information and working difficulty caused by limited transparency
and promptness of works, and opportunities were the fact that they supported e-Office
System as a key infrastructure for public organizations and environments was being
established by the master plan for e-government of Addis Ababa. Therefore, we set the
strategies to establish an implementation plan based on cultural features of Addis Ababa City
governmental organizations with advanced cases and to review swift stability strategy. We
reviewed e-Office Systems of Korean government and Ministry of National Defense as
advanced cases and found some points such as necessity of strong will of the decision
maker, architecture design for extension of e-Office System in future, and data storage and
backup plan for massive data.
We created 22 key issues for e-Office Systems through those analyses and selected 11
objectives for direction of e-Office System model. Also we set 6 key works for the model and
offered organizational, system establishment, education and training, and service strategy.
Finally we figured out convenience, quantitative and qualitative effects, by economic analysis
and described expected effects.

Feasibility Study
I. Introduction
1. Project Background
Clear and prompt management system for the Governmental Institutions is required
in the modern era with intensified globalization and rapid growth in intelligence
environment. Furthermore, system for effective decision making as well as cooperation
is also required. This so called 'e-Office' system would be the solution. It is electronic-
document-based system which is different from previously paper-based system. It is in
progress of automation in administration taking part of the world wide 'Digital
Government' project.
The City Government of Addis Ababa has established long-term master plan in ICT
(Information & Communication Technology) sector and has propelled it gradually. It has
put forth a multilateral effort into building the electronic documentation based
cooperative system. The City Government of Addis Ababa presented special interest in
the feasibility study project of implementing e-government, performed by WeGO.
2. Project Schedule
[Figure 1] Project Schedule
Project period: September 2103 ~ December 2013

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3. Project Scope
Analyze current business and ICT environment
Design e-office system To-Be model
Establish implementation plan
Finance a Pilot project of e-Office system
4. Project Organization
[Figure 2] Project Team

Feasibility Study
II. Environment Analysis

1. Country Overview
1.1 General Information of Ethiopia
Ethiopia, which is located at the northeastern region of the African continent, has broad
land of area, and is five times larger than the Republic of Korea. Among African countries,
Ethiopia is the 3rd country following Nigeria and Egypt when it comes to population.
During the 1970’s and 80’s, Ethiopia underwent many border disputes and civil war under
the socialistic military regime. At the same time, Ethiopia suffered from heavy droughts and
failure of socialistic policies. As a result, that made the Ethiopian society unstable and
impoverished. In 2013, the GDP per capita is USD 316, and a large amount of foreign aid is
provided to Ethiopia.
Ethiopian cabinet has the real power of the politics and military control, and since 1991
when the EPRDF subverted the Mengistu communist regime, EPRDF have conducted state
affairs for more than 20 years.
[Table 1] General Information of Ethiopia
Location Northeastern side of the African continent, near the Red Sea
Total Area 1,222,000 ㎢
Climate Mild (high land), hot and humid (low land)
Population 94 million (2013)

General
Capital Addis Ababa (Population: 5 million)
Ethnic Group Oromo (35%), Amhara (27%), etc. 72tribes in total
Language Amharic(official language), Aboriginal languages, English
Religion Christianity (61%), Islam (33%)
Independence BC 1,000, ancient Ethiopia kingdom was established.
Political System Federalism (the Parliamentary system)

Politic
President Mulatu Teshome
Head of state
(Prime minister Hailemariam Desalegn)
Congress Bicameral system
ADDIS ABABA e-Office System Feasibility 13

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Main Political Party EPRDF
International
UN, AU, IMF, IBRD, IDA, AfDB, etc.
Organization
Currency Ethiopian Birr
GDP 379 million dollar (2013)
GDP per Capita 316 dollar (2013)
Service industry 46%, agriculture and forestry industry 41%,

Industrial Structure
manufacturing industry 13% (2011)
Economy Main Exports coffee, gold, leather (2011)
Main Imports food, oil, chemical product, machine, fabric (2011)
Natural Resources gold, copper, natural gas, potassium
Strong point of
Plentiful agricultural development potential
Economy
Weak point of
Lack of natural resources, unsettled political situation
Economy
※ Source: CIA, the Export-Import Bank of Korea, Project team modification· reconstruction
1.2 Ethiopia’s Geographic Environment

Ethiopia is located at the northeastern side of the African continent near the red sea. It is
bordered by Eritrea to the north, Djibouti and Somalia to the east, Sudan and South
Sudan to the west, and Kenya to the south. The land area of Ethiopia is almost 1,127,000 ㎢.
The climate is hot and humid in the lowlands and mild on the plateau. The climate of
plateau is Afro-Alpine in character, so the change of temperature isn’t big. The climate of the
lowlands is hot and humid due to the tropic climate. The average temperature is 20℃ at
Addis Ababa.
The weather is usually sunny and dry, but the short rainy season is from February to April
and the big rain from mid-June to mid- September.
1.3. Politics and Society Environment
1.3.1. Current Status of Society
The population of Ethiopia is estimated at 94 million in 2012, and about 4.9% or 4.6
million of them live in Addis Ababa. Majority of Ethiopians are descendants of Semites and

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Hamitics and Ethiopia is a multi-tribal nation comprised of Oromo(35%), Amhara(27%),

Somali(6%), and about 80 ethnic groups.
Although Amharic is the second largest language in Ethiopia spoken by 30% of the
population, it is the official language of federal government, and speakers of 4 major
languages comprise about three quarters of the whole population. English is the medium of
instruction in secondary schools and is the most widely spoken foreign language. The
literacy rate is approximately 37~50%.
Ethiopia is one of the first Christian nations. Including Ethiopian Orthodox Church (43.5%),
more than 60% of Ethiopians are Christians. However, recently the number of Muslim
Ethiopians has been increasing.
According to the report of UNDP about the index for human development in 2013,
Ethiopia was ranked 173rd among 187 countries.
Due to lack of hospitals or medical facilities, the average life expectancy in 2011 was 60
years. 46% of whole Ethiopians have had benefits from health facilities, which means that
more than half of the people don’t get benefit from health care facilities even though they are
infected by AIDS/HIV, typhoid and malaria, etc.
Ethiopia is composed of more than 80 ethnic groups such as Oromo (35%) and Amhara
(27%). As a result, it is possible that opinions among tribes are various without finding point
of agreement.
1.3.2. Current Status of Politics
Ethiopia is a federal parliamentary republic made up of 9 states and 2 chartered cities.

Based on the parliamentary government, it has two chambers of parliament.
Ethiopian cabinet has the real power of the politics and military control, and since 1992
when the EPRDF subverted the Mengistu communist regime, EPRDF has conducted state
affairs for more than 20 years.
Now the EPRDF is composed of 4 parties - TPLE, ANDM, OPDP and SDPDF.
In 2005, EPRDF faced many problems such as the decrease in the number of seats and
demonstration. However, EPRDF have achieved annual economic growth rate higher than
10%, so they could get overwhelming victory in the general election in 2010. In 2005 EPRDF
obtained 327 of 547 seats and in 2010, 499 of 547 seats.
Meles Zenawi had a strong leadership to control the administration as prime minister, but
on August 2012, he passed away from illness. Haile Mariam who was the Deputy Prime
Minister and Foreign Minister succeeded the role of Prime Minister.
In 2012, Haile Mariam distributed seats of the deputy prime minister to all 4 parties

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comprising EPRDF. He tried to boost the approval rating and to keep the government
administration stable.
1.3.3. Current Status of Economy
Based on the implementation of infrastructure such as power system, roads and

communication networks, Ethiopia could achieve increased investment and productivity. And
also, it attained foreign aids from many countries. Consequently, Ethiopia recorded 9%
average economic growth rate during the last 5 years.
From 2004 to 2008, Ethiopia has recorded double digits economic growth rate. However
due to the global economic recession in 2009 and 2010, the remittances from Ethiopian
overseas workers declined. Furthermore, the drought occurred in 2011 aggravated the crops
condition. As a result, Ethiopia recorded 7.3% of economy growth rate.
In 2012, owing to the continuous commercialization of agriculture products and the

relieving drought, the economic growth rate reached 8.5%. And also in 2013, due to the
increased investment and electric power production, it is expected that Ethiopia will achieve
near 7.1% economic growth rate. However, it is also predicted that the economic growth rate
of 10%, which is needed for entering the middle income country that the Ethiopian
government is aiming at to enter in 2025, will not be reached.
[Table 2] Major Economic Indicator of Ethiopia (Unit: %)

Economic Indicator 2009 2010 2011 2012 2013
Economic Growth Rate 8.8 9.9 7.3 8.5 7.1
Finance/GDP -0.9 -1.3 -1.6 -1.2 -3.0
Growth Rate of
8.5 8.1 33.1 22.9 8.4
Consumer Price Index
※ Source: The Export-Import Bank of Korea, Foreign Research Institute, Ethiopia national credit rate
evaluation reports (October, 2013)
86% of Ethiopians engage in agriculture and 46% of GDP comes from agriculture. As a
result, Ethiopian economic structure is vulnerable to the external factors such as price
changes of agriculture products and annual precipitation etc.
Coffee had accounted for the biggest part of Ethiopian exports, approximately 50%.
However, due to the dropping coffee price in international market, the sales of export
decreased. As a result, in 2009, the amount of coffee export took up only USD 40 million out

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of USD 160 million in total export.
Ethiopia has rich amount of mineral resources, and two natural gas fields have been
found so far. Moreover, geological study showing that oil field from Sudan is extended to
Ethiopian territory, makes many foreign countries show interest in Ethiopian natural resource
development.
1.3.4. Current Status of International Relationship
After the collapse of the communist government in 1992, the Ethiopian government
decided to follow the pro-Western policy. Since then, it has maintained good relations with
the US and European countries.
Based on the military cooperation, USA has accounted for the biggest part in economic
support, and the European countries, such as UK, have been supporting in large scale of
aids based on the historical relationship.
Ethiopia has the strongest armed forces in Eastern Africa. So for the safety of that area, it
has emphasized geopolitical issues, and it needs to establish stronger cooperation
relationship with USA and Western countries.
Ethiopia is a landlocked country. So when it needs to trade through sea line transport,
Ethiopia has been using Djibouti Port in Djibouti instead of Assab Port in Eritrea since the
war with Eritrea. Most amount of trade is passing through the Djibouti Port due to the friendly
relations between Ethiopia and Djibouti.
1.3.5. Relations with neighboring countries
After Eritrea’s independence from Ethiopia, the border dispute between Eritrea and
Ethiopia frequently occurred. Especially the dispute in 1998 spread to war and left a large
number of casualties.
In December 2005, Ethiopia attacked the Union of Islamic Courts in Somalia to support
the Somalian interim government, and in 2009 after the withdrawal of Ethiopian occupation
forces, Ethiopia still has observed the situation in Somalia.
Ethiopia maintains neutrality between Sudan and South Sudan, and sent 4,200 UN peace
keeping troops to Abyei, a disputed area between the two countries, for the economic
benefits such as oil import.

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Since 2011, Ethiopian government is building the Great Ethiopian Renaissance Dam on
the Nile River with an electric power capacity of 6,000MW, but as Egypt is relying heavily on
the water resource of the Nile, the tension between the two countries is getting higher.
1.3.6. The relationship with Korea
Ethiopia sent troops during the Korean War as a member of the UN forces. It sent a
battalion with a total of 6,037 solders to Korea and since the establishment of diplomatic
relation in 1963 the two countries have maintained friendly relationship.
After establishment of diplomatic relationship, economic cooperation between the two

countries stayed in a meager stage. However, since the establishment of the current
constitution, Ethiopia and Korea have contracted many cooperation agreements about
economy, technology, culture, trade, etc.
In July 2011, the President of Korea visited Ethiopia and the two heads of the countries
agreed on the establishment of partnership for growing together. Korean government also
promised the sharing of the Korean development experiences for strengthening the
cooperation between Ethiopia and Korea.
Ethiopia has supported the Korean policies and candidates in international stage.
Particularly, Ethiopia has considered Korea as a role model for economic development, so it
expects to exchange the technology or information industry knowhow from various sectors
from Korea.
The amount of trade between Korea and Ethiopia was 132 million dollars in 2012, and in
August 2013, the trade amount recorded 75 million dollars.
[Table 3] Trade scale between Ethiopia and Korea

(Unit: USD1,000)
Contents 2010 2011 2012 Main item
Agricultural pesticides, medicines and
Korea  Ethiopia 50,499 106,904 107,911 medical supplies, cars, and construction
and mining equipment
Ethiopia.  Korea 11,722 19,730 24,662 Coffee, grain and fruit, leather
Total 62,221 126,634 132,573

※ Source: The Export-Import Bank of Korea, Foreign Research Institute, Ethiopia’s national credit
rate evaluation reports (October, 2013)

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[Table 4] Current status of Korean supports and aids to Ethiopia

Project name Managing institution Approval
Power of Korean economic development KDI 2009.09

Sululta-Gebre Guracha Strategy network implementation The Export-Import
2011.12
project (EDCF) Bank of Korea
Arsi Zone family plan and maternal childhood health promotion
KOICA 2011.12
project
Strategy Establishment of e-Government and IT Technology The Export-Import
2012.
introduction (KSP) Bank of Korea
※ Source: The Export-Import Bank of Korea, 2012, World Countries Handbook, KOICA Evaluation
Report
2. City overview
2.1 Addis Ababa’s General Information
Addis Ababa is the capital city of Ethiopia and is located in the highlands near equator.
The land area of Addis Ababa is 530 ㎢, approximately 0.9 times of Seoul.
The name Addis Ababa(meaning ‘new flower’) came from the city’s old name “Hora
Finfinnee”. Taytu Betul who was the empress of Ethiopia defined the border of Addis Ababa
and in 1886 the Emperor Menelik decided the name of the city as Addis Ababa when he
started building the city.
Owing to the central forced development of religion, politics, economy, and education,
Addis Ababa could achieve modernization without the forced intervention of foreign power.
[Table 5] General Information of Addis Ababa
Contents description
Total area 530.14 km2
Location 38 degrees East longitude, 9 degrees North latitude
Average altitude 2,355m
Population 5million (estimate in 2013)
The number of Sub city 10
The number of Woreda 116

※ Source: Project team field trip date reconstruction

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2.2 Geographical Environment

Addis Ababa, which means “new flower” in Amharic, is the main city of Ethiopia taking
central role in economy, politics, and culture of Ethiopia. It is located in 38 degrees East
longitude, 9 degrees North latitude.
The land area of Addis Ababa is 530.12km², about 0.9 times of Seoul land area. Addis
Ababa is Ethiopia’s biggest city and the average altitude is 2,355m making it the 3rd highest
capital city in the world.
[Figure 3] Map of Addis Ababa
※ Source: Google Map (http://maps.google.com)

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Addis Ababa is located near Entoto Mountain and the territory spreads from where the
Bole International Airport is located at an altitude 2,300m to the highland at an altitude
3,000m to the north.
Addis Ababa is influenced by subtropical plateau climate and the temperature varies
depending on the altitude and the direction of wind, which leads the temperature difference
more than 10℃. The average temperature of the city is approximately 20℃ year round.
It has 10 sub-cities and 116 Woredas in Addis Ababa and one sub-city controls 10~50
Woredas according to the region’s scale.
Bole international airport is located about 18km south of the Addis Ababa city center, and
it plays an important role for Ethiopian Airlines flights as a hub airport. Moreover there is a
train station connecting Ethiopia and Djibouti.
2.3 Society and Economy Environment

The name “Addis Ababa” came from the name of the old town in the area “Hora
Finfinnee”. Taytu Betul, who was the empress of Ethiopian ancient dynasty, defined the
border of the city, and in 1886 the emperor Menelik decided the name of the city as Addis
Ababa when he started to develop the city.
Before the development of Addis Ababa, Entoto played a role as a capital. However in the
19th century Addis Ababa was set up as the kingdom’s new capital.
From 1936 for 5 years, Italy occupied Ethiopia, and then they changed the name from
“Addis Ababa” to “Addis Abeba”. However, the emperor, Haile Selassie, renamed the city as
Addis Ababa.
In May, 2004, Korea and Addis Ababa established the sisterhood relationship based on
the ties which were generated at the Korean War in the 1950s. Korea promised to help Addis
Ababa build the war memorial, commemorative hall, Commemoration Park, etc. to enhance
the relationship.
The population of Addis Ababa is approximately 5 million and about half of them are from
the Amhara ethnic group. Other half of the population are of Oromo, Gurage, Tigray etc.
Most of the people in Addis Ababa use the Amharic language, others use their own
language, and English is the most widely spoken foreign language.
Including Ethiopian Orthodox Church (43.5%), more than 60% of Ethiopians have
Christian faith. However, the Muslim population has been increasing recently.

