MEDAIR Completion Report - Basic Services Fund SOUTH SUDAN

Basic Services Fund of the Government of Southern Sudan 

Project Completion Report 

BSF intervention of Medair 

malaria 

consortium 

Disease Control, Better Health 

www.malariaconsortium.org 

July 2010 

Name of Lead Organization 

Partner 1 

Partner 2 

Medair 

Malaria Consortium 

Fashoda Youth Forum 

Address of Lead Organization 

Hai Matara, Juba, Southern Sudan 

Chemin du Croset 9, CH-1024 Ecublens, Switzerland 

Grant Contract Number 

Contract Amount 

Contract Start Date 

Project Location(s) 

Main outputs/activities 

Responsible Person (for 

report) including contact data 

(mobile and email address) 

BSF II-24 

1,059,174GBP 

1/4/2009 

Manyo County, Upper Nile State 

Primary Health Care and Health System Strengthening 

Jeri Westad 

cd-southsudan@medair.org 

+256 477 137 722

BSF Project Completion Report of Medair Version 1 (July 2010) 

Executive Summary Recommendations 

Working as a consortium, Medair, the Malaria Consortium, and Fashoda Youth Forum (a 

national NGO) delivered a new primary health care and health system strengthening project in 

2009-10. The project provided support for MoH provision of primary health care at two PHCCs 

and two PHCUs in two payams of Manyo County which had not received previous NGO support 

for health care. The consortium approach brought expertise in building capacity at every level: 

from the grassroots community (FYF) to health facility level (Medair) and county/state level 

(Malaria Consortium). The objective of the project was threefold: to increase communities’ 

access to primary health care (through improvement of health infrastructure, expansion of the 

PHC services available, and increased community awareness); to increase the sustainability of 

services (through strengthening the State Ministry of Health and County Health Department, 

and increasing community participation in and ownership of PHC services); and to improve PHC 

service range and quality in line with the Basic Package of Health Services (through staff 

training and provision of drugs and equipment). 

During the project period, 28,422 beneficiaries have benefited directly from the basic health 

services provided (including 26,098 people attending for outpatient care, 864 children under five 

years receiving DPT3, 1,245 pregnant women attending for antenatal care, and 215 mothers 

delivering their babies in health facilities). Three new health facility buildings have been 

constructed in partnership with the County Authority. Community members have been 

nominated and trained to form village development committees or management committees to 

support the four supported health facilities. Community members (VDC and Management 

Committee members, health and hygiene promotion supervisors and volunteers, and traditional 

birth attendants) have received 825 days of formal training. Health facility staff (including 

medical assistants, nurses, midwives, lab technicians and cleaners) has received 1,304 days of 

formal training, and members of the CHD have received 36 days of formal training. 

Members of the consortium have encountered encouragements and challenges during 

implementation of this new project. At county level, the County Authority and CHD have 

demonstrated significant commitment. The County Authority have met the costs of labour for the 

majority of construction work for three new health facility buildings and provided 50% of the 

monthly recurrent budget for each health facility. The CHD, especially the County Medical 

Officer, have been active in staff management and more recently in supervision. However, 

relying on the County Authority to fund labour has caused significant delays to progress, and 

required persistence and constant advocacy. CHD members have varied in their commitment, 

citing lack of funds as a major constraint to their activities. The CHD have been disappointed by 

the lack of financial support from the County Authority and SMoH; having worked hard to 

produce a realistic annual workplan and budget, their requests for support were rejected by both 

bodies. At health facility level, redeployment of staff between health facilities by the CHD every 

six months has been challenging to continuity of programming, especially for staff training. 

However, the CHD felt that staff rotation was necessary to ensure all staff had opportunity to 

benefit from in-service training and incentives available at Medair supported facilities. (Formal 

Medair trainings are also open to staff working at facilities not receiving support.) At community 

level, a high level of dependency has been encountered. Community members have been 

Medair 1.


reluctant to recognize their own capacity to address problems, and have demanded incentives 

and equipment from members of the consortium. At all levels, language and literacy have been 

problematic. The majority of the population (including health facility staff and local government) 

do not speak, read or write English, and many do not read or write Arabic. 

These challenges suggest several recommendations for decision makers: 

At donor level, 

• Inclusion within donor policy of a requirement for local government contribution/participation 

in projects would reinforce NGO efforts on the ground. (A visit from a representative of the 

Joint Donor Office during this project period was very helpful. The representative met with the 

County Authority, SSRRC and CHD and emphasized the need for the County Authority to 

contribute and honour its commitments.) 

At national level, 

• Development of clear guidance on the roles, responsibilities and especially support of the 

CHD are essential to direct capacity building activities appropriately, and to leverage county 

and state level support for CHDs. 

• Development of Arabic language and/or pictoral job aids (such as PHCC/PHCU Treatment 

Guidelines, patient registration books, and MoH reporting forms) will be necessary to 

effectively roll out national management protocols and HMIS in areas of low English literacy. 

In the longer term, improving child and adult fluency and literacy in English will require 

significant input from the education sector. 

Members of the consortium have identified and addressed internal weaknesses during the 

project period. Medair, as lead agent, has found working in consortium both positive and 

challenging. The importance of coordination between partners at field, county and national level 

has become clear, to ensure a common approach with authorities and the community, and to 

avoid duplication of efforts. Coordination has improved during the project period as more formal 

coordination mechanisms (including regular meetings) have been established in response to 

earlier difficulties. Working with a national NGO has been rewarding, but the level of support 

and supervision required was initially underestimated, and has been increased during 

implementation. The Malaria Consortium has seen the importance of involving the SMoH, 

County Authority and community leaders in the planning of project approach and activities, and 

of giving feedback to these bodies during and after implementation. They have also increased 

the amount of time spent by field staff in location, in recognition of the need for in-service 

coaching and follow up of formal trainings. Fashoda Youth Forum have recognized the need to 

support their relatively inexperienced colleague in the field with increased input from their 

technical and management team. 

Medair 2.


Table of Contents 

Introduction.................................................................................................................4 

Background.................................................................................................................5 

The BSF intervention..................................................................................................6 

Finance ...................................................................................................................... 13 

Annex A. Logframe.............................................................................................. 15 

Annex B: Logframe targets and achievements ................................................. 21 

Annex C: Project Staff......................................................................................... 25 

Annex D: Final Invoice ........................................................................................ 27 

Annex E: Primary Health Information ................................................................ 29 

Annex F: Training Tables.................................................................................... 30 

Abbreviations 

ACSI 

BPHS 

CHD 

CHMT 

CHW 

EPI 

FGD 

FYF 

HHP 

HMIS 

HSS 

MC 

MC 

(S)MoH 

NFI 

PHCC 

PHCU 

VDC 

Accelerated Childhood Survival Initiative 

Basic Package of Health Services* 

County Health Department 

County Health Management Committee 

Community Health Worker 

Expanded Programme on Immunisation 

Focus Group Discussion 

Fashoda Youth Forum 

Health and Hygiene Promotion 

Health Management Information System 

Health System Strengthening 


Management Committee 

(State) Ministry of Health 

Non Food Items 

Primary Health Care Centre 

Primary Health Care Unit 

Village Development Committee 

* Please note that where the BPHS is mentioned, the reference is to the third version of the document. 

Medair 3.


Introduction 

This Medair-led Primary Health project ran from 01 April 2009 to 30 June 2010, with a budget of 

1,059,174 GBP funded by BSF-II. 

A total of 27,185 people living in Wadekona and Kaka payams of Manyo County were targeted 

in this project. A total of 28,422 beneficiaries have benefited directly from the basic health 

services provided during this project period. This includes 26,098 people attending for outpatient 

care, 864 children under five years receiving DPT3, 1,245 pregnant women attending for 

antenatal care, and 215 mothers delivering their babies in health facilities. 

88% of the 32 project activities which were planned to achieve four key results have been 

achieved. This includes 95% of activities related to support for four health facilities, 79% of 

activities related to improved community health and hygiene practices, 81% of activities related 

to building community capacity to support health services, and 87% of activities to build the 

capacity of the CHD and SMoH. 

Training and capacity building has been delivered at community, health facility, county and state 

level. Community members (VDC and Management Committee members, health and hygiene 

promotion supervisors and volunteers, and traditional birth attendants) have received 825 days 

of formal training. Health facility staff have received 1,304 days of training, members of the CHD 

have received 97 days of formal training, and SMoH staff have received 36 formal training days. 

The project was implemented by a consortium of NGOs. Medair acted as lead agent, with the 

Malaria Consortium and Fashoda Youth Forum as co- and sub- recipients respectively. The 

consortium approach allowed each partner to work to their strengths, ensuring that the overall 

project benefited from expertise at community, health facility and county level. Coordination 

between partners was challenging initially, but has improved during the project period. Working 

in partnership with a national NGO has been rewarding but has required significant input. 

Medair 4.


Background 

Project and Consortium Background 

Medair has a strong working relationship with Upper Nile SMoH based on 7 years of ongoing 

support to PHC services in the state, including support for BPHS implementation in adjacent 

Melut County since 2007. In 2008 the SMoH approached Medair for support in rolling out the 

BPHS in Manyo County. 

In late 2008, Medair applied for funding through BSF-II; the contract was signed in April 2009. 

Having learnt from experience implementing as a lone NGO in Melut County, Medair 

approached Malaria Consortium and Fashoda Youth Forum to form a consortium. Medair 

recognized the value of complementing Medair’s extensive experience of working at health 

facility level with MC’s expertise in health systems strengthening and previous work with the 

Upper Nile SMoH, enlisting their support to build the capacity of the CHD and SMoH. Medair 

had partnered with Fashoda Youth Forum during an emergency NFI intervention in 2007, and 

noting the organisation’s previous experience implementing HHP projects, requested their 

support with HHP in Manyo County. 