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Addis Ababa is the economic center of Ethiopia. In case of coffee which is the main
export products, auction and examination are conducted in Addis Ababa to all the coffee
beans harvested in the entire area of Ethiopia. And then after the processing, coffee is
exported to overseas countries.
The main industrial products produced in Addis Ababa are fabric, wooden goods, plastic,
food, clothes, shoes, and chemical products, and the majority of industrial service
enterprises are located in Addis Ababa.
Furthermore, many international organizations’ African regional headquarters such as

African Union (AU), United Nations Economic Commission for Africa (UNECA), The
Federation of African Societies of Chemistry (FASC), and Horn of Africa Press Institute
(HAPI) are located in Addis Ababa, which makes this city the political capital of Africa.
Addis Ababa is composed of 10 sub-cities and 116 Woredas as administrative structure.

The Ethiopian federal government appoints the people in city government organization.
When it comes to the mayor or the high ranking official, it is appointed following the cabinet’s
decision, and the party of the cabinet is decided by the people’s election.
Each small cities or regions have their own institutions and the city government operates
74 agencies. Each small cities or regions don’t have position distinction, and after a certain
period, the changes of the high ranking officials are conducted under the agreement of the
cabinet
3. Policies and strategies

3.1 Ethiopia National Policies and Strategies
Since 2002, Ethiopia has established and conducted the national development plan
based on the poverty reduction strategy.
Up to now, the two projects (Sustainable Development and Poverty Reduction Program,
and Plan for Accelerated and Sustained Development to End poverty) have been completed.
Under the Growth and Transformation Plan (GTP) which has started in 2010, Ethiopian
government has been promoting the national development plans until 2015 as followed.
• Improvement in the quality of life through the economic development.
• Leap to the middle advanced country from the low developing country until 2025.
• Maintenance of at least 11.4% economic development until 2025.

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[Table 6] GTP Missions
Contents 2010 2015
Annual average real economic

10.4 11.4
growth rate (%)
Nominal GDP per capita (USD) 365 510.5
Exports proportion per GDP 13.6 22.5
Imports proportion per GDP 33.0 35.7
※ Source: KOTRA Addis Ababa Head Office, Current status of main industry (March, 2013)
Ethiopia government has established and conducted the Agricultural Development Led
Industrialization (ADLI) plan to strengthen the cooperation relationship between the
agriculture sector and industrial sector.
• Economic development maintenance based on the agriculture
• Implementation of infrastructure for role extension in manufacturing industry
• National infrastructure enlargement
• Qualitative development promotion for society
• Implementation of effective, transparent government system.
※ the project team explained the main contents in the ADLI plan regarding the national
infrastructure related issues for these projects.
In case of the national infrastructure implementation, Ethiopian government will invest 5

billion US dollars every year after establishment of the mission plan through the demand
expectation of each sector from Growth and Transformation Plan.
To implement infrastructure, Ethiopia makes use of the credit assistants and grants from
foreign governments, international organizations with its own resources.

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[Table 7] Expanses for Infrastructure Implementation in Ethiopia
(Unit: million USD/year)
Contents Capital expenditure Operation and maintenance Total expense

Information Communication
72 139 211
Technology
Electric Power 3,105 276 3,380
Transportation 248 149 398
WSS 846 355 1,201
Irrigation 6 - 6
Total 4,277 919 5,196
To implement infrastructure, international organizations such as the World Bank, EU, and
AfDB is helping raising the necessary fund. Moreover, the monetary supports from
developed countries such as Japan, China, Germany, the United Kingdom and the Middle
East countries are provided.
According to the World Bank report, the proportion of the Ethiopian budget to implement
infrastructure is approximately 42%, which is the highest level in sub-Saharan Africa.
[Figure 4] Comparison of Ethiopia national Infrastructure

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3.2 Addis Ababa City Policies and Strategies

Based on the comprehensive national development plan which started in 2002, Addis
Ababa has established and conducted city development policies.
Addis Ababa economic development department established urban development

indicators, and defined the specific indicators for economic and social infrastructure
implementation.
The establishment purpose of city development is to understand Addis Ababa’s social,

economic, geopolitical problems and to formulate the solutions and plans for the continuous
city development.
[Table 8] Addis Ababa Urban Development Index (UDI)
Contents Specific index

- Micro & Small Scale Industries
- Investment
- Financial Institutions
Economic Indicators
- Poverty & Unemployment
- Fiscal Performance Indicators
- City Gross Domestic Product
- Health
- Education
- Housing Sector
- Environment and Waste Management
Social Indicators
- Tourism
- Land Use
- Social Affairs
- Women’s Situation
- Road Network
- Water Supply
Infrastructure and
- Information and Communication
Water Supply
- Energy Consumption
- Transport
※ Source: Addis Ababa City Government, Finance & Economic Development Bureau, Urban
Development Indicators (2002), Project team reconstruction

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4. Analysis of Informatization Environment

4.1 Informatization Policies and Strategies
Ethiopian government has promoted e-Government policies that can improve
effectiveness and efficiency of public administration system in order to build an informatized
society.
In this regard, Ethiopian government has established and promoted e-Government

development plan with the support of World Bank, UNDP, and UNESCO, etc. by including
this e-Government plan into ‘ICT4D-10’ plan which is one of the main policy of the
government.
[Table 9] List of Ethiopia Projects by World Bank, AfDB
Managing
Project Project ID Date
Department
- Ethiopia: TFSCB Data Systems and economy -wide

P115154 2010-07-12
Analysis Project
- Additional Financing to the Public Sector Capacity

World Bank P107217 2010-03-23
Building Program Support Project
- ET- Sustainable Land Management Program (FY08) P090789 2008-04-29
- AfDB’s USD 33m Harar Water and Sanitation Project

AfDB - 2013.06
Comes on Stream in Ethiopia
※ Source: World Bank, AfDB project list, project team reconstruction.
At the beginning, Ethiopian government conducted the ‘Additional Financing to the Public
Sector Capacity Building Program Support Project’ and ‘TFSCB Data Systems and
Economy-Wide Analysis Project’. In 2011, Ethiopia Ministry of Communication and
Information Technology set to work to implement e-Government with mid-long term strategy.
Moreover, Ethiopian government asked the Korean government to advise the policies for
development of ICT industry and improvement of national informatization level through
KSP(Knowledge Sharing Program) Projects conducted by KDI(Korea Development Institute)
in 2012.
As of 2013, MCIT has conducted implementation of information system and national

evaluation system for informatization and has processed mid/long-term road map
establishment for e-Government development.

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[Figure 5] Ethiopia ICT 4D plan
Furthermore, Ethiopian government is planning to promote e-Government project by

establishing visions and missions for effective operation of administration, improved political
participation of the people, and development of economy and society.
[Table 10] Ethiopia e-Government Vision, Outcomes and Targets
Vision Outcomes Targets
1. Ethiopia to be amongst the top 30 countries

1. Customer Participation in in the world in the e-Participation index of UN
Bring government Government policy/scheme by year 2015 (Ranked 135 in 2010)
closer to design 2, Customer Feedback Mechanism available
the people on all Government Channels
2. High awareness regarding all 3. More than 70% of Customers aware of the
Government Schemes/Services e-Government program
4. At least 30% improvement on Government

3. Improved turnaround time for
Transformation Index (GTI) from 2010 to
service delivery
2015
Effective
5. Integration of Ministries/Agencies through
Governance 4. Joined-Up Government
common applications, standards and policies
5. Customer friendly and 6. Capacity building of all officials on IT and

Accountable Government Customer behavior

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7. Electronic enablement of 219 services

6. All services accessible within 8. All the 4 Channels established with more
the community than 50% uptake for alternate service delivery
channels
Improved Service
Delivery
9. 60% customer satisfaction
7. Improvement in Customer 10. Published Customer Charters for all
Satisfaction services provided by government
organizations by 2015
11. Amongst top 75 in Doing Business rankings

8. Improve Business Climate of World Bank for ease of doing business in
Socio-Economic the country (Ranked 116 in 2009)
Growth
9. Growth of ICT 12. Investment of under 10% of Budget of e-
entrepreneurship/Industry Government Program through PPP
※ Source: MCIT, Ethiopia e-Government Strategy and Implementation Plan Report (2011), Project
team reconstruction
Ethiopian government suggests specific plans and medium term strategies for successful
achievement in e-Government policies for 5 years from 2010 to 2015 by defining the
missions and goals of e-Government.
Informatization policies of Addis Ababa are promoted in the same way as the national
informatization polices are promoted. It aims at the improvement of administrative process
and transparent digital society, which is based on the inside and outside interaction, by
implementing the e-Government.
According to the modification of city government organization made recently, new city
informatization policies establishment is under process, and it is expected that the
establishment of informatization plan is completed. Besides, the issues on the national
informatization promotion roadmap are reflected until the end of this year.
The city informatization promotion policies are divided into two sectors. One is the
general informatization promotion plan, and the other is the establishment of the work
environment through the achievement management system. As of now, the city policies are
focused on improvement of the effectiveness of the data system implemented in the city
government.

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[Figure 6] Ethiopia Informatization Plan
※ Source: MCIT, Ethiopia e-Government Strategy and Implementation Plan Report (2011)
4.2 Project Plan for Addis Ababa Informatization

Currently, Addis Ababa recognized the necessity of informatization system
implementation in the city government. As a result, Addis Ababa has invested its own budget
to construct information and communication infrastructure and promoted the introduction and
development of informatization system which is required for the improvement of
administrative work.
The principal informatization projects such as system implementation of land

administration and performance assessment are in process. Particularly, it focuses on the
establishment and utilization of performance assessment using digital BSC(Balanced Score
Card).

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When it comes to the land management system, a German company has conducted the
project and the ICTDA, which is the department in charge of city informatization, is planning
to implement computer based BSC system at the newly furbished Capacity Building Bureau
office.
Moreover, Addis Ababa City Government is planning to increase the number of its LED
electronic display boards that are currently installed at several central points in the populated
area and around the city hall for notifying issues and announcements of the city
administration.
4.3 Project Environment and Informatization Organization

The Ethiopian Federal Government has established ICT infrastructure and related policies
under the control of MCIT and MCB, and each department in charge of each role operates
the action organization.
[Figure 7] Ethiopia ICT Policy Process
※ Source: National information Society Agency (NIA), reconstruction of AfDB trainee presentation
data

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[Table 11] Current Status of Ethiopia Informatization Organization
Name of Department Role
MCIT: Ministry of Communications & Information Ministry in charge of ICT infrastructure

Technology implementation
Agency under the ministry of transportation and

Ethiopia Telecommunications Regulatory Agency
communication
MCB : Ministry of Capacity Building Ministry in charge of ICT Policies
Agency under the capacity development

Ethiopian ICT Development Agency department which promotes mid·long term ICT
policies development and business organization
Ethiopia ICT infrastructure implementation

ETC : Ethiopian Telecommunications Corporation
organization
Ethiopia MCIT operates the national data center (NDC) and e-Service team through e-
Government Directorate.
• NDC conducts the projects for establishing and supporting ICT communication center
by carrying out services such as a video conference, network administration & security,
internet service and application program hosting, etc.
• E-Service team implements the online services system for public use with every
government sector and administrative institutions.
Addis Ababa’s city government administration is composed of 14 Bureaus and 74

agencies.
Information and Communication Technology Development Agency (ICTDA) in Addis

Ababa is in charge of strategy establishment and project promotion in the city government. It
is under control of the Capacity Building Bureau.

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[Figure 8] Current Status of Ministry of Communication & Information Technology
※ Source: MCIT, Ethiopia e-Government Strategy and Implementation Plan Report (2011), Project
team reconstruction
[Figure 9] Current Status of Addis Ababa Information Communication Technology

Development Agency
※ Source: integrated result from field interview, project team reconstruction

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ICTDA is comprised of 4 case teams in charge of Software & Website, Data center &
Maintenance, Network, Research & Training and 1 department in charge of administration.
• Software & Website Case Team is in charge of city hall homepage management,
software development and management, etc.
• Data center & Maintenance Case Team is in charge of Data center management which
the city hall operates, video conference management and information equipment
maintenance, etc.
• Network Case Team is in charge of administration management, monitoring, and

security, etc.
• Research & Training Case Team is in charge of collecting information about

informatization, supporting policy making, and training for informatization, etc.
• Document Office is in charge of operation for all administrative work occurred in ICTDA
and director support in informatization training.
Moreover, ICTDA has a regular education programs for informatization by operating the
Training Center with IT training session in the department.
Currently, Addis Ababa’s city hall implemented the communication infrastructure and
information equipment in the city hall by its own budget, which led to more convenient work
environment with PCs and internet.
• The city administration of Addis Ababa has offices in 2 buildings; the main city hall and
the new building. The supply of IT equipment is already finished for both buildings.
• The new building is under installation of communication network system and is

planned to be completed in 2013. Some departments already use the wireless
communication network.
• The old building is already equipped with information devices and network system, and
each public official use 1 desktop or laptop PC.
Most administration work in the department is done by conventional face to face talk and
printed document, and only basic works such as information search, document creation is
done by using PC.