Project design was informed by lessons learnt from implementation in Melut County. As a result, 

Medair’s approach to this project was modified in several ways. Activities were planned and 

implemented to complement and build on existing MoH structures and service provision. No 

additional health facility staff were employed, and the CHD have retained control of health 

facility staffing levels and advocacy for additional staff from the SMoH. Additional services have 

been introduced only after consideration of their sustainability without NGO support. Extensive 

entry workshops were held in each community, and a county-level MoU was signed before 

implementation started, clearly stating the commitments of Medair and of the County Authority. 

NGO visibility has been kept low, and community ownership of health facilities has been 

encouraged through County Authority contribution to health facility construction, and early set 

up of VDCs and management committees. 

Medair’s activities in Manyo County were intended to be multi-sectoral, and include WASH 

interventions in communities with supported health facilities. Unfortunately, due to delayed 

release of funding from other donors, WASH implementation was delayed until Q1 2010. 

Context 

Upper Nile State has historically been a marginalised area of Southern Sudan suffering 

isolation, illiteracy, inter-tribal/inter-factional fighting, and low community organisation. Poor 

county and state infrastructure results in high transport costs and considerable difficulties in 

accessing some health facilities during the rainy season. Manyo County was prioritised by the 

SMoH as the area in most need of external support in Upper Nile State. Low levels of access to 

healthcare were demonstrated in a 2008 survey finding only 13% vaccination coverage 

according to the MoH vaccination schedule (for BCG, DPT and measles) among children in 

Manyo County. 

Medair 5.


The BSF intervention 

Project Beneficiaries 

Q2 2009 Q2 2010 

Total 

Q2 2009 - Q2 2010 

Number of first consultations Data not available 6,561 26,098 

No of children under 5 years that received DPT3 18 201 864 

No of first antenatal care visits Data not available 386 1,245 

No of deliveries at facility Data not available 75 215 

Total direct beneficiaries Data not available 7,223 28,422 

Project activities and achievements 

Activities 

Achievements over Project Period 

% 

Comments 

Achieved 

Result 1.1. Health Service Delivery - Medair has provided support to two PHCCs and two 

PHCUs (Wadekona and Kaka payams) throughout the 

project period. Support given has included financial 

incentives for staff, formal and on-the-job training, 

supervision, top-up of MoH drugs and supplies, provision 

of medical equipment and furniture, construction and 

maintenance of health facilities, and provision of recurrent 

budgets. 

Support delivery of BPHS according to full package of 

MoH standards and service profiles in Medair supported 

facilities in Manyo 

70% 69% of BPHS key activities (85% PHCUs; 62% PHCCs) 

and 71% of the BPHS service profile (65% PHCUs; 77% 

PHCCs) have been supported. Services not supported 

include assisted deliveries, dental care, and management 

of malnutrition at PHCU level; the low level of qualification 

of heath facility staff has not allowed safe introduction of 

Improve structures of 2 PHCUs and 2 PHCCs in Manyo 

County 

these services. 

100% New four-room buildings have been constructed at one 

PHCC and two PHCUs. Medair has provided construction 

Medair 6.


Work with local authorities and MoH to redistribute health 

staff to ensure all clinics adequately staffed according to 

BPHS standards 

Ensure regular and sufficient supply of appropriate drugs 

and medical supplies to supported health facilities. 

Ensure up-to-date protocols, in line with MoH and 

international standards, are available and in use in all 

facilities. 

Establish and maintain a health management information 

system in all facilities, including staff training 

Distribute mosquito nets through both targeted (500 via 

EPI and ANC) and mass distribution campaigns 

materials and the County Authority has paid for the 

majority of the labour. Materials have been procured for 

construction of a new two-room building at the remaining 

PHCC, but the County Authority has not yet provided the 

labour. Rehabilitation of existing buildings has also been 

carried out at two PHCCs. Latrines have been provided at 

all facilities. 

100% During Q2 2009 Medair worked with the CHD to ensure 

adequate staffing at all facilities. Staff have been rotated 

between facilities every six months by the CHD, and 

staffing numbers have remained adequate. All staff are 

employed by the SMoH or County Authority. 

100% MoH PHCU drug kits were distributed in Q3 and Q4 2009, 

although the contents were insufficient to meet facilities’ 

needs and did not include items needed for the PHCCs. 

Medair has supplied drugs in line with the Essential Drugs 

List and MoH drug kit lists to ensure adequate stock levels 

at all facilities throughout the project period. Malaria 

Consortium distributed protective pharmaceutical boxes to 

PHCUs selected on the basis of findings from health 

facility mapping. 

100% Health facility staff received training on MoH PHCC and 

PHCU guidelines in Q3 2009, with in-service coaching 

throughout the project period. Copies of these guidelines 

are available in all facilities. Arabic translations of drug 

dosage guidelines were prepared and distributed in Q4 

2009 in response to the staff’s low level of English literacy. 

100% All health facilities have been submitting regular reports 

(including IDSR) since Q3 2009. Medair has provided inservice 

training and support for staff. Malaria Consortium 

has conducted HMIS and IDSR trainings in Q2 2010. 

100% 2,502 LLINs have been distributed at Medair-supported 

facilities through routine EPI and ANC services. Malaria 

Consortium coordinated mass distribution of 23,300 LLINs 

to 7,716 households as part of ACSI in Q2 2010. 

Medair 7.


Conduct monthly supportive supervision visits to PHCUs 

and PHCCs with quarterly joint supervision visits with 

CHD member(s) 

Support CHD and MOH to develop and deliver referral 

services from PHC facilities 

Conduct quarterly beneficiary feedback session in each 

health facility 

Monitor contribution to building institutional capacity and 

sustainability by using BISAC tool every 6 months. 

Provide training for all health facility staff according to 

needs identified in training needs assessment conducted 

during inception period 

Send 4 health staff on external training for continuing 

professional development e.g. 

IMA, AMREF, UNFPA 

100% Medair has conducted supervision visits to all facilities at 

least monthly (subject to access) throughout the project 

period. During Q1 and Q2 2010, the CHD have 

participated regularly, with at least one joint visit to each 

facility each quarter. In Q2 2010, following training from 

Malaria Consortium on supportive supervision, the CHD 

conducted ten joint supervision visits with Malaria 

Consortium to seven health facilities in Wadekona, Kaka 

and Kit Gwang payams. 

100% Referrals from PHCUs to PHCCs and from PHCCs to the 

nearest county hospital (Renk Hospital from Wadekona 

and Melut Hospital from Kaka) have been ongoing since 

Q2 2009. Local transport is often used, but where 

requested Medair has assisted with a boat or vehicle. 

60% Workshops to increase community awareness of services 

and provide opportunity for feedback were held in Q2 and 

Q4 2009 and Q1 2010. Training of VDCs/MCs has 

provided a more indigenous and sustainable voice for 

community feedback since Q4 2009. 

100% Medair conducted internal reviews using the BISAC tool in 

early Q4 2009 and late Q1 2010. Team discussion and 

findings were used to revise the project approach and 

activities where necessary. 

100% Health facility staff have received formal refresher training 

from Medair and Malaria Consortium according to their 

professional background (MAs, nurses, midwives and 

cleaners have all received specific training), in addition to 

ongoing in-service training. Needs assessment has been 

ongoing, with training given in response to needs identified 

(e.g. training on management of diarrhoea planned in 

response to seasonal increase in diarrhoea cases during 

Q2 2010). 

100% Two medical assistants attended short term paediatric 

training, one medical assistant attended a one-month 

EmONC training, and two laboratory technicians attended 

short term technical trainings. However, it has been 

Medair 8.


Result 1.2 Community Enabled Health 

Promotion 

Identify and train 60 HHP volunteers and 2 

HHP supervisors within local communities 

in Payams of Kaka and Wadekona to deliver HHP 

activities as outlined in summary table 5 of BPHS (3 rd 

version) 

Finalize HHP targets and workplan during 3 

month inception phase 

Implement Basic School Health Package in 

4 schools in Manyo (2 schools per payam) 

Conduct 3 behaviour change workshops on 

health topics raised by Focus Group 

Discussions for community leaders, 

traditional healers and health staff 

2.1 Community level training and capacity building 

VDCs 

Formal MoUs for each health facility signed with local 

authorities at County level, MoH and Payam 

administrators annually, explicitly outlining Medair versus 

external inputs 

Training and facilitation of health facility management 

committees/Village Development Committees 

difficult to help health facility staff access training due to 

their low level of English language. 

90% Fashoda Youth Forum trained 56 HHP volunteers (14 in 

each community served by a Medair-supported health 

facility) and two payam HHP supervisors during 2009. 

100% Fashoda Youth Forum and Medair finalized the HHP 

workplan during Q2 2009. 

50% Fashoda Youth Forum conducted Children’s Health and 

Sanitation Trainings in one school in Kaka town (25 girls; 

25 boys) and one school in Wadekona town (16 girls; 24 

boys) in Q2 2010. It was not possible to conduct CHAST in 

a second school in each payam due to unforeseen 

prolonged closure of schools during and after the election. 

67% FYF conducted two FGDs in Kaka payam and one in 

Wadekona payam. Information gained was used to inform 

two behavior change workshops, held in Kaka (12 female 

participants; 16 male) and Wadekona (15 female; 30 male) 

in Q2 2010. A third workshop was scheduled for Q2 2010 

but community leaders were preoccupied with ACSI 

implementation. 

100% A community contract (MoU) between Medair and the 

County Authority, SSRRC and CHD was signed in Q2 

2009. An MoU with the SMoH was also signed in Q2 2009. 

100% Medair conducted training for VDCs and MCs for four 

health facilities in Q3 and Q4 2009 to increase community 

participation in health facility support and awareness of 

free services offered. 