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• Recently introduced information devices are used only for the basic work such as
writing and printing documents. Most administrative works are conducted under the
approval of the person in charge, manually.
• There are no standard or procedure to process administrative documents and work. As

a result, each department and organization has its own way to conduct the work, which
results in the work inefficiency such as repeated work or slow process between
different bureaus.
4.4 Analysis of Informatization Infrastructure

In 2006, Ethiopia Telecommunication Corporation (Ethio Telecomm: ETC) promoted the
expansion of implementation in communication network through the network upgrade
contract with 3 Chinese companies (ZTE, Huawai, and Chinese International
Telecommunication Construction Corporation).
The overall level of information and communication technology in Ethiopia is quite low.
The state-owned telecommunication enterprise Ethio Telecom monopolizes the whole
market, which leads to the absence of the competition in market.
[Table 12] Current status of ICT infrastructure Benchmarking
Other low
Contents Unit Ethiopia income
countries
Mobile phone coverage % population 9.9 48.2
International bandwidth Mbps/capita 0.3 5.8
Internet subscribers/100 people 0.0 0.1
Landline subscribers/100 people 1.0 0.8
Mobile phone subscribers/100 people 1.6 15.1
Price of monthly mobile basket 3.37 11.12 9.9
Price of monthly fixed line basket 2.00 13.58 -
Price of 20-hour internet package 14.85 67.95 11.0
Price of a 3-minute call to United States 3.33 2.59 2.0
Price of inter-Africa telephone calls, mean 1.27 0.72 n.a

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The price of ICT service is relatively cheap compared to other countries. This price is due
to the support from high price of international telephone call. Ethiopia’s information and
communication fee doesn’t reflect the expense structure because of the absence of
competition in the market.
Ethiopian government is aiming at 3 million wired telephone subscribers, 40 million

mobile phone subscribers and 3.69% of broadband internet service users.
[Table 13] the Mission of ICT Department in Ethiopia GTP
Contents 2010 2015

Landline Telephone subscriber (million) 1 3.05
The density of Wire Telephone (%) 1.36 3.4
Mobile phone subscribers(million) 6.52 40
Mobile phone coverage (%) 8.7 45
Internet service subscription (%) 0.187 3.69
Mobile phone service subscription (%) Less than 50 90
Ethiopian government’s goal is the establishment of government portal and e-Pay portal,
various information system for national assembly, finance, roads, national defense, society,
service, tax management, tourism industry, environment monitoring, rural development, etc.
According to the ‘e-Government survey 2012’ by UN, Ethiopian e-Government is ranked

as 172nd among 190 countries. Interestingly, the online service index which shows the level
of practical public administration service is quite highly ranked compared to other evaluation
items in the survey.
[Table 14] Comparison Analysis of e-GDI between Ethiopia and Korea
Communication Total
Contents Online service Human resource
infrastructure index ranking
Ethiopia 0.4706 0.0093 0.2119 0.2306 172

Korea 1.000 0.8356 0.9494 0.9283 1
※ Source: UNPAN, UN e-Government Survey 2012

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※ Online Service index: National portal site, Health, Education, Social welfare, labor finance, etc. It
evaluates the general capacity of providing public service to the people.
※ Information communication index: 5 index (The number of estimated internet user per 100people,
the number of telephone lines, the number of joining mobile phone. The number of wire internet
member) are surveyed in the way of weighted value.
※ Human resource Index: 2 index (The adult literacy rate, the rate of school attendance) are
surveyed in the way of weighted value, and it reflects the acceptance rate of e-Government service.
The level of Ethiopian e-Government is about to change from the first step which means
the starting stage to the second step which means the development stage and is able to
provide the complex one-way information service and the simple two-way online service
among the 4 steps mentioned in the e-Government survey.
[Table 15] Specific Analysis of Ethiopia e-GDI
Contents Description
Evaluation index 0.4706
Stage1 (7% rate in importance) 83%

Online service
Total 41%
The number of estimated internet user per100people 0.75
Penetration of wire telephone per 100 people 1.10

Communication
infrastructure Penetration of mobile phone per 100 people 7.86
Penetration of Internet per 100 people 0.09
Penetration of broadband per 100 people 0.00
Human resource The adult literacy rate (%) 29.82
The rate of school attendance (%) 55.25

※ Source: UNPAN, UN e-Government Survey 2012

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According to the ITU ‘Measuring the information society 2013’ report, the informatization
development index of Ethiopia is 151st among 157 countries, which shows the current low
level of informatization status.
[Table 16] Ethiopia ICT Development Index (IDI)
ICT Access ICT Use ICT Skill Total

Contents
Index ranking Index ranking index ranking index ranking
Ethiopia 1.64 149 0.07 153 2.80 150 1.24 151
Korea 8.28 11 8.22 2 9.86 1 8.40 1
※ Source: ITU, Measuring the Information society 2013
[Table 17] Current Status of Ethiopia Informatization
Contents Description 2011 2012
Penetration rate of computer per household 1.0 0.9
Penetration rate of mobile phone per 100 people 16.7 23.7
Access
Internet speed per internet user (Bit/s) 6,974 5,065
Indicator
Penetration rate of computer per household (%) 1.8 2.1
Penetration rate of internet per household (%) 1.5 1.9
The number of Internet users (%) 1.1 1.5

Use
Penetration rate of internet broadband per 100 people 0.0 0.0
Indicator
Penetration rate of mobile phone broadband per 100
0.3 0.4
people
secondary 37.6 37.6
The percentage of school
Skill attendance
Tertiary 7.6 7.6
Indicator
The literacy rate 39.0 39.0
※ Source: ITU, Measuring the Information society 2013
Recently, Addis Ababa City Government secured equipment of informatization system. In

addition, the government established communication infrastructure and data center for
conduction of internal administrative work by its own budget.

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• Now Addis Ababa’s city hall has established and operated two data centers. The main
data center is located in the city hall, and the other data center is located in Bole for
prevention of disaster or emergency.
• Addis Ababa city government states that some of departments moved into the new
building and the infrastructure establishment projects for a new building which have
been conducting now are completed in 2013.
• The public officials in the Addis Ababa’s city hall use 1 PC per person and utilize
various OS system such as Window XP, Window Vista according to their work.
• Some manager level officials use more than 1 PC and laptop. It is thought that the
supply of information equipment in the city hall is sufficient.
Safety equipment such as UPS, dehumidifier, and fire extinguisher for prevention of
disaster or emergency which came from the irregular electronic power supply is quite well
prepared.
• To prevent the damage from irregular power supply or black out, some offices has
small UPS. And big UPS, standby generating unit, dehumidifier and fire suppression
equipment also have been installed recently for data center operation.
[Figure 10] Current status of Addis Ababa city hall infrastructure
※ Source: Addis Ababa City hall, data from the field trip in data center

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4.5 Current Status of the Informatization Legal Framework

Ethiopian government is planning the modification of the legal framework for
informatization system and e-Government establishment under the recognition of the
necessity that successful promotion and enactment of informatization strategies and policies
are required.
Ethiopian government has finished all required preparation for making the legal
framework such as ‘the law for public use of government informatization system standard or
framework’, ‘national e-Commerce law’, etc. And the examination and approval process of
the legal framework is proceeding.
[Table 18] Current Status of the Ethiopia Informatization Legal Framework Promoted
The name of legal framework current status

1. National Electronic Transaction Law
2. National Data Protection Law

In the stage of preparation for the
draft
3. e-Commerce Law
4. Computer Misuse and Cyber Crime Law
5. e-Signature Law
6. National Public Key Infrastructure (PKI) Framework In process
7. National Enterprise Architecture Framework for Ethiopia

8. Government Information Systems Interoperability Framework/
In evaluation of the court approval
Standard (e-GIF)
※ Source: MCIT, Ethiopian Government Portal, data related the legal framework reconstruction
Currently the legal framework of Addis Ababa informatization plan is in the stage of
preparation, and there are no policies of regulations for conducting this informatization
projects and administrative work.
It is considered that use of related administrative information and electronic signature in

the e-Government promotion are required. However, it is expected that it takes some time to
enact or modify the most of legal framework.
There are no standards or procedure to process administrative documents and work. As

a result, each department and organization has its own way to conduct the work, which
results in the work inefficiency and duplication.

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5. Implications Analysis
Federal government of Ethiopia and Addis Ababa City Government shall promote the
active informatization projects under the necessity of establishing informatization and e-
Government system as an important factor to national development by improving the
effectiveness of public administrative work.
As a result, it is showing the strong will to establish the specific national informatization
policies and communication infrastructure.
Addis Ababa has already finished the implementation of communication and

informatization infrastructure by its own budget, which shows its high level of preparation.
However, the officials in the city government use the information equipment only when
they do very simple work. To improve work effectiveness and minimize repeated work, it is
required to expand usage of information equipment.
Because of the absence of specific legal framework which is required to conduct

informatization projects, the enactment and modification of the legal framework for
administration work informatization have to be considered urgently.
There are no standards or procedure to process and manage the administrative

documents and work. As a result, each department and organization has its own way to
conduct the work, which leads to the work inefficiency. Hence, the standard or regulation of
work process is required.

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III. Technology Analysis

1. Requirement Analysis
In order to have a To-be model in e-Office system, we conducted questionnaire
and interview on the related people of Addis Ababa. Officials who answered the
survey were 12 people including staff of AAICTDA. Most of them were actively
using PC’s and the interview and survey were conducted by personal visit or
explanation of the content and we got answers through Email or hard copy.
Answers and analysis on them are as in the following:
1.1. Draft of Approval / Authorization Stage
No one used hand-written paper document but used PC for the work
performance. For authorization, everyone used face-to-face meeting and signature
on the hard copy paper document. The process of the authorization was taking on
average of 9.1 hours, which is more than one working day. For the loss of the
document in the approval procedure, average of loss rate was 2.5%, but in many
cases, loss of the document means inconvenience of finding the document rather
than physically losing the document. Lastly, all the respondents felt monitoring is
necessary in the process of authorization.
1.2. Stage of Receiving and Sending Document between Divisions
Respondents answered that it took 9.2 hours for sending approval document
within Addis Ababa City Office, and 15.0 hours outside of the city office, which are
both more than one working day. For the loss of documents in the process of
receiving and sending documents, officials responded 3.6% for delivery within City
Office, and interestingly 1.8% for outside offices. Lastly, everyone felt inconvenient
due to the lack of monitoring in receiving and sending process, so felt the need of
monitoring function.
1.3. Document Management
All of the respondents felt more or less uncomfortable for current system using
paper document. About the time for searching the document, the average time was
2.9 hours, but the answered varied from less than an hour to more than a day.
Lastly, all of the people answered that it would be more comfortable for searching
document to use searching engines such as Google.

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2. Current status
2.1. System Configuration
In Addis Ababa, administration process is based on paper document. The core

processes of the administration are receiving external documents, approving
internal documents, and sending external documents to other staff. Creating
documents for authorization is based on PC document but approval as well as
distribution/acceptance is based on conventional manual method.
The steps below outline the work flow process of document sending and
receiving in Addis Ababa city. All official flow of the documents created in Addis
Ababa can be divided as draft/sending and receiving/keeping.
a) Document draft: Person in charge makes a document regarding a specific issue
and give it to manager.
b) Manager Check: Manager reads and checks whether the contents of document
is appropriate.
c) Manager Authorization: Manager signs and approves the document.
d) Document Creation: Person in charge duplicates the approved document one
more copy than the number of recipients plus cc. and gives them to the
document officer.
e) Document Registration: Document officer stamps at each copy and records
description of document in the document logbook by creating reference number.
f) Document Delivery: Postman visits each assigned office and delivers documents.
g) Document Reception: Document officer of the receiving office writes description
of document in the document logbook and signs at the document for keeping (or
returning)
h) Signed document return: Postman returns to office with the document with
signature of receiving office(s).
i) Document keeping: Document officer keeps the returned document in the folder
according to reference number.
j) Manager read and sign: Manager reads and signs the received document (make
comment/orders on it)
k) Give to person in charge: Manager gives the corresponding document to the
person in charge of that issue.
l) Document keeping: Document officer keeps the signed document in the folder in
the order as recorded in the document logbook.

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In this work flow scenario, the whole process relies on the handling of paper
made document, and when a created document is sent to external bureaus,
exceptional event that might occur are only dealt by non-standard manual method.
Each time a document is created, it should be duplicated as many as the number of
recipients, and during the delivery process, risks such as loss or damage exist.
Furthermore, because the process of signing and receiving are all done manually,
reliability is not guaranteed and it is very hard to monitor the process.
[Figure 11] Work Flow Process Map
2.2. Business Process
In Addis Ababa, the flow of business process for administrative works are based
on internal cooperation of sharing printed documents, flow of authorization,
managing documents for the records and receiving or sending documents to other
Governmental Institutions. The following is the analysis on each process:
2.2.1. Flow of Cooperation of Documents
There are memo, letter, phone, fax and email in Addis Ababa to share
information internally. The method of official communication, however, is limited on
hard copy. Generally, email is not regarded as an official communication method. In
current situation, documents sent through email should be re-sent in a hard copy
format. The method of communication could be changed according to the subjects
but there are no clear criteria on this.
Some officials in Addis Ababa don't think that email is a legitimate

communication method. Accordingly, we could guess that there could be resistance

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for implementation of e-Office System in the future. Solution to handle the changed
environment is also needed.
2.2.2. Flow of Authorization
Currently the biggest issue relating to the authorization in Addis Ababa is that
there is no management system for document tracking which can be used to
understand the flow of authorization. This is a serious problem for it takes long time
for the authorization and since there are no guideline(formal form of approval),
document may change every time it gets authorization. This is because of manual
offline authorization.
Another problem in manual authorization is the loss of document due to the lack
of management system for document tracking so that we can't keep track of the
flow of authorization. Especially when the person in charge of authorization is out of
office for long-term, document become more likely to be lost and the creator of that
document have to re-write the document.
In addition, there is no clear standard system and there are no criteria of

approval. Each person in charge takes different criteria based on their own
experience so that document may become different every time. Standardization is
highly required. There is no regulation, so in case of the long absence of the person
in charge, the loss or pileup of document frequently occurs.
2.2.3. Flow of Document Management
Bookshelves that are used to store approved documents are also managed
manually and it takes long time to manage and use the documents. Searching,
obtaining, managing of information is not easy. For the list of document
management, it is written based on basic items.
Storage environment for the approved document is also inferior that the loss of
documents occurs frequently since humidity or temperature of the space is not
adequate for storage.
Physical space for increasing paper shall also be needed. In current system,
when the amount of authorized document becomes particular quantity, it is moved
to storage room.
It takes too much time for searching and obtaining the information needed for the
business performance under the current Library system.
Classification plan of documents(information) is only based on serial numbers by

departments and years so that hard to be used.