Medair 9.


Work with County Authority to agree small recurrent 

budget for each health facility (approx 5% of MoH 

salaries) 

Assist CHD to carry out at least one VDC training in each 

payam 

Train and mentor VDC in supervision and monitoring of 

the health facilities 

Conduct one leadership and governance training for local 

authorities and CHD 

Conduct 2 English courses (for health staff , VDC, CHD 

and local authorities) 

100% The County Authority has been contributing 50% of the 

recurrent budget for each health facility since Q2 2009. 

50% The CHD participated in Medair VDC training in Kaka 

payam in Q4 2009. The CHD members were initially 

reluctant, but have become gradually more motivated to 

coordinate with VDCs/MCs during Q1 and Q2 2010, 

although there has not been an opportunity for them to 

participate in a VDC training in Wadekona payam during 

this time. 

100% The Medair Capacity Building Officer has visited each 

VDC/MC at least monthly since their training in Q3 and Q4 

2009 to offer support and supervision. 

0% This training was not carried out. The CHD director 

received health service management training from Malaria 

Consortium. The Medair capacity building team chose to 

prioritise further training and support for VDCs/MCs. 

100% Following initial difficulty in recruiting qualified teachers, 

English lessons for health facility staff and community 

leaders have been ongoing in Wadekona since Q4 2009 

and in Kaka since Q2 2010. Up to 31 health staff (30 

female; 1 male) and 48 community leaders (12 female; 36 

male) attend lessons. 

Conduct 3 community feedback workshops 100% Workshops to increase community awareness of services 

and provide opportunity for feedback were held in Q2 and 

Q4 2009 and Q1 2010. 

Result 2.2; Training and capacity building of County 

Health Department 

Provide targeted training of CHD staff on management, 

HMIS, and supportive supervision 

60% The County Medical Officer received Health Care Service 

Management training in Q4 2009. The Malaria Consortium 

HSS Project Officer has provided in-service training, 

coaching, technical and managerial support to the CHD, 

including joint supervision visits to health facilities. 

Additional planned training in supportive supervision was 

not possible due to team relocation during the election 

Medair 10.


period. 

Support to implementation of human resources, 

administration, HMIS, finance, and pharmaceutical 

management systems and tools 

Establish job descriptions and roles and responsibilities 

for CHD staff 

Coaching of CHD to develop annual workplan 

Improve communication and coordination capacity of 

CHD 

CHD assisted to set up and run quarterly County Health 

Management Committees to strengthen accountability on 

use of resources and delivery of services 

CHD supported to start regular meetings / 

communication between VDC and CHD 

Result 2.3 Training and capacity building of State 

level-MoH 

Mentoring of SMoH staff responsible for systems at state 

level to receive, interpret, use and archive health 

60% Malaria Consortium conducted a training of trainers for 

CHD members in the use of drug registers in Q4 2009. 

Malaria Consortium has provided coaching and support for 

the CHD on management of human resources and 

pharmaceutical supply management system throughout 

the project period. HMIS tools including drug and patient 

registration books were distributed to all facilities in Q4 

2009. 

100% Job descriptions for the county health department team 

were established in Q2 2009. According to the roles and 

responsibilities identified, personalised performance 

objective frameworks to evaluate and encourage 

performance of CHD members was developed in Q2 2010 

for implementation in the next project period. 

100% Malaria Consortium has supported the CHD to develop six 

month and annual plans in Q3 2009 and Q1 2010 

respectively, and has assisted the CHD to review their 

progress regularly. Malaria Consortium and Medair have 

involved the CHD in planning and implementation of 

trainings, meetings, and the ACSI campaign to build their 

capacity and confidence in coordinating county-level 

activities. 

50% The CHD and Malaria Consortium attempted to establish a 

CHMT during the project period. However, the county 

commissioner is required to appoint and convene the 

CHMT. The Manyo County Commissioner has 

unfortunately been occupied with the election campaign 

and other activities and has not yet appointed the CHMT. 

100% Malaria Consortium supported the CHD to start regular 

meetings with the VDCs/MCs in Q2 2010. 

100% Malaria Consortium has provided ongoing in-service 

training and technical support to the SMoH HMIS section 

Medair 11.


management information 

throughout the project period, and has provided formal IT 

training to staff from HMIS, pharmacy, finance and ISDR 

sections in Q3 2009. Malaria Consortium has equipped the 

SMoH with three desktop computers, one laptop computer 

and one printer. Two SMoH staff attended AMREF M&E 

training sponsored by Malaria Consortium in Q3 2009. 

Training and Capacity Building 

Training and capacity building have been integral to many project activities, as described above. Details of training activities during 

the project period are given in Annex F. 

At community level, VDC and MC members have received 173 days of formal training from Medair. They have received regular visits 

to each location for support and coaching. Over the project period, VDCs and MCs have been trained and become active in 

supporting all four health facilities. They have developed action plans to promote community participation and overseen community 

construction of waiting areas at each facility. HHP supervisors and volunteers have received 69 formal training days from Malaria 

Consortium (with additional training days from Fashoda Youth Forum which were unfortunately not documented), as well as regular 

support visits from Fashoda Youth Forum. Traditional birth attendants have received 583 formal initial and refresher training days. 

Health facility staff have received 1,304 days of formal training from Medair and Malaria Consortium, including cadre-specific 

refresher training. Regular in-service training and supervision at each health facility has provided opportunities for individualized 

training and response to seasonal morbidity patterns. 

The County Health Department have received 97 formal training days from Malaria Consortium and Medair, including peer 

workshops with CHDs from neighbouring counties. Over the project period the CHD have taken increasing leadership in coordination 

of health care at county level, managed staff deployment and disciplinary issues, contributed to training of health facility staff, and 

coordinated distribution of MoH drugs (when available) and redistribution of drugs between clinics to manage supplies effectively. 

At state level, Malaria Consortium has provided 36 formal training days for SMoH staff, including IT training and technical support 

with preparation of strategic plans. Malaria Consortium has also conducted 24 supervisory visits to the SMoH HMIS department. 

Medair 12.


Finance 

1 2 3 6 7 8 9=7+8 10=3-9 

Code Description Budget Grant 

Contract 

[GBP] 

Unit cost 

[GBP] 

Cumulative 

expenses * 

[GBP] 

Expenditure 

this reporting 

period [GBP] 

Total 

expenses 

[GBP] 

Remaining 

budget 

[GBP] 

01.04.09 to 30.06.10 

01.04.09 to 

30.04.2010 

01.05.10 to 

30.06.2010 

01.04.09 to 

30.06.2010 as at 30.06.2010 

1 Human Resources 

Subtotal Human Resources 371,814 339,155 37,347 376,502 -4,688 

2 Travel and Per Diems 

Subtotal Travel and Per Diems 47,575 55,534 3,382 58,916 -11,341 

3 Equipment and supplies 

Subtotal Equipment and supplies 92,379 73,580 14,433 88,012 4,367 

4 Project office 

Subtotal Project office 125,566 127,908 7,801 135,708 -10,142 

5 Direct service delivery costs 

Subtotal Direct service delivery costs 347,531 60,922 117,025 203,581 320,606 26,926 

6 Other 

Subtotal Other 

7. Total direct eligible costs of the Project (Items 1-6) 984,865 60,922 713,201 266,543 979,745 5,120 

8 Administrative costs 68,941 49,925 18,658 68,583 359 

9 Professional Audit Fees 5,368 5,368 10,538 10,538 -5,170 

10 Total eligible costs (Items 7+8+9) 1,059,174 763,126 295,740 1,058,866 309 

At the time of the proposal stage for BSF II-24 Medair was not aware that it would divide its 

administrative oversight between Nairobi and Juba. Nairobi was where procurement, banking, 

financial management, and the housing of management were located. When it became evident 

that Medair needed to move its project management to Juba to be closer to donors such as BSF 

the financial implications were uncertain. While procurement, banking (international transfers) 

and financial management remained in Nairobi for most of the contract period, project 

management staff moved to Juba. The additional travel, lodging, office expenditures and staff 

costs to support this project became more costly as the cost of living in Juba rose considerably 

since the 2008 proposal season. Our partner, Malaria Consortium was able to reduce its 

delivery costs which resulted in savings to offset the additional support costs that both Medair 

and Malaria Consortium incurred. Lastly, the necessity of an interim audit and for our primary 

partner Malaria Consortium to be audited with Medair, the anticipated audit fees were 

significantly under budgeted. 

Medair 13.


Finance (continued) 

Medair received funding from the Common Humanitarian Fund from the period January to 

December 2009 and from January to December 2010. The Common Humanitarian Fund did 

not separate its funding by county as did BSF and the funding period is different than BSF. 

However, the unaudited final report from 2009 is included below for the entire Upper Nile State. 

Budget 

F.Q1 2009 

Jan-March 

A.Q1 2009 

Jan-March 

F.Q2 2009 

April-June 

A.Q2 2009 

April-June 

Forecast Budget Year 2008 

F.Q3 2009 

July-Sep. 

A.Q3 2009 

July-Sep. 

F.Q4 2009 

Oct.-Dec. 