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2.2.4. Flow of Sending and Receiving of Foreign Document
There is no formulated form for the document which is being distributed internally
in Addis Ababa. For the document being sent or received between foreign
institutions, there is only a rough form. If the form of document is different between
institutions, the business performance process could be ineffective since reworking
of the document may be required for format modification. The lack of form also
makes problem in document management. Different formats in searching and using
of information make users confused and it is hard to personally manage them.
2.3. H/W, S/W, N/W
2.3.1. H/W
 Servers
There is a main server facility in the City Hall building, and a backup server in a
separate building in Bole.
 Personal computers
Every person in the City administration has a desktop or laptop PC. Some staff
even have both.
 Printers and Scanners

Usually there is a printer in every office, but they are used as local printers, each
connected by USB port, instead of network printers.
Some offices have scanners or multi-function printers.
2.3.2. S/W
 PC Operating Systems
Every PC uses MS Windows based operating system, and the version varies from
Windows XP to Windows 8.
 Desktop Applications
All personal computers are using Microsoft Office (2007 and 2010).
 E-mail System
Every staff has email accounts, but they are commercial email service such as
Yahoo Mail or Gmail..
2.3.3. N/W
 City Hall
Every office is connected with fiber optics cable, but because of the limited
transmission speed from the telecommunication company, so far it doesn’t make big
difference from the conventional copper cable in terms of speed. Wi-Fi is installed

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but doesn’t have any security means such as password. Some offices, including
Capacity Building Bureau, moved to a new building that doesn’t have high speed
internet, but will finish installment until end of year.
 Woreda Office
Woredas in Addis Ababa are connected to a nationwide public high speed internet,
Woreda-Net.
2.4. Organization
Addis Ababa organized the following Task Force for the F/S project. The TF is
composed of personnel from ICTDA which is in charge of the IT related works, but
as ICTDA is under the Capacity Building Bureau, it can play the role of making
overall improvement of the business process of Addis Ababa City Office.
[Table 19] Task Force

NAME POSITION EMAIL
Tesfaye Haile
General Director, AAICTDA [email protected]
Gebreslassie
Tewodros tewodresnegussie2000@gmail.
Research & Training Expert, AAICTDA
Negussie com
Genetu Desalege Deputy General Director, AAICTDA [email protected]
Mebratu K.Mariam Software & Website expert, AAICTDA [email protected]
Ermias Kebede Software & Website expert, AAICTDA [email protected]
3. SWOT analysis
3.1. Analysis on Internal Environment
In the inner capable point of view, law/regulation, policy, workers, management,

procedure and technology shall be analyzed.
 Vision and Strategy of Addis Ababa

Transferring paper documents to digital format is under way using scanner
although there is not a clear vision or strategy for whole e-Office system in Addis
Ababa. Understand the necessity of inducing e-Office in the future.
 Analysis on Current State of the Organization

Addis Ababa is consisted of 17 bureaus/authorities and 50 agencies/offices.
Documents are sent and received by each offices.
 Business Procedure

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All tasks are processed with papers and completed documents are stored in the
folder and the folders in the storage box and storage book. Comments are noted
on blank spaces or back page of the documents.
 Technical Stage
Lack of e-Office related system.
3.2. Analysis on External Environment
 Analysis on policy
Lack of e-Office related system or strategy.
 Analysis on law and regulation

Law and regulation related with e-Office (electronic document, management of
public and noted document, management guidelines) shall be revised.
3.3. SWOT Analysis
 Strengths
S1. Increasing necessity and will in strategy or policy on informatization of Addis
Ababa and Ethiopian leadership
S2. Effort to open business result and to improve clarity
S3. Management of electronic business manual standardization
 Weakness
W1. Lack of standard about system connection of Addis Ababa
W2. Lack of flexible cooperative system according to the change of the organization
W3. Repeated documents management supporting part (combined with manual

labor)
W4. Lack of revision of processing procedure for up-to-date technology
W6. Lack of supporting function of gathering and deciding opinions for document
management
 Opportunities
O1. Positive prospect for the business by advanced core infra of the Governmental
Institutions with the support from the City Government
O2. Application of up-to-date technology and gradual implementation according to

the Government policy
O3. Opportunity for setting strategy made by modifying law/regulation and defining
acceptance

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 Threats
T1. Lack of security system due to public use of connection and information
T2. Decrease in business productivity or maladjustment to new system due to the

change in document management system
3.4. Draw Major Factors of Success
[Figure 12] Success Factors
The Result Major Factors of Success

SWOT
• Induce workers’ enthusiastic participation

by active propulsion of Addis Ababa
• Secure new e-Office based infrastructure

by introducing and performing IT 1. Secure user-centric
infra system
• Propel revision of business procedure or
related law/regulation based on
modification of policy and structure of the
organization. 2. Review on revision of
law/regulation
appropriate for new
• Draw effective revision for automation of management
management procedure environment
• Review on business management system

using previously built N/W infra 3. Adopt new technology
for new policy and
• Manage cooperation system by work of technology
business propulsion division environment
• Computerize End-To-End management

Life cycle by business online
4. Propel revision of
business procedure
• Induce invigoration of business
for new environment
management system based on user-centric
convenience
• Perform public relations or education for

invigoration of business management

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4. Benchmarking
4.1. Case of The Blue House (Korean Presidential Office)
4.1.1. Overview
The Blue House had needs of scientific management for records for low
productivity of administrative works, such as records and maintenance, based on
written documents and implemented e-Office system as a part of innovative policies
for national records management as a center of administrative works in government.
The e-Office system with special records management functions helped Korean
government accomplish transparent and highly reliable government by standards
for document and enhancing work effectiveness based on thorough records,
management, openness, and utilization.
 Status before e-Office

Before e-Office system was implemented, The Blue House had limited scope of
documents for recording and supervising, and important documents for decision
making such as record of meetings were not objects for record management.
Documents were exposed to risk of concealment and fabrication and it was hard to
collect public opinions on policies.
 What made this project

The president ordered to implement innovative roadmap of national records
management by stages by emphasizing necessity and importance of scientific
records management.
4.1.2. System Diagram

Documents are created by e-Office web, record of meetings, respective working
systems, and collecting public opinions, and stored thoroughly into e-Office system.
The documents can be accessible by Korean people through Internet according to
classifications, for example, immediate access by immediate open or access after
designated period by stay period before open etc. Well managed documents play a
key role in decision making or encouraging people’s participation.
4.1.3. Key Functions

The e-Office system with special function of record management has basic e-
Office function, creation and registration of records, arrangement and maintenance
of records, record standard management, open and utilization of records, and
management of confidential records etc.
 Basic e-Office System function

- Approval Function: Drafting, Approval, Sending, Receiving
- Collaboration Function : Email, BBS, Scheduler, Name Card
- e-Document Delivery Function

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[Figure 13]. Blue House System Diagram
 Creation and Registration of records

- Immediate recording after approval
- Immediate recording of Report, Diary, Order after creation
- Non-electronic records, specimen of natural history.
 Arrangement and Maintenance of records

- Maintenance – Library management, Digitalization
- Abolition
- Transfer – Creation records report, Transfer
 Standards Management
- Standards for records management
- Classification table for working records
 Open and Utilization of records

- Re-evaluation of records management
- Open of Information
- Information search and access
- Statistics, Tracing audit
 Management of confidential records

- Management of confidential records
- Re-classification of confidential records

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4.1.4. Effects of the system

The Blue House has established a system for truthfulness, reliability,
faultlessness for records by the e-Office system with special record management
function, checked record creation status and classified the documents (open, non-
open, or confidential) by function of statistics and surveillance, and prevented loss,
concealment, or fabrication of records. Status before e-Office system is as follows.
 Record loss(notes, schedule, diary, individual work system, home page etc.) for
unclear rules of scope of records and acquisition
 Abolition without approval and loss for unclear management of non-electronic
records and no automatic surveillance
 Poor records arrangement for difficulty in checking creation records and
maintenance status
 Hard to verify truthfulness of documents for unclear receiving method and
standards
 Hard to reflect change of classification table
 Difficulty in opening information and public relations of policies in timely manner
for unclear standards for records open and no automatic surveillance
 Self-storing or abolition of confidential records for unclear submission and
maintenance standards for confidential records
Effects of e-Office system are as follows.
 Truthfulness, reliability, and faultlessness of records by prevention of fabrication

and loss based automatic recording and management from creation of records.
 Real time check for records creation status by documents code numbers issued
when registration and thorough records arrangement by search function
 Prevention of omission of opening by automatic open function
 Easy reflection of classification table change
 Strengthen security and management function for confidential records by
transfer function and prevention of concealment by re-evaluation function
 Interesting people and encouraging their participation by open of valuable
information
4.1.5. Results
The Blue House can create documents by standards of record management
from creation of records to utilization, and process the documents to transfer stage
in consistent manner by e-Office system. The administration that emphasized

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people’s participation was established by opening these valuable information. We

found these three points from the Blue House case.
 Need of legal measures

- Need of revision of laws to force recording of all works
 Importance of standardization of records management

- Creation of valuable records through consistent system from records
creation by standardization of records management
- Records should be created under consideration of search and utilization
from the beginning
- Standards customized by international standards
 Accomplishment for increased people’s participation

- Enhance interest of people in national policies and collect people’s opinion
by opening records
- Record works utilizing collected information from people’s participation
- Enhance people’s trust and effectiveness of works by these processes
4.2. Case of Korean Ministry of National Defense(MND)
4.2.1. Overview
In MND, since the Republic of Korean Joint Chiefs of Staff, Army, Navy, Air Force,
and each subordinate organizations respectively had defense networks and the
networks were not connected, exchange of documents had been done by manual
methods. Also each armed forces within defense network had different electronic
approval systems so that it was hard to connect each other. Electronic documents
exchange system was established by interconnection of military information portal
system and revision of management rules. The system helped Korean military
become stronger by exchange of electronic documents among different
organizations including vessels in duty, remote posts, and small islands that had not
been connected to conventional defense network.
 Status before the system

Since MND, each armed forces, and subordinate organizations had different e-
Office systems, cooperation by documents was not easy. Due to the non-standard
e-Office systems it was also difficult to exchange documents with governmental
organizations. There also was difficulty in exchanging documents with other
organizations including each armed forces.
 What made the system

The standard e-Office system was established by extension of web based
applications by wide defense network project of MND and standardization by
revision of business management rules and needs of inter connection to other
systems.

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4.2.2. System Diagram

Document distribution from inside the MND has been created to make military
document circulation available to the government network which was physically
separated. Also it has been implemented that highly confidential troops, such as
special forces, can also circulate its documents in the same manner. This is
available for the document distribution inside the MND which switches between
MND network and the government network. Also it has been created to have
smooth document distribution in the environment with the environment of Low
Speed Network satellite. The electronic document distribution system is performed
by the e-Office system of electronic data, approval, distribution list, document
requisite, etc.
[Figure 14] MND Diagram
4.2.3. System Main Function

The special e-Office system with the military e-document distribution system
provides simple e-Office function, group interlocked system, information connection
system between MND Net, independent closed net, and government information
network.
 Simple e-Office System Function

- Authorization Function: draft, Authorization, dispatching, accepting function
- Collaboration Function: Email, BBS, Scheduler, Business Card
- e-Document Delivery Function
 group interlocked system

- SSO certification (Single Sign On) offering API
- Accepting Document , receiving choice
- User organization report automatic alternation and synchronization

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 Information connection system

- Link with EDMS
- Material Information System
- Link with KMS
 MND Net, Closed Net, Government net of document distribution function

- separated function of network document distribution
4.2.4. Introduction Effect

It has been possible for the strengthened e-Office System document distribution
for the MND to provide quick decision making and mutual help even with the low
speed network environment such as remote small islands and navy vessels, and
also with troops spread out in the nation, and with the administration network
independent from MND network.
The next describes situations before the introduction of e-Office Systems.
 It was difficult to have seamless cooperation in low speed environment (small

islands, vessels, remote posts)
 Difficult to have quick decision making, cooperation determination
 Difficult for mutual help between other administrations/ministries
 Different from standard document papers between other administrations
 Difficult with the non-standard e-Office system combined and document

distributions
 Manual unit document distributions
The following explains the effect after the introduction of e-Office System
 It is available to have seamless cooperation in system planning in low speed

environment even with a restricted environment
 It is available for troops in islands, remote areas, and navy vessels using the e-
Office System to provide quick decision making, and cooperation determination
 Data transfer with other nationwide administrations network is possible

regardless of the data processing environment and document distributed
 Availability of standard e-document between other administrations/ministries
4.2.5. Implications
The special e-document distribution lets low speed network in remote posts,
small islands, navy vessels and more in considering specific environments in
distribution documents, for it to be possible for document distribution in electronic
document distribution.

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 Using standard e-Office System

- Because they implemented standard e-Office System, e-Office System can
be used anywhere, including remote posts, small islands and navy vessels,
and enables information acquisition and quick communication.
 Standard needs of electronic document distribution

- Standard electronic document distribution for smooth distribution is needed
not only for the military but also for other administrations
 Government Authorization needs for products

- System needed for officially appointed Standard electronic document
distribution to accredit and administer
- Governmental authorization is favored for faster and unified system
diffusion
 Network environment for independent e-Office System

- The e-Office system can be used without any problems in low speed
network environment with various methodology and technology.
- Using e-Office System both with super high speed environment and low
speed environment
4.3. Case of Seoul Metropolitan Government
4.3.1. Background
In Seoul Metropolitan Government, implementation of “paperless” official
documents has been achieved using the e-Document System since 2001, but due
to the amendment of laws and regulations regarding the management of official
record and administrative work, a system reconstruction was required.
 Enhance responsibility and transparency of decision making by changing the

focus from management of administration output with approved documents to
digitalization and recording of whole approval process.
 Change of decision making structure from vertical to open, bilateral, horizontal

structure using tools such as Memo Report
 Change of work processing management from absence of planned work

processing system to systematic work processing system using schedule
management
4.3.2. Need for Seoul-style Work Management System Background

The specialized functions of Seoul e-Document System makes a high user
friendly and accessible system, thus contributing to enhanced productivity and
transparency.
 Example) Case of Office of Waterworks of Seoul

- By using a specialized link(linked form), systems managing customers and
bills are built and operated

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- Such system is contributing much to improved productivity and to corruption

prevention by automatically creating draft document.
- By using the “accounting form sending/receiving function”, the system is
helping improvement of accounting document processing convenience and
transparency
- By using attached document signature function, enhancing speed of work
processing in office distant from main office.
 When asked if they wanted to extend usage of specialized functions, most of

the offices replied yes.
 Limitation of common system caused by various requirements of each

departments
- In the case of Integrated On-Nara System(e-Office System of the central
government of Korea), a flexible source management policy and enhanced
user centric service policy was required because of the difficulty in applying
diversity such as automation service using latest technology(BPM, Web 2.0)
4.3.3. Structure of the System
[Figure 15] Seoul Style Work Management System Diagram

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4.3.4. Effects of Implementation
 Decision maker : Enhancing transparency due to the history record of all

process including order - execution – report.
- Progress monitoring of important tasks
- Ubiquitous work environment using latest technology
 Middle level manager : Building collaboration system of related organizations

(plan, budget, assessment) for important tasks
- Information search for the plan, output, and status of corresponding project
- Efficient support for collaboration (memo report, meeting management,
schedule management)
- Enhanced responsibility and transparency of decision making by history
management during working process
 Person in charge : Working more efficiently by applying

- Smooth job handover following change of organization
- Maintaining user friendly functions by applying Seoul customized functions
- Integrated work environment by link between administration information
systems
5. Implication of Technical Analysis

Implications benchmarked for advanced instance suggests requirement Analysis
Current Status, SWOT Analysis for the target of Implication of Technical Analysis for
Addis Ababa.
5.1. Requirement Analysis
Required analysis for Addis Ababa users was done by surveys and interviews.
The content carried out was task of draft and approval, task among the dispatch
and reception of documents, task of document organizations, and below are some
of the analysis result.
a) With the current situation, for the user communication it provides inefficient
elements such as face-to-face talk, phone, paper documents and fax
b) Existing documents were done by manual works which cause longer lead time to
be processed. Especially the transmitting/receiving of documents takes a long
period of time.
c) There was no way to track and monitor the documents. The circumstance while
the authorization progress is difficult especially for the in process review report,
also the papers got lost relatively often.