A.Q4 2009 

Oct.-Dec. F.Total A.Total 

Beneficiary Expense 

Primary Health Care Project 9,754 9,754 18,556 18,556 37,324 37,324 59,707 59,707 125,365 125,341 24 

Sub-total Beneficiary Expense 9,754 9,754 18,556 18,556 37,324 37,324 59,707 59,707 125,365 125,341 24 

Direct Cost 

Salary and Benefits 4,750 4,750 41,203 41,203 34,717 34,717 60,200 60,200 141,537 140,870 666 

Casual Labour 0 0 0 0 346 346 29 29 1,290 375 915 

Food and Living 106 106 2,120 2,120 241 241 529 529 3,574 2,995 579 

Travel Expense 1,429 1,429 6,243 6,243 1,797 1,797 0 0 8,081 9,469 -1,389 

Professional Services 0 0 0 0 0 0 0 0 5,000 0 5,000 

Security Expense 47 47 1,980 1,980 0 0 2,154 2,154 3,017 4,181 -1,164 

Equipment Expense 1,188 1,188 8,356 8,356 4,402 4,402 3,520 3,520 15,830 17,466 -1,636 

Facility Expense 3,472 3,472 2,984 2,984 201 201 37 37 6,387 6,694 -307 

General Office 71 71 119 119 56 56 46 46 619 293 327 

Communication Expense 798 798 2,083 2,083 203 203 991 991 4,427 4,075 353 

Delivery Expense (Cargo transport) 272 272 2,720 2,720 208 208 0 0 1,084 3,200 -2,116 

Financial Expense 0 0 0 0 7 7 0 0 0 7 -7 

Sub-total Direct Cost 12,132 12,132 67,808 67,808 42,179 42,179 67,506 67,506 190,846 189,625 1,220 

Support Cost 

Salary and Benefits 19,951 19,951 10,225 10,225 15,227 15,227 32,948 32,948 74,036 78,351 -4,315 

Casual Labour 816 816 923 923 247 247 0 0 1,951 1,987 -35 

Food and Living 3,696 3,696 1,192 1,192 9,491 9,491 50 50 12,088 14,429 -2,341 

Travel Expense 3,057 3,057 2,494 2,494 3,360 3,360 0 0 7,484 8,911 -1,427 

Professional Services 287 287 606 606 0 0 0 0 904 893 11 

Security Expense 1,594 1,594 822 822 452 452 0 0 2,403 2,868 -465 

Equipment Expense 6,202 6,202 2,868 2,868 10,815 10,815 0 0 19,647 19,885 -238 

Facility Expense 9,530 9,530 1,148 1,148 98 98 0 0 17,610 10,777 6,833 

General Office 759 759 608 608 689 689 0 0 1,733 2,057 -323 

Communication Expense 858 858 467 467 2,676 2,676 0 0 3,797 4,001 -204 

Delivery Expense (Cargo transport) 344 344 378 378 104 104 1,244 1,244 3,478 2,070 1,408 

Financial Expense 841 841 714 714 23 23 0 0 1,418 1,578 -160 

Sub-total Support Cost 47,936 47,936 22,445 22,445 43,182 43,182 34,243 34,243 146,546 147,806 (1,260) 

Indirect Cost 

Admin Contribution 8% 5,586 5,586 8,705 8,705 9,815 9,815 12,916 12,916 37,021 37,022 -1 

Sub-total Admin Contribution 5,586 5,586 8,705 8,705 9,815 9,815 12,916 12,916 37,021 37,022 -1 

Grand TOTAL 75,408 75,408 117,514 117,514 132,499 132,499 174,373 174,373 499,778 499,794 (16) 

Balance 

For 2010, Medair has used its funding from CHF in the first quarters to cover additional support 

cost and ineligible BSF costs. 

Medair 14.


Annex A. Logframe 

Goal Verifiable Indicators Means of Verification Assumptions 

The health status of host communities, IDPs 

and returnees in Southern Sudan is 

improved. 

Purpose Verifiable Indicators Means of Verification Assumptions 

Communities in Manyo County, Upper Nile 

obtain increased access to primary health 

care services with enhanced quality and 

sustainability. 

• Increased clinic attendance at 

all Medair supported facilities 

over 15 months 

• # of PHCUs/PHCCs rebuilt or 

having maintenance 

renovations done by Medair 

and the community 

• 20% increase over 1 year in # 

of women attending antenatal 

care 

• 50% of health facilities are 

managed in cooperation with 

functioning VDC 

• County Health Department and 

State Ministry of Health 

receiving Monthly health 

management information from 

• PHCC and PHCU 

reports 

• VDC minutes 

• HMIS reports 

• All parties (especially GoSS/ SSRRC) 

facilitate humanitarian access in 

Southern Sudan (including visas, travel 

permits, importation and other 

procedures) 

• No significant deterioration in the 

security situation (for either the local 

population or international actors) 

• Appropriate staff can be recruited and 

retained 

• Sufficient funding confirmed in a timely 

manner 

• No major climate problems (e.g. severe 

drought, abnormally heavy rains) 

• No major changes in logistical or 

economic conditions in Sudan and 

Kenya 

• Cost of major commodities not severely 

affected by global economic conditions 

and exchange rate fluctuations 

• Project areas remain accessible for the 

majority of the project period and free 

from direct conflict 

• A sufficient level of cooperation and 

communication with Ministry of Health, 

Local Authorities, community 

counterparts, health staff and other 

NGOs is maintained 

• County Health Department is officially 

confirmed by Local Authorities and 

Ministry of Health and provides 

sufficient support 

• Active participation by community 

leadership and communities willing and 

able to take increased responsibility for 

provision of their own services 

Medair 15.