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d) It is difficult to search and practically use stored documents. Each person in

charge may use a PC to find documents that were made with their own PC easily,
but they are having difficulties using actual hard copy documents in Addis Ababa
e) Most Addis Ababa officials use PC to perform task of Email, internet search, and
word processing, which gives them a fine informational ability. Therefore, while
implementing e-Office System, the requests of the users should be thoroughly
applied.
5.2. Current Status
Current status analyzes Addis Ababa system composition, business procedure;

H/W with S/W present condition and the organizational circumstance which
provides a viewpoint as follows.
a) While looking at current document management task, there is no specific

determined standard document, so forms that had been used before were used.
b) There is no informational system for document management. However, the

scanning and digitalizing of personnel record card is on its way, and some
officials are using email for their work.
c) The management for the paper documents that is being created continuously is
not clear, so expense for paper purchase and document storage space is
occurring.
5.3. SWOT Analysis
SWOT analysis was done not only with Addis Ababa but with Ethiopia
government’s ICT contents and it provided the following success elements.
a) Infra secured system is needed after the user’s connected documents. This is
because the document organization needs flexibility.
b) There needs to be an improvement review of the new environment improvement

system. When e-Office System is introduced, it has to change to an electronic
signature. Also, for the paper of the printed copy to show effectiveness in
documents, an improvement in law system is needed.
c) From now on, new technology affecting government environment and technology
environment is needed. Recently Web2.0 emerged and web technology are both
being developed and especially from the government branch the Open Source
usage is expanding. A review is needed with the new technology review with the
technology environment needed.
d) New business process with the new technology technique and process
refinement is needed. As the basic hand work has been changed to electronic

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work there needs to be documental review improvement. When handling these

electronically, a lot more objects for the productivity business procedure is newly
established.
5.4. Benchmarking
Benchmarking Analyzing with e-Office System has been implemented for the
Blue House and Ministry of National defense. These systems were built and
managed 10 years ago with the e-Office System. The advanced example gave us
some important implications.
a) The determined will of the highest decision maker is essential. In Korea, the
President and the whole administration had a strong will for implementing
electronic government, and based on that will, all required standard about
government was made and information system appropriate for each departments
was implemented. The Korean e-Office System of course was spread in a quick
time and safe settlement was established.
b) e-Office System’s expansion and reliable expansion was needed. In Korea, the
e-Office System has been introduced and it took more than 10 years to manage
to expand by interlocking and connecting to the system. Therefore what is asked
in the e-Office System of Addis Ababa is that easy expansion for e-Office system
must be secured for interlocking and connection of diverse works and standards
about the information.
c) The data storage plan and backup plan is needed. As the paper documents
turned into electronic documents, the electronic documents number rose
tremendously. The consideration for this data storage and backup must be
considered.

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IV. Implementation Plan

This page suggests the direction of e-Office System target model which is based on
ICT environment on Chapter III and the implication of engineering analysis on Chapter
IV. And after drawing an improvement issue for materializing direction of presented
target model, it defines a final target system and suggests each part of strategies to
build the target system
1. Direction
The direction to build e-Office System implementation is based on ICT environment
and the implication of technical analysis. Each part of major issues to comprise e-Office
System target model materialize details to build e-Office System target system finally.
These charts are major issues based on ICT environment and the implication of
technical analysis.
[Table 20]. Major Issues List

No. Major Issues
I.01 Absence of Cyber law
 It’s aware the necessity of Cyber law, but there are not any legal systems today
I.02 Document management manual which is not suitable for the environment of
electronic document
 Manual only for paper document exists.
 Vague and abstract management regulation
 The present personnel who don’t know the existence of the present manual
(Lack of forcibleness)
I.03 The current group structure which focuses on paper document management, and
their roles
 Necessity of regroup for building e-Office structure and management
I.04 There are many kinds of ways to communicate, but it takes a long time and it’s
inefficient
 It’s inefficient and it takes a long time because of using conventional
communication tools such as face-to-face talk, phone call, paper document,
Fax etc
I.05 It takes a long time to process all documents and it’s inefficient
 It takes a long time because it processes all documents manually
 Inconvenience of take along paper documents
I.06 Mechanism’s absence to process document pursuit system
 There is no document pursuit system to trace process of document and
situation
 The documents sometime are processed as lost documents by reason of a
person’s absence who can approve
I.07 Library management system which is based on manual system.
 All works in Library processes by manual system, and there are no supporting
systems for Library works
 For example, document release register, it’s drawn by hand.

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I.08 Poor Library environment

 Working place and environment in Library today is very poor.
 There is no humidistat, air conditioner, fire extinguisher to keep documents
safely.
I.09 Inconvenience of researching data and application.
 Inconvenience to visit Library personally to open the documents.
 Because of inconvenience of researching and using documents, it’s inadequate
for using information for decision.
 It’s hard to research information after because all documents are assorted into
system of classification and serial number
I.10 Uncertain the latest information
 No guarantee that the latest information because it takes a long time to register
in Library.
I.11 Absence of the standard for certain document
 There aren’t any definitions about standard size and dotted signature line
I.12 No system for document management.
 There is no information system for supporting data formation, data distribution,
and storage.
I.13 Establishing e-Office through users’ opinions
 Necessity of securing the applicability through establishing system which is
based on users’ opinions.
I.14 Awareness of the necessity of ICT education
 Addis Ababa organization members and other institution members expect the
ICT education expansion through e-Office System
I.15 Constructing system for connection
 Consider of connection with other e-Office System and expansion.
I.16 Resource problems about physical place and paper etc
 The problem that the necessity of having a physical place to keep all paper
documents
 Waste of the paper resource because of processing manual system.
I.17 Necessity of tighten up the security system for document computerization.
 Necessity of the systemic and political plan for the security system of e-Office
System
I.18 Necessity of the data backup and storage system.
 Necessity of making a plan for computerizing paper documents
 Necessity of making a data backup plan.
I.19 Constructing e-Office System through the newest technique application
 Application of the newest technique to follow the changeable information
technique
I.20 Maintainable retention for expansion of e-Office System
 Constructing a system for continuous expansion of e-Office System
 Securing the maintainability for connection with Addis Ababa
I.21 Necessity of a strong will of a decision-maker
 For success of constructing and managing e-Office system, a decision-maker of
Addis Ababa needs a strong will

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I.22 Necessity of the standard which is led by the government.

 For the amicable connection with other institutions and systems, the standard is
led by the government
 Through successful Addis Ababa e-Office constructing, it set up as Ethiopia
government’s e-Office System.
The following issues that follows the important e-Office System for the target model
are as follows.
[Table 21] Directionality of target model List
Related major issues Directionality of e-Office System target model

No. No. Contents
I.01 D1 Modify various laws and regulations for a systematization
of e-Office
I.02, I.03, I.11, I.22 D2 Modify the standard which is related to e-Office.
I.02, I.11 D3 Necessity of upgrading document management process.
I.12 D4 Necessity of creating information system to support data
formation.
I.03, I.07, I.08, I.16 D5 Necessity of automatizing Library work management
system.
I.04, I.05, I.06, I.09, D6 Necessity of securing the convenience through upgrading
I.13 document application system.
I.04, I.05, I.09, I.10 D7 Necessity of the informatization tool for information
sharing and co-operation.
I.14, I.21 D8 Necessity of inspiring informatization mind for ICT, e-
Office System
I.19, I.20 D9 Necessity of the introduction of system for extensibility
and external connection
I.17, I.18 D10 Necessity of the plan for e-Office System security and
data backup.
I.15 D11 Necessity of the informatization tool for document
distribution with other institutions.
2. Vision and Strategy

2.1. Vision
The picture is the Vision of government standard through building e-Office System in
Ethiopia.

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[Figure 16] e-Government Vision
Addis Ababa government invents a standard e-Office System and installs it at each
institution as a building plan of Addis Ababa electronic government. Addis Ababa’s
standard e-Office System provides a Groupware System and an Approval System to
change manual administration system to electronic administration system. Using by a
cooperation function, each government institution may secure information transmission
rate and cooperation system, and may manage Life Cycle such as deadline of data,
approval, data formation, and distribution electronically using by Approval System.
Document circulation with other institutions doesn’t depend on post or a person. Using
electronic document circulation server, the efficiency of administration between
institutions maximizes. The paper documents and electronic documents which have to
be preserved in the long term move to City Archives to complete the city information
management system. The efficiency through Vision may be summarized as follows.
 Fast decision making

- A fast approval process prevents a delay in decision making.
- Work productivity is enhanced as document processing time is shortened.
 Smooth communication
- Document information is recycled and shared through fast and quick search.

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- A document sharing system is established so that everyone can use the

documents anytime when they are needed.
 Paperless Office
- A more comfortable office environment is created by saving document storage
space.
- Unnecessary documents are controlled not to increase.
 Cost reduction
- Automated document tracking eliminates the risk of document loss and allows
missing document to be easily tracked.
- Automated document processing reduces the expenses incurred from producing
paper documents and receiving/sending documents.
- Document storage and management costs are reduced.
2.2. Strategy
2.1 Vision is aimed at all government institutions and it considers expansion and
management. It’s necessary to make a plan for each part to achieve its vision. Basically,
test-operating and expansion system are stable strategy, therefore, we suggest a
strategy of test-operating and expansion system. The strategies are Organizational unit
and strategy, Establishing system strategy, Service strategy, System management
strategy and Education training strategy.
2.2.1. Organizational unit and strategy
For establishing and managing e-Office System in Addis Ababa, it is necessary to

have organization unit and team role as follows
AddisAbaba for
e-Office System
Administration
LAW Team Archive Team ICT Team
Team
[Figure 17] Addis Ababa TF
 LAW Team
The major role of Law Team is amending legal regulation which is related to e-Office
System. This includes amending legal regulation to performing works for electronic
documents, electronic signature, and document circulation.
 Administration Team

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The major role of Administration Team is establishing the standardization of electronic

document. It’s aimed at the standardization of works related with electronic document
management such as document forms, document classification system, and document
processing system according to document life cycle.
 Archives Team
The major role of Archives Team is establishing the standardization of electronic
document preservation including paper document. The team may make guidelines to
preserve data and establish the standardization for storage and disposal.
 ICT Team
ICT Team invents, installs, educates, and preserves the system which is defined by
Administration and Archives Teams.
2.2.2. Establishing system strategy
Establishing system strategy is that a document manager involves in the first stage of
development to establish system which is mainly for users. Also, adopting the solution
which has many international experiences to customize for Ethiopia’s environment.
 Analysis/design stage
On analysis/design stage, involving a document manager in, but selecting a system
which has a great international result to compare with Ethiopia’s document management
situation. Therefore, it adopts The Best Practice from advanced examples and reflects
Ethiopia’s situation. Also, implementing the standardization of document management
and preparing changed agendas to train users.
 Development stage
On this development stage, introducing actual solution which has actual manage
experiences to customize according to Ethiopia’s environment. This is for securing The
Best Practice of advanced example, adopting the newest technique and minimizing
error on development stage.
 Testing strategy
On strategy of test-operating, there are function test, integrated test, and
performance test. Comprising user group for function test to check reflection of the
claims postulated of users. If other systems are connected, integrated test may include
connection test, and it implements scenario-centric system. Performance test is testing
an efficiency of server. Using by performance test tool to test objectively.
2.2.3. Education training strategy
For education training strategy, is implements manager education training and users
training separately. Especially, manager education trains how to manage system stably
including error measure and backup system step. User education trains including online
manual and video manual to maximize education efficiency.

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2.2.4. Service strategy
Although the system is established, it needs each part of verification for opening
stable system. This considers the expansion of main work’s stage and the expansion of
user’s stage. Therefore, assigning several departments to implement assigned work to
minimize error and user efficiency for security. To manage expansion work, expands
assigned works to the whole works and expands user after.
 Strategy of test-operating
On strategy of test-operating stage, object work and group have to be selected.
Expanding object work and eliminating problem on function and management together
to verify the whole object work. If it’s not possible to verify, makes multiple test-operating
departments to verify the whole object work.
 Diffusion system
Diffusion system implements after education training user. Operates Help Desk for
user to response error and question quickly. Therefore, Help Desk can be divided into
two parts which are education part to response user’s error and maintenance part to
response system error. Besides Help Desk and telephone call education, responses well
using by various communication system such as manual, video, and FAQ. For
maintenance part, it establishes a group and steps for complement, test and reflection
cycle to response error quickly.
 Level of whole conviction

The level of whole conviction happens after the whole users education is completed,
and with the users quick and smooth function the help desk is operated to quickly
respond to the error and inquiry cases. In another words, the Help Desk is used to
maintain cope with the user’s malfunction of the education area and the system’s
disability quickly. The field education of the Help Desk uses phone education apart from
manual, videos also including FAQ with Questions and answers to reply in the forums to
provide diverse sort of community. The Maintenance domain shows an area of
handicapped quickly in supplements, tests, and resulting cycle when this is established.
2.2.5. System Management Strategy
System management strategy maintains the purpose of managing. The system

management maneuvers according to the procedures exactly. Also fully acknowledge
the data to the backup and recovery procedure exactly. Also fully acknowledge the data
to the backup and recovery procedure.
3. Scope of Development
The target development objective would be e-Office System directive to the
establishment. The next shows the e-Office System model goal of the improved task
and connection.

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[Table 22] Improved Tasks

Related major issues
Improved tasks
No.
D1, D2 Improving e-Office related law/system
 Addis Ababa’s e-Office System related with the law/system
provides new legislation and amendment of the Ethiopia
government for the basic law/system of the information reform
D2, D3, D6, D8, D10 Reestablishment of the managing process
 Currently with the manual process of the documents, the e-
Office System is used as a basic material of the Addis Ababa
efficiency
D2, D3, D4, D6, D7, e-Office System establishment
D8, D9, D10  What happens in Addis Ababa documents can be administered
at Life-Cycle combined to build increase in effectiveness of
the information business
D3, D9, D11 Establishing document distribution system
 Addis Ababa and e-Office System established by other
government branches and document mutually by the
government to give effectiveness of interagency of the
Ethiopia , the government branch before who secured
combined distribution
D3, D5 Establishing records management system
 What happens in the document Addis Ababa Life-Cycle can be
used as an information system to show the effectiveness
improvement and Addis Ababa information securing the status
D6, D9, D10 Electrification of existing paper documents
 By organizing the existing paper documents range and
standard define of the former convenience of the government
official
The improving task above included a task of e-Office System and document
distribution system, the following report of Addis Ababa shows the e-Office System
shows a construction reasonable for the e-Office System
4. System Architecture
E-Office System Architecture Direction is shown as it follows.
 Establish architecture that can integrate conventional diverse communication

 Establish architecture enabling fast document handling
 Establish architecture which can trace at each level
 Establish architecture of convenient search system

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 Establish architecture able to fund the standard

 Establish architecture able for diverse process
 Establish architecture of the henceforth government branch document distribution
 Establish architecture of the diverse security system
 Establish architecture reflecting up-to-date technique
 Establishing architecture of interlock and connection of different systems
 Establishing architecture of global agreement to standard technique
4.1. Business Architecture
Business Architecture of e-Office System is made based on the analysis from the
research about Addis Ababa and from best practices. Business analysis was made from
the view point of documents handling, the following model is established
[Figure 18] e-Office System business Architecture
 Creation – Authorization process
In the phase of creating a document for approval, approval process is composed of the
following organization and process.