PHCCs and monthly from 

PHCUs. 

Outputs Verifiable Indicators Means of Verification Assumptions 

Output 1: Health Service Delivery and 

Health Promotion 

Output 1.1 - Service delivery 

Medair supported MoH facilities deliver high 

quality PHC services in line with BPHS. 

• 75% of BPHS ‘service profile’ 

activities provided at Medairsupported 

health facilities 

• 90% of Medair-supported health 

facilities are open and 

functioning during supervision 

visits 

•


consistent use of LLINs 

Output 2: Training and Capacity Building 

Output 2.1 Community level—VDCs 

Trained VDC actively supervising and 

monitoring local health facilities and 

participating in health problems solving at 

community workshops 

• 4 health facility management 

committees/Village 

Development Committees 

trained 

• 12 of joint clinic supervision 

visits with VDC 

• Training records 

• Supervision reports 

• VDC has been appointed 

• Members of VDC are willing to be 

involved in clinic supervision and 


Output 2.2 County level—County Health 

Department 

Trained CHD actively participating and 

managing health care services at the county 

level. 

Output 2.3 State level—MoH 

State MoH strengthened and ensuring 

planning, monitoring and coordination of a 

sustainable health service delivery system. 

• All appointed CHD staff 

received specific on the 

job training on management, 

HMIS, and Support 

Supervision. This will consist of 

four separate trainings with 

only the relevant CHD staff 

• CHD staff supported to 

implement tools and systems 

required to effectively carry out 

their work. This will be achieved 

through 10 monthly support 

visits which will provide on the 

job training including joint visits 

to health facilities or State 

Ministry of Health. 

• Two of SMoH staff mentored to 

implement tools and systems to 

receive and use health and 

management information 

received from CHD 


• Oversight field trip 

reports 

• Actual reports received 

by County Health 

Department and State 

Ministry of Health 

• HMIS reports filed at 

SMoH 

• CHD appointments confirmed by MoH 

and local authority 

• Local authority provides office for CHD 

• Ministry of Health at State and Federal 

level, local authorities, and state 

governance remain committed to 

support and development of CHDs 

• SMoH and CHD are motivated to 

adhere to reporting schedules 

• Sufficient staff with clear job 

descriptions exist at SMoH to support 

HMIS reporting 

Medair 17.


• Note: Other HSS activities at 

state level will be funded under 

separate secured project 

funding 

Activities Inputs/ resources Means of verification Assumptions 

Output 1: Health Service Delivery and 

Health Promotion 

Output 1.1 - Service delivery 

• Support delivery of BPHS according to full 

package of MoH standards and service 

profiles in Medair supported facilities in 

Manyo 

• Improve structures of 2 PHCUs and 2 

PHCCs in Manyo County 

• Work with local authorities and MoH to 

redistribute health staff to ensure all clinics 

adequately staffed according to BPHS 

standards 

• Ensure regular and sufficient supply of 

appropriate drugs and medical supplies to 

supported health facilities. 

• Ensure up-to-date protocols, in line with 

MoH and international standards, are 

available and in use in all facilities. 

• Establish and maintain a health 

management information system in all 

facilities, including staff training 

• Distribute mosquito nets through both 

targeted (500 via EPI and ANC) and mass 

distribution campaigns 

• Conduct monthly supportive supervision 

visits to PHCUs and PHCCs with quarterly 

joint supervision visits with CHD member(s) 

• Support CHD and MOH to develop and 

deliver referral services from PHC facilities 

• Conduct quarterly beneficiary feedback 

session in each health facility 

• Monitor contribution to building institutional 

capacity and sustainability by using BISAC 

tool every 6 months. 

• Provide training for all health facility staff 

• Construction materials 

• Equipment and supplies 

• Staff 

• Drugs 

• Transport 

• Nutrition supplies 

• Protocols 

• Mosquito nets 

• Clean delivery kits for pregnant 

women (UNFPA Gift In Kind) 

• Condoms 

• EPI equipment (incl. cold 

chain) (some Gift In Kind) 

• EPI vaccines (Gift In Kind) 

• Incentives for health facility 

staff not receiving MoH 

salaries 

• Food for inpatients and 

nutrition programme (some 

gifts in kind) 


• Construction records 

• Staff records 

• Pharmacy records 

• Protocols/ supervision 

reports 

• Epidemiology records 

• Distribution records 


• Referral records 

• Beneficiary 

Accountability reports 

• Monitoring tool reports 

• Community acceptance of reproductive 

health services 

• Adequately trained health staff can be 

recruited 

• Health staff perform consistently even 

when not directly supervised 

• Health