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[Figure 19] Authorization Process
 Sending – Internal process

Internal sending of authorized documents is sending document to an office in the same
organization, and is composed of the following organization and process.
[Figure 20] Sending Process
 Receiving – Internal process

Internal receiving of authorized documents is receiving document that was sent by an
office in the same organization, and is composed of the following organization and
process.

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[Figure 21] Receipt Process
 Discard – discarding documents
Authorized documents are discarded according to keeping period that is set for each
document, and is composed of the following organization and process.
[Figure 22] Discard Process
4.2. Data Architecture
Data Architecture is a diagram of the data structure in the e-Office System. Basically,
the e-Office System operates based on organization data and user data. Each
organization has each document folder and each document folder can have
documents. Also each document can have an approval list which is connected with the
user data. Each document is then mapped with the format information.

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[Figure 23] Data Architecture

Each important data structure is the same as followed
 Department
[Table 23] Department Table
Attribute Properties
Department ID Department Innate Number
Department Name Department Name
Top Department ID Top Department’s ID
Turn Same High Rank Department of my turn Department
Represent Department 0 - Normal Department
certainty 1 - Represent Department
0 – No Mailbox
Mailbox possessing
1 – Have Mailbox
0 – No Document
Document possessing
1 – Have Document
Department Abbreviation Department Abbreviation
Department Code Department Code
National Code National Code
Department Fax Number Department Fax Number
Homepage Address Department Homepage Address
Email Address Department Email Address
Main Number Department Main Number
Zipcode Department Zipcode
Address Department Address
Department Introduction Department Introduction

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 User
[Table 24] User Table
User ID User inherent ID(Automatic number)
Department ID Afflicted Department ID
User Name User Name
Approval number Approval user number
Absence certainty 0 – not Absence, 1 – Absence
Gender M – Male, F – Female
Certainty of the manager receiving 0 – normal user , 1 – receiving manager
Security Level Self Security Level
Number Department user number
Concurrent certainity 0 – not concurrent , 1 – concurrent
Login Password User Login Password
Byname User byname
email Address email Address
Homepage Address Homepage Address
HouseZipcode House Zipcode
HouseAddress House Address
House phone number House phone number
House fax number House fax number
Mobile phone number Mobile phone number
Beeper Number Beeper Number
Photograph name Road of the photograph name
Wedding anniversary YYYYMMdd
Year Month Birthday YYYYMMdd
Business responsible Description of business responsible
Employee Employee Number
 Form
[Table 25] Form Table
MODE ID MODE ID
DESCRIPTION ID DESCRIPTION NAME ID
CHANGING DATE CHANGING DATE
“1”-USE(USER USE) (DEFAULT)
USE DIVISION “2”-USEAGE(SYTEM USEAGE)
“9”-NOT USEAGE
YOUR TYPE YOUR TYPE
TYPE NAME TYPE NAME
DESCRIPTION TYPE DESCRIPTION
VERSION TYPE VERSION

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 Folder
[Table 26] Folder Table
Folder ID Folder ID
Process Chart ID Process Chart ID
Folder Name Folder Name
Folder Description
Folder Description
Personnel ID ID of person in charge
Keeping Period 1 year, 3 years, 5 years, 10 years, 20 years, semi-permanent, permanent
1 : High
Expected reading
2 : Low
Frequency
3 : Medium (Default)
 Document
[Table 27] Document Table
Approval ID Approval document ID
Registration Number Document Registration Number
Title Approval Document Title
Keeping Period 1 year, 3 years, 5 years, 10 years, 20 years, semi-permanent,
permanent
Document Security Level Security level of the document
Open selection 1 : Open
2 : Partial open
3 : Confidential
Format ID ID of the format
Draft Date Date when the document was drafted
Draft ID ID of the person that made draft
Urgency 0 : Normal
1 : Urgent(Notified as Urgent on document. Applied in Notify)
Secrecy 0 : Normal
1 : Secret document
Secret document needs password to open
Attachment 0 : No attachment
1 : Attachment exists
External Document Classification when registering external document
0 : normal document
1 : document body exists
2 : only the title is registered
Storage ID ID created when stored after approval
Approval completion date Date of completion of approval
Approval Status One of the following: draft, absence, waiting, complete, and
return
Final approver ID ID of the final approver
Return date Final approval and return date
Registration Division 1 : E- Document creation/Sent
2 : Normal document submission
3 : Drawing creation/sent
4 : Drawing submission
5 : Photo film yype
6 : Audio/Video record
7 : Card creation/submission
8 : Card transfer/sent

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Document Number The registration number on the approved document

Department Name + Serial Number
Number of attachment Number of files attached
 Approval Line
[Table 28] Approval Line
Approval ID Approval ID
Approval Number Approval number by order

One of the following: draft, approval, waiting, incomplete,
Approval Status
return
Approval ID ID of the approver
Absence Whether the approver is present or absent
Approval Time Date and time of the approval
Completion requirement date The date requested for completion of approval
4.3. Application Architecture
Application Architecture shows the main feature of e-Office System. The

following figure shows a structural diagram of the entire application of e-Office
System
[Figure 24] Application Architecture

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Detailed functional descriptions of each unit are as follows:
 Portal
[Table 29] Portal Functions
Key Functions Description

・ Create multiple pages and personal pages automatically/manually,
Personalization provide role-based pages per group, personalized Website and
service personalization templates
・ Manage user attributes required for personalization as user profile
Search ・ Search by attribute and within search results
・ ID/password authentication: authenticate ID/password that users enter
by comparing them with information that portal manages
・ Authentication source authentication: authenticate ID/password that
users enter by comparing them with information that authentication source
(LDAP,AD, etc.) manages
System
・ Allow users who log in via SSO authentication solution through SSO
management
interface to access portal without separate log-in procedure (applicable in
case of SSO solution adoption or implementation)
・ Template creation and management function to allow users to opt for a
variety of portal setups as per their role
・ Monitoring information for system data and information access
・ Control access as per user role (ACL)
Security
・ Control access and authorize users as per workspace, page or portlet
management
・ Support SSL encryption
 Collaboration
[Table 30] Collaboration Functions
Key functions Description
・ Write post to several boards concurrently
Write post
・ Send original post as body of text or attachment of e-mail
・ Configure boards at multiple levels
・ Set up member authority per board (Read title, Read body of
text, Write post, etc.) to allow several organizations to use the same
groupware without mutual interface and interface boards among
multiple groups as necessary
・ Create and utilize boards (team board) for specific organization,
View post
department or project team
・ Search all boards or some sub-boards at choice by specific
condition (postdate, number of hits, recent/unchecked posts, etc.)
Board ・ Ensure quick and accurate search returns by a variety of
conditions without using separate commercially available search
engine
・ Support posting reservation, emergency posting, secure posting
(designate access authority), anonymous posting, posting for
circulation (comment collection possible)
・ Set up board attributes such as posting template, validity term
Manage (posting expiration date), disclosure/non-disclosure, reminder/secret
board and community, etc.
・ Designate manager per board (in case of board for community
or department)
・ Allow manager to register, edit, delete default posting template

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at choice
・ Create/register and use mail template freely as necessary

・ Create necessary mail templates such as daily report or weekly
plan freely as necessary
・ Support a variety of editing functions (HTML Control)
・ Provide the same features as conventional word processor to
allow users to edit mails in a variety of styles
・ Designate receiver
Write ① Designate receiver in a variety of methods such as selecting one
e-mail from organization directory, address list, LDAP users (3rd party
organization) or entering receiver directly
② Designate receiver by role or responsibility (department head,
department manager, document manager, document receipt/transfer
administrator, schedule manager, etc.)
③ Set up mail group for all mails, per department or individual and
E-Mail
designate receivers
・ Restrict file attachment size
・ Forward incoming mail as body of mail text or attachment

Send
・ Prevent disclosure of receiver identity between receivers
e-mail
・ Allow sender to check mail receipt, receipt time or recall mail
・ Default search (by mail box, sender, title, date, read (Y/N), etc.)
・ Sort mail list (in ascending/descending order, by date or read
Receive
(Y/N), etc.)
e-mail
・ Save original copy of internal/external Web mail or multiple
mails from mail list at a time
・ View daily/weekly/monthly schedules

View/ ・ Set up default/iterative/shared schedules
manage
schedule
・ Agree/reject/delete received schedule

・ Provide schedule information to other user sharing schedule
Shared ・ Notify attendees of meeting details (venue/time) when
Schedule schedule scheduling a meeting
in/out box
・ Share and manage schedule of others upon advance approval

Manage (secretary function)
schedule
of others

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 Approval / Record Management
[Table 31] Approval/Record Management Functions

Key functions Description
Create/ ・ Designate overall or department-specific disclosure scope
designate for each template
template ・ Retrieve a template at random among the templates
registered by administrator
・ All templates/Department templates /Recent templates
・ Filtering by template type
・ Retrieve and complete saved proposal and approval
documents (include summary, attachment and comment when
saving proposal and approval document)
Draft document ・ Draft document, using templates
・ When editor starts, enter proposer/proposer’s
department/department head/address automatically as per
organization and user profile data
・ Enter or allow users to select abbreviation of document
Document Production - Draft
registration number generation department

・ Designate document security class, disclosure scope or
need for quick approval
・ Enter search keyword in document journal
・ Support attachment of all types of files, summary and
comment
・ Save proposal document temporarily and allow users to
reuse it
Designate ・ Designate and save approval line in organization directory
approval line ・ Designate internal/external/3rd party destination for
document
・ Apply recent approval line as per approval line designation,
template
・ Allow users to designate new approval line at choice in
organization directory
・ Save and reuse approval group
・ Notify users of resignation or transfer of approver in
approval group
Designate ・ Display receiver and C.C in the same line
receiver ・ Receiver type (department, destination group, receiver
group, off-directory department, etc.)
Attach file ・ Attach document, audio/video files from document box or
local PC
View approval ・ View approval progress of document that user has proposed
progress or approved
approval
Process
・ Check drafter, reviewer and approver of approval document

・ Check time of delay in each step of approval process
Approval/ ・ Allow approver to approve approval document
Return ・ Allow approver to return approval document
Receive Generate production (receipt) registration number
Rece
・
ipt
Document ・ Register attached file

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・ Support consecutive registration
Distribute ・ Distribute incoming documents to destination documents or

document re-Distribute returned document by re-designating destination
documents
・ Post incoming correspondence to public bulletin board by
designating bulletin board as destination
Receive ・ Notify document arrival, designate person in charge of
document incoming document
・ Receive incoming document, generate incoming document
number automatically
・ Retrieve comment on incoming document
Register ・ Save incoming document in classification folder to
document designated folder and record log
Compile ・ Classify and register incoming document upon receipt
incoming
document
Distribute ・ Distribute incoming documents to destination documents or
incoming re-Distribute returned document by re-designating destination
document documents
・ Post incoming correspondence to public bulletin board by
designating bulletin board as destination
Delete (cancel) ・ Return incoming document, cancel transfer of outgoing
incoming/outgoin document
g document ・ Return document to go out, re-transfer outgoing document
Document box
Manage incoming ・ Register hardcopy (paper) document

document list ・ Generate production (receipt) registration number
・ Register attached file, support consecutive registration
Set up authority ・ Manage/add/delete/modify folder
for document box ・ Set up read/write/manage authority per each folder
Search approval ・ Search record compilation registry, record registration log,
document box by informal documents, dissemination log, cooperation log, and folder
department/ by attribute
Individual ・ Search personal document box, complete document box,
document receipts
Search document ・ Share document box of other department
box of other ・ Allow box manager to authorize users and departments to
department access applicable box
Designate ・ Designate document manager (receiver) per department
document ・ Designate person responsible for processing incoming
manager per document
department ・ Designate folder manager
Support functions ・ Provide document production (receipt) registration log
for document box (general request document/outgoing/incoming document lists)
・ Provide document dissemination log(list of documents that
have been Distributed from destination department following arrival)
・ Export log and list data in .txt file format(CSV : Excel)

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4.4. Technology Architecture
Technology Architecture shows the hardware configuration and software

configuration. The following figures are the hardware configuration set for clustering
based on 2,000 users
[Figure 25] Technology Architecture
 Hardware
The number of users affects hardware specifications. The table below is based on
200 users in Addis Ababa
[Table 32] Hardware

Item Specification Remark
PC Server CPU: 2Core 4.2GHz, Memory:8G, HDD: 300G
Except clustering
UPS
 Software
Software specification is also based on the assumption of 200 users
[Table 33] Software

Item Unit Unit Price Cost Remark
e-Office Server 1 20,000 20,000 Standard Edition
e-Office Client 200 500 100,000 Standard Edition
Search Engine 1 50,000 50,000
Oracle 10g 200 N/A N/A Standard Edition
Tomcat N/A N/A N/A Open Source
Linux N/A N/A N/A Standard Edition
Total 170,000

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5. Implementation Schedule
Implementation Schedule is to show the overall schedule for developing the target
system. In order to successfully build the E-Office System, not only we need to
develop the target system, but also need to revise law/system and standardize
document management as noted in the range of development of V.3. Therefore, in the
implementation schedule, we redefine goals and propose the overall schedule.
5.1. Development of the implementation goals
The table below shows redefined development of implementation goals, specifically

set forth for the scope of V3.
[Table 34] Implementation Challenge List

Implementation goals Activities
Improving e-Office ・ Modify related law/system
related law/system ・ Revise related regulations to raise the legal basis for
electronic documents
Redefining document
・ Improving process, format, process standardization
management processes
Implementing e-Office ・ Build the basic functions such as collaboration, approval,
system record management, portals, and mobile
・ Expand users and applicable jobs
・ Mobile services need coordination with telecomm company
Document distribution ・ Establish document distribution system
system ・ Gradually expand the e-office system to all bureaus
/agencies for a pilot document distribution system
・ Need for further plans
Record management ・ Establish record management system
system ・ Gradually expand the record management system to all
bureaus /agencies to build a citywide record management scheme
Digitalization of current ・ Change conventional paper document of Addis Ababa to
paper documents digital format
・ Build a classification structure optimized for Addis Ababa
・ Scan paper documents and register/use in the classification
structure

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6. Implementation Organization
[Table 35] Implementation Organization
Name of
Main function memo
organization
Responsible for providing leadership on all administrative issues
related to the project. He/She will be stationed in Ethiopia and will
PM
monitor and evaluate progress of all project tasks and provide Full time
directions for timely completion. participation
during
Responsible for quality control of each document created by the project
QA project team. He/She will examine all documents in each phase and
report the results regarding quality to the project manager
Responsible for improving E-office system related laws and

regulations and re-defining document management process. They
Consultants will analyze existing laws and regulations, submit an improvement 20 M/M
plan, and propose new document management rules that can
control both paper and e-documents.
Establish Addis Ababa standard e-Office System 26 M/M
Document distribution system in Ethiopia 20 M/M
Standard e-office system to build institutions in Ethiopia applied to
36 M/M
Development three different distribution system
Establish Addis Ababa standard e-Office System 34 M/M
Standard e-office system to build institutions in Ethiopia applied to
30 M/M
three different distribution system
Data input Scanning paper documents to electronic files 36 M/M
7. Training Plan
Given the specific needs of overseas project, training team will be organized along
with actual project team members. In addition, technical support organization will
provide remote support to the project team to facilitate training programs.
 Training
[Table 36] Training Classification
Classification Description
・ e-Office System
Solution training ・ Delivery System
・ Record Management System
・ Business user training

System user and ・ System manager training
operator training ・ Product operation training(Portal, e-Office, DBMS, WAS)
・ Developer training
※ Training schedule and method will be adjustable, subject to discussion.

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 Technology Transfer
[Table 37] Technology Transfer
Classification Description
Participation of hands-on Spontaneous technology transfer via project implementation
staff in project Internalize project management techniques
Technology transfer by
Technology transfer via hands-on training programs
training
Head office organizations to provide technical advice
Technical advice and data
Provide materials on best practices and e-Government/ICT trends
Following the completion of the project, e-office solution provider will help the
customer stabilize the system as early as possible, harnessing its experience in
numerous system implementation and maintenance projects as follows.
 Continuous and effective maintenance support

 One-Stop support system built on single point of customer contact
 Support migration planning and provide information on new technologies
 Suggest future roadmap
8. Operation and Maintenance Plan

When each inspection system step is completed, it goes back to the maintenance
phase. By default, the primary supplier will be chosen as the maintenance of local
businesses, each supplier performs as solutions. Here is the summarization of
maintenance activities by the suppliers.
8.1. Hot-Line
 Supplier will establish a hot-line dedicated for Addis Ababa

 Hot-line conduct communications by landline phone, email and instant messenger
 Due to different time zone between two countries, landline phone and instant
messenger will be available from 9:00AM to 12:00PM Addis Ababa local time
8.2. Conference call
 Once in every two weeks, conference call will be conducted

 Conference call will be made by landline phone or by video conference with device
provided by supplier.
8.3. Regular visit
 Addis Ababa visit twice a year

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 A standard visit will be Monday to Friday, and unless the visit is due to system failure,
USD500 per day will be charged after exceeding five days.
8.4. Option
 In case of visits for maintenance per request other than regular visits, airfare and
accommodation will be charged at cost. Maintenance and repair cost will be charged
USD500 a day, including the day of departure and return
 When database or database column is added for system improvements, additional
fee according separate quotation will be charged .

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V. Economic Analysis
On this page, investment costs shall be estimated to fully propel the business to give
great efficiency on administration by automating document management of the Addis
Ababa City Government. Major propulsions are demonstrations of building e-office
system in Addis Ababa City Office and its sub-cities, building document distribution
system for distributing electronic document between Governmental Institutions and
document management system managing the whole city document.
Furthermore, estimate direct and indirect advantages through propulsion. In addition,

compare and analyze total investment costs and direct advantages for follow-up
propulsion. Lastly, review the economical validity of the business propulsion.
1. Estimated Total Cost

Total cost consists of expense on hardware, software and personnel expenditure.
Personnel expenditure includes package customizing, building DB and consulting. Total
cost investigated for the propulsion shall be estimated $8,966,100. Expense on
hardware is $1,669,300, expense on software is $5,133,800 and personnel expenditure
is $2,163,000. In addition, expenses by stage are as in the following:
 Total expense in Stage 1 is about $1,137,600

 Total expense in Stage 2 is about $2,902,200
 Total expense in Stage 3 is about $969,060
 Total expense in Stage 4 is about $370,800
[Table 38] Total Investment Costs
Stage 1 Stage 2 Stage 3 Stage 4

Propulsion Total
Y Y+1 Y+2 Y+3
Hardware 189,600 628,800 183,180 - 1,001,580

Software 480,360 1,796,400 598,320 205,200 3,080,280
Customizing 144,960 477,000 187,560 165,600 975,120
Personnel DB Building 87,480 - - - 87,490

Expenditure Consulting 235,200 - - - 235,200
Subtotal 467,640 477,000 187,560 165,600 1,297,800
Total 1,137,600 2,902,200 969,060 370,800 5,379,660

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2. Cost Breakdown
These are the total costs details divided by propulsions and items.
2.1. Expense of each Propulsion
Each expense spent on hardware, software and personnel by each propulsion and
total costs are as in the following:
[Table 39] Expense of Propulsion

Personnel Expenditure
Propulsion H/W S/W DB Total
Customizing Consulting
Building
e-office Modify
System law/regulation
- - - - 121,200 121,200
relating e-
office
Modify
document
management - - - - 114,000 114,000
system
process
Digitalize
previous - - - 87,480 - 87,480
document
Building Addis
Ababa e-office 189,600 480360 144,960 - - 814,920
system
Building 3
additional 568,800 1,441,080 367,200 - - 2,377,080
institutions
Subtotal 758,400 1,921,440 512,160 87,480 235,200 3,513,680
Building Building
Document document
Distribution distribution
60,000 355,320 109,800 - - 525,120
System system in 4
additional
institutions
Subtotal 60,000 355,320 109,800 - - 525,120
Building Building
Document document
183,180 598,320 187,560 - - 969,060
Manageme management
nt System system
Transfer
documents in - 205,200 165,600 - - 370,800
3 institutions
Subtotal 183,180 803,520 353,160 - - 1,339,860
Total 1,001,580 3,080,280 975,120 87,480 235,200 5,379,660

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2.2. Hardware Breakdown (details)
Total investment cost of hardware is $1,669,300 and hardware breakdown by each

propulsion is as in the following:
[Table 40] Hardware Breakdown(details)

Propulsion Item Spec. Price Qtty Total
Building e- Modify
office system law/regulation - - -
relating e-office
Modify
document
- - -
management
system process
Digitalize
previous - - -
document
Building Addis app/DB server 8core 67,320 2 134,640
Ababa e-office Mobile server 2core 4,920 1 4,920
system Storage 1TB 16,320 1 16,320
SAN switch 7,740 2 15,480
L4 switch 9,120 2 18,240
Subtotal 189,600
Building 3 app/DB server 8core 67,320 6 403,920
additional Mobile server 2core 4,920 3 14,760
institutions Storage 1TB 16,320 6 48,960
SAN switch 7,740 6 46,440
L4 switch 9,120 3 54,720
Subtotal 568,800
Subtotal 758,400
Building Building LDAP server
4core 21,840 1 21,840
document document
distribution distribution app server 4core 21,840 1 21,840
system system in 4
additional Storage
1TB 16,320 1 16,320
institutions
Subtotal 60,000
Building Building app server 4core 59,580 1 59,580
document document
management management DB sever 4core 42,000 1 42,000
system system Storage 1TB 16,320 5 81,600
Subtotal 183,180
Transfer
document in 3 - - -
institutions
Subtotal 183,180
Total 1,001,580

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2.3. Software Breakdown (details)
Total investment cost of software is $3,080,280 and software breakdown by each

propulsion is as in the following:
[Table 41] Software Breakdown (details)

Propulsion Item Spec. Price Qtty Total
Building e- Modify
Office law/regulation - - -
system relating e-office
Modify document
management - - -
system process
Digitalize
previous - - -
document
Building Addis e-office system 200user 156 200 31,200
Ababa e-office e-office system for
200user 102 200 20,400
system mobile
Search Engine 2core 33,480 1 33,480
DBMS 8core 147,480 2 294,960
WEB/WAS 8core 50,160 2 100,320
Subtotal 480,360
Building 3 e-office system 200user 156 600 93,600
additional e-office system for
200user 102 600 61,200
institutions mobile
Search Engine 2core 33,480 3 100,440
DBMS 8core 147,480 6 884,880
WEB/WAS 8core 50,160 6 300,960
Subtotal 1,441,080
Subtotal 1,921,440
Building Building e-office delivery
4core 205,200 1 205,200
document document system
distribution distribution LDAP 4core 51,300 1 51,300
system system in 4 DBMS 4core 73,740 1 73,740
additional WEB/WAS 4core 25,080 1 25,080
institutions
Subtotal 355,320
Building Building e-office Record
4core 205,200 1 205,200
document document Management
managem management Search Engine 8core 45,000 1 45,000
ent system system DBMS 8core 147,480 1 147,480
WEB/WAS 16core 200,640 1 200,640
Subtotal 598,320
Building e-office Record
document Management
4core 205,200 1 205,200
management
system
Subtotal 803,520
Total 3,080,280

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2.4. Personnel Expenditure Breakdown (details)
Personnel expenditure for whole labor force is estimated $1,297,800. Personnel

expenditure according to package customizing, building DB and consulting service are
as in the following:
[Table 42] Personnel Expenditure

Grades of Labor Force
Section Note
Beginning Intermediate Advanced Expert
Package
4,080 5,640 6,600 8,400
Customizing
DB Building 2,100 4,080 5,100 6,600
Consulting Service 7,800 10,200 12,600 15,000
Also, Labor force breakdown by each propulsion is as in the following:
[Table 43] Personnel Expenditure Breakdown

Business Interm
Propulsion Period Beginner Advance Expert Total
Year ediate
Building e- Modify
Office law/regulation
Y 4M - 4 4 2 121,200
system relating e-
office
Modify
document
management Y 5M - 5 5 - 114,000
system
process
Digitalize
previous Y 6M 30 6 - - 87,480
document
Building Addis
Ababa e-office Y 8M 6 12 8 - 144,960
system
Building 3
additional Y+1 9M 9 18 9 - 367,200
institutions
Subtotal 834,840
Building Building
document document
distribution distribution
Y+1 5M 5 10 5 - 109,800
system system in 4
additional
institutions
Subtotal 109,800
Building Building
document document Y+2 7M 7 20 7 - 187,560
manageme management

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nt system system
Transfer
document in 3 Y+3 6M 6 18 6 - 165,600
institutions
Subtotal 353,160
Total 1,297,800
2.5. Required Cost by Year
Expense spent in each year by propulsion is as in the following:
[Table 44] Investment Costs
Propulsion Y Y+1 Y+2 Y+3 Total

Building e-Office Modify law/regulation
121,200 - - - 121,200
system related e-Office
Modify document
management system 114,000 - - - 114,000
process
Digitalize previous
87,480 - - - 87,480
document
Building Addis Ababa e-
814,920 - - - 814,920
Office system
Building 3 additional
- 2,377,080 - - 2,377,080
institutions
Building document Building document
distribution distribution system in 4 - 525,120 - - 525,120
system additional institutions
Building document Building document
- - 969,060 - 969,060
management management system
system Transfer document in 3
- - - 370,800 370,800
institutions
Total 1,137,600 2,902,200 969,0600 370,800 5,379,660
3. Proposed Funding Source

To propel follow-up propulsion, volition as well as financing are important. Though
there are various methods to propel the project, we would get finance from AFDB and
EDCF. The procedure is as in the following picture:

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(Ethiopia)
[Figure 26] Funding Process
3.1. EDCF(Economic Development Cooperation Fund)
EDCF is the aid fund of the Korean Government, which founded in 1987 to support
developing countries and contribute to the global community as required of its global
status.
3.1.1. Procedures
EDCF throws funds according to 5 stages; review and preparation on project, test,
decision, performance and evaluation.
 Stage 1 : project identification and preparation

- Make official report; country strategy paper(CSP) clarifying the purpose and
strategy of induced project by investigating validity of the business and
Apply for financing.
 Stage 2: appraisal
- Upon receipt of aid request, screening is commissioned to the Export-
Import Bank of Korea, and the bank conducts the process as follows:

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[Table 45] Procedure of Business Evaluation
Step Explanation
The Export-Import Bank determines whether the applicant’s
country is eligible to receive the tied aid pursuant to the OECD
Preliminary review guidelines, and whether there is a risk of default. It also reviews
feasibility of the project and whether the project is for
commercial purposes.
The bank collects data first through researches on literature.
Then, it sends the project questionnaire and legal questionnaire
Data Gathering
to the beneficiary country as well as the agency in charge to
gather further information.
The bank sends to the beneficiary country a delegation
Field Research consisting of experts including, if necessary, lawyers to conduct
a field investigation.
The bank prepares a report considering all the data gathered
Final Report through application, feasibility reports, questionnaires and
minutes.
Based on the final report, the Ministry of Finance and Economy
Approval determines whether to grant aid, and, if so, how much to
support on what conditions.
 Stage 3 : loan agreements(disbursement)

- Once it is determined to grant aid, the beneficiary country is notified of the
decision, and, upon acceptance by the country, an agreement is entered
into between two countries. Then, the bank executes a loan agreement with
the country on behalf of the Korean government.
 Stage 4 : project implementation
- Upon execution of the loan agreement, the burrower country (or agency in
charge) takes actions to make relevant procurements. Then, the Korean
government begins to send fund based on progress.
 Stage 5 : evaluation
- Evaluation is conducted upon completion of the project to verify whether the
project achieved its goal and what economic and social effects it has
brought about.
3.2. Africa Development Bank(AFDB)
Established to help development efforts on the continent, the African Development

Bank (AFDB) Group comprises three distinct entities under one management: the
African Development Bank (AFDB) which is the flagship or parent institution, established
on August 4, 1963 in Khartoum, Sudan, by the then 23 newly independent African
countries; as well as two concessionary windows - the African Development Fund (ADF),
established on November 29, 1972, by the African Development Bank and 13 non-

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African countries, and the Nigeria Trust Fund (NTF), set up in 1976 by the Federal
Government of Nigeria.
The overarching objective of the African Development Bank (AFDB) Group is to spur
sustainable economic development and social progress in its regional member countries
(RMCs), thus contributing to poverty reduction.
3.2.1. Procedures
AFDB throws funds according to 5 stages; review and preparation on project, test,
decision, performance and evaluation.
 Stage 1 : Project identification and preparation

- Make official report; country strategy paper(CSP) clarifying the purpose and
strategy of induced project by investigating validity of the business and
Apply for financing.
 Stage 2 : Project appraisal
- During project appraisal, ADB Group examines project feasibility through an
appraisal mission. The appraisal mission - in consultation with the
government and other stakeholders - examines the project's technical,
financial, economic, technical, institutional, environmental, marketing, and
management aspects as well as potential social impact.
- Following the field appraisal, the mission then prepares an appraisal report
with memorandum of loan proposal from the President to the Board and
draws up a draft loan agreement for negotiation.
- After the Senior Management Committee has completed its work and
recommended the project or program for Board approval, a draft project
proposal is submitted to all parties involved including the Government for
review.
- Feedback is collected, and the Government is then called for negotiation
with ADB. During negotiations.
 Stage 3 : Board approval
- After negotiations with the government, the loan proposal is submitted to
ADB's Board of Directors for approval.
 Stage 4 : Implementation
- Project implementation starts from the moment the project is declared
effective. ADB Group projects are implemented by the executing agency
according to the agreed schedule and procedures. The supervision of
implementation however enables the Bank Group to make sure the physical
realization of the project is progressing smoothly and in accordance with the
implementation schedule and details.
 Stage 5 : Post evaluation

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- After the project facilities and technical assistance activities are completed,
ADB prepares a project completion report (PCR) or technical assistance
completion report to document the implementation experience. These
reports are prepared within 12 - 24 months of the completion of the project.
4. Estimated Benefit
4.1. Poll
12 officials from 4 agencies/offices answered to the questionnaire, and the result and
expected effect after implementing e-office is as follows.
[Table 46] Result of questionnaire
Current After e-office Save(month)

AVG daily monthly Per doc monthly hour %
Time for document authorization (hr) 9.1 12,756 280,622 3 92,400 188,222 67%
Lost document during authorization 2.5% 35 770 0 0 770 100%
Time to send documents to other offices (hr) 9.2 9,150 201,300 0 0 201,300 100%
Time of feedback from other offices (hr) 17.7 17,727 390,000 4 88,000 302,000 77%
Lost document during delivery to other office 3.6% 36 792 0 0 792 100%
Time to giving documents to person in charge (hr) 11.8 9,467 208,267 0 0 208,267 100%
Time to send documents to out of AA (hr) 15.0 6,000 132,000 0 0 132,000 100%
Time of feedback from out of AA (hr) 32.4 12,960 285,120 6 52,800 232,320 81%
Lost document during delivery to out of AA 1.8% 7 158 0 0 158 100%
Time to search document (hr) 2.9 1,171 25,760 0.2 1,760 24,000 93%
 Total time saved expected in a year: 1,288,087 hours
 Total number of documents loss prevented: 1,720
4.2. Quantitative Advantage
We made quantitative measuring tool for decrease in expense and business hours
and calculated the output using the results from interviews and surveys. Assuming that a
public officer of Ethiopia get average $300 a month, work 22 days a month and 8 hours
a day. Inflation rate and wage rate shall not be considered.
4.2.1. Advantage of building e-office system
We can expect quantitative advantages from decrease in time for authorization,

automation of document distribution between offices, decrease in consumption of paper
and decrease in time for searching documents by building e-office system. Each
quantitative advantage is as in the following:

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 Reduction from the saved time

- The total authorization, delivery, and searching time saved is expected to be
1,288,087 hours.
- 1,288,087 hours is equivalent of 7,319 man-month, and with a monthly wage
$300, it is equivalent of $2,195,603
 Reduction from prevention of document loss
- The total number of documents loss prevented are 1,720 in a year.
- Because it takes 1 hour for document production(estimate), 3 hours for
authorization of a document, and average 5 hours for delivery, time saved is
15,480 hours.
- 15,480 hours is equivalent of 88 man-month and with a monthly wage $300, it is
equivalent of $26,386
 Decrease in paper consumption
- Average 5,913,600(1,400 documents x 4 pages x 4 copies x 22 days x 12
months) sheets of A4 copy papers used in a year for the printing of documents
nowadays.
- Expected to use only 1/4 of current use, so 4,435,200 sheets will be saved.
- When a paper costs $0.01 per sheet, advantage of the decrease of paper
document printing in a year shall be estimated $44,352
Therefore, quantitative advantage of City Office by implementing e-office system
shall be $2,266,341.
4.3. Qualitative Advantage
These are the advantages that can hardly be quantitatively calculated in the aspect of
efficiency in business and customer service.
 Improved efficiency by automation in document management

- Prompt process of business by removing delaying factor with flow of document
tracking system and Increased credibility by decreasing rate of lost document
- Improvement in production such as keeping document, quick searching and in
business performance by removing ineffective process
- Improvement in business performance by common use of information in real time
- Improvement in accessibility as well as convenience by building mobile based
environment
- Improvement in business performance by downsizing the workplace and revising
working environment
 Improved competencies as well as competitiveness of the Government of Addis
Ababa
- Improvement in competitiveness and status of the city by establishing electronic
document management system for efficiency in administration ahead of
surrounding nations

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 Improved service to people by virtual storage and instant release of official

documents
- Preserve the record on the process of policy and expand public information for
participation of the people and spread the use of public records.
5. Economic Analysis
Standard for the analysis according to the propulsion shall be 5 years. 12% social
rate of discount shall be the discount rate to decide the validity of common investment.
Analysis on net present value, benefit costs ratio and internal rate of return shall be
processed.
The result is: Net present value is over 0, benefit costs ratio is over 1 and internal
rate of return is bigger than social rate of discount. Accordingly, economical value is
acknowledged.
5.1. Analysis on Net Present Value(NPV, Net Present Value)
Estimate the yearly profit with the investment costs by each year according to the
schedule of propulsions and direct advantage by each year of major propulsion and
apply social discount rate (12%). Convert it with present value and calculate Net Present
Value.
Previously calculated investment costs, profit from yearly direct advantage and Net
Present Value of present value of profit are as in the following. $542,767 is Net Present
Value of the business which is the total of present value of yearly profit. Accordingly,
NPV is over 0 and it is judged economical.
[Table 47] Analysis on NPV
Section Y Y+1 Y+2 Y+3 Y+4

Investment Cost 1,137,600 2,902,200 960,060 370,800 -
Reduction from
- 548,900 2,195,603 2,195,603 2,195,603
saved time
Reduction from
Advantage
prevention of - 6,597 26,386 26,386 26,386

document loss
Decrease in paper
- 11,088 44,352 44,352 44,352
consumption
Subtotal - 566,585 2,266,341 2,266,341 2,266,341
Net Profit
-1,137,600 -2,335,615 1,306,281 1,895,541 2,266,341
(Advantage-Expense)
Present worth factor(12%) 0.8929 0.7972 0.7118 0.6355 0.5674
-1,015,714 -1,861,938 929,785 1,204,651 1,285,983
NPV 542,767

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5.2. Analysis on Benefit Cost Ratio(B/C, Benefit Cost Ratio)
Total of present value of yearly induced investment costs is $4,254,817 and total present
value of advantage is $4,790,247 so Benefit Costs Ratio is estimated 1.13. Details are
as in the following. Accordingly, as Benefit Costs Ratio(1.13) is over 1, that it is judged to
be economical.
[Table 48] Analysis on Benefit Cost Ratio
Section Y Y+1 Y+2 Y+3 Y+4 Total

Investment
1,137,600 2,902,200 969,060 370,800 - 5,379,660
Costs
Present worth
0.8929 0.7972 0.7118 0.6355 0.5674
factor (12%)
Investment
cost in current 1,015,763 2,313,634 689,777 235,643 - 4,254,817
value
Advantage - 565,585 2,266,341 2,266,341 2,266,341 7,364,608
Present worth
0.8929 0.7972 0.7118 0.6355 0.5674
factor(12%)
Advantage in
- 450,884 1,613,182 1,440,260 1,285,922 4,790,247
current value
Benefit/Cost
4,790,247/4,254,817 = about 1.13
Ratio
5.3. Analysis on Internal Rate of Return(IRR, internal rate of return)
Internal rate of return is the discount rate that the present value of total advantage and
total investment costs become as same of follow-up propulsion. The calculating formula
is as in the following:
𝐵𝐵 𝐶𝐶
Internal Rate of Return(IRR) : ∑𝑛𝑛𝑡𝑡=0 (1+𝑟𝑟)
𝑡𝑡
𝑡𝑡 =
∑𝑛𝑛𝑡𝑡=0 𝑡𝑡 𝑡𝑡
(1+𝑟𝑟)
Here, 𝐵𝐵𝑡𝑡 is present value of advantage, 𝐶𝐶𝑡𝑡 is present value of investment costs, r
means social discount rate, t means time of analysis and calculated internal rate of
return is 27.9%. Accordingly, 27.9% of internal rate of return is bigger than 12% social
discount rate and so that it is judged for economical.

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VI. Sustainability of Project Effect

1. Qualitative Benefits
Gathering the expected effects of major propulsions, improvement of efficiency of the
work by reduction in the processing time and increase in information handling,
improvement in city competitiveness by following the international standard and
improvement in display of information by organizing document DB shall be expected.
[Table 49] Qualitative Expected Effect
Propulsion Expected Effect

Building e-office • Modify law/regulation • Improve business performance and
system related e-office credibility by removing delaying factor with
• Modify document flow of document tracking system
management system • Improve business performance by
process downsizing the workplace and revising
• Digitalize previous working environment
document • Facilitate data searching needed for
• Building Addis Ababa e- business
office system • Improve business performance by common
• Building 3 additional use of information in real time
institutions • Build knowledge-based system by sharing
display materials
• Modify service by invigoration of various
kinds of public information
Building • Building document • Reduce processing time for distribution
document distribution system in between institutions
distribution whole city office • Secure availability of document distribution
system • Improve distribution method and credibility by
reinforcement of monitoring and
management of the system
• Improve scalability by applying open-end
International Standard on document
distribution system
Building • Building document • Improve productivity ; keeping notes of
document management system business process, using quick after
management • Transfer document in searching
system whole city office • Innovate document work by innovation in all
procedures and On-Line systemization
• Guarantee clear administration by thorough
document of official business
• Secure historic materials by policy makers'
thorough document
• Improve customized service by extending the
range of public information

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2. Risk Factors and Undertaking

Notice the potential risk element to promptly avoid danger during the business and
make a proper reaction to prevent the problem. In this way, successful business
completion as well as setting of new document management system by inducing e-office
system can be accomplished.
2.1. Risk Element
These are the potential risk elements that are to be solved to fully accomplish the
business with details. They are divided into 3 sections: in the aspect of customer,
technology and business propulsion
 Risk Element in the aspect of Customer

- Confusion or demoralization of workers due to the changes in business
procedures and structure of the organization in new system
- Lack of customers' understanding of content, range, purpose or effect of the
business
- Delay in schedule in the process of decision making or approving among
customers
- Lack of understanding of technology relating to the business
- Dissatisfaction with applying new process in new system
- Damage in propulsion due to delay in the previously planned schedule
 Risk Element in the aspect of Technology
- Difficulty in connection between previous system and new system
- Impracticable application of up-to-date technology in previous ICT
environment
- Difficulty in choosing hardware and software in new system
 Risk Element in the aspect of Business Propulsion
- Customers' dissatisfaction with their requirements due to delay in schedule
and shortfall of output
- Lack of human resources, technology, equipment for business performance
- Delay in whole business schedule
- Dissatisfaction with application requirements of new system
- Difficulty in financing for follow-up propulsion according to road map
2.2. Risk Element / Countermeasures
Here the countermeasures for each risk element as following:

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[Table 50] Risk Element and Countermeasures
Section Risk Element Countermeasures

Customer Confusion or demoralization Continuously give public relations as well
of workers due to the as usage education for the understanding
changes in business of purpose, necessity and effect of the new
procedures and structure of system
the organization in new
system
Lack of customers' Regularly provide information relating the
understanding of content, project
range, purpose or effect of
the business
Delay in schedule in the Organize exclusive team for continuous
process of decision making propulsion
or approving among
customers
Lack of understanding of Organize team with veteran of ripe
technology relating to the experiences in system development for the
business propulsion
Provide and Educate technical information
relating to the project
Dissatisfaction with applying Continuously give public relations for the
new process in new system understanding of purpose, necessity and
effect of the new system
Damage in propulsion due Plan and propel strategic and anticipative
to delay in the previously financing for follow-up propulsion by
planned schedule exclusive team for propulsion
Technology Difficulty in connection Clearly review connection method of
between previous system previous system and Induce connection
and new system server
Impracticable application of Choose technology that can applied to new
up-to-date technology in system
previous system Choose hardware and software
considering with further development
Difficulty in choosing Induce and develop the verified hardware
hardware and software in and software
new system Review the certification of bender
enterprises
Business Customers' dissatisfaction Pay for delay in process
Propulsion with their requirements due Input professionals and Continuously
to delay in schedule and review the propulsions
shortfall of output
Lack of human resources, immediately manage the budget of project
technology, equipment for manager, human resources and other
business performance resources
Delay in whole business Reschedule projects by discussion as well
schedule as workshops with customers
Dissatisfaction with Build system by modifying it with

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application requirements of requirements from users

new system
Difficulty in financing for Plan and propel strategic and anticipative
follow-up propulsion financing for follow-up propulsion by
according to road map exclusive team for propulsion
3. Sustainability of Project Effect

The project is the part of automation in administration which is core of worldwide
'Electronic Government' project. The project is about building e-Office System for the
Government of Ethiopia to build effective administrative system with electronic
document and building document distribution system and document management
system. It is the necessary system. With this project, the Government of Ethiopia shall
become the best Government among Africa by improving national capacity of
administration, production and service. To keep and enhance the effect of this project
the followings should be performed:
 To keep continuous relationship with people in charge of Ethiopia and Addis Ababa
city
- Ask for budget or performance planning
- Ask for internal propulsion process of Ethiopia and Addis Ababa city
- Educate continuous use of the system and Regularly provide related information
- Use the system in other Governmental institutions in Ethiopia and expand the
business with the promotion effects
 Disseminating the usage of the system to surrounding nations and its promotion
effects
- Get the chance of expanding the business or starting the new one by presenting
and introducing the usage of the system in Ethiopia Addis Ababa city in various
conferences such as KOAFEC Conference, IT Service Conference.
 Continual financing planning for the follow-up propulsion
- Apply to International Organizations such as EDCF, World Bank, AfDB for the
result of Feasibility Study to propel the follow-up project propulsion

Study

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Addis Ababa e-Office System Feasibility Study

Final Report for ADDIS ABABA e-Office

WeGO Secretariat Office

ADDIS ABABA e-Office System 1

II. Environment Analysis ................................................................... 13

ADDIS ABABA e-Office System 2

III. Technology Analysis .................................................................... 41

IV. Implementation Plan ..................................................................... 60

ADDIS ABABA e-Office System 3

4.1. Business Architecture ......................................................................................... 68

V. Economic Analysis ....................................................................... 84

ADDIS ABABA e-Office System 4

5.3. Analysis on Internal Rate of Return(IRR, internal rate of return) ........................ 96

VI. Sustainability of Project Effect ..................................................... 97

ADDIS ABABA e-Office System 5

ADDIS ABABA e-Office System 6

ADDIS ABABA e-Office System 7

Table 30. Collaboration Functions ...........................................................................75

ADDIS ABABA e-Office System 8

ADDIS ABABA e-Office System 9

ADDIS ABABA e-Office System 10

[Figure 1] Project Schedule

Project period: September 2103 ~ December 2013

ADDIS ABABA e-Office System 11

Design e-office system To-Be model

Establish implementation plan

Finance a Pilot project of e-Office system

[Figure 2] Project Team

ADDIS ABABA e-Office System 12

II. Environment Analysis

[Table 1] General Information of Ethiopia

Total Area 1,222,000 ㎢

Climate Mild (high land), hot and humid (low land)

Population 94 million (2013)

Ethnic Group Oromo (35%), Amhara (27%), etc. 72tribes in total

Language Amharic(official language), Aboriginal languages, English

Religion Christianity (61%), Islam (33%)

Independence BC 1,000, ancient Ethiopia kingdom was established.

Political System Federalism (the Parliamentary system)

Congress Bicameral system

ADDIS ABABA e-Office System Feasibility 13

Main Political Party EPRDF

Currency Ethiopian Birr

GDP 379 million dollar (2013)

GDP per Capita 316 dollar (2013)

Service industry 46%, agriculture and forestry industry 41%,

Economy Main Exports coffee, gold, leather (2011)

Main Imports food, oil, chemical product, machine, fabric (2011)

Natural Resources gold, copper, natural gas, potassium

1.2 Ethiopia’s Geographic Environment

1.3. Politics and Society Environment

1.3.1. Current Status of Society

ADDIS ABABA e-Office System Feasibility 14

Hamitics and Ethiopia is a multi-tribal nation comprised of Oromo(35%), Amhara(27%),

1.3.2. Current Status of Politics

Ethiopia is a federal parliamentary republic made up of 9 states and 2 chartered cities.

ADDIS ABABA e-Office System Feasibility 15

1.3.3. Current Status of Economy

Based on the implementation of infrastructure such as power system, roads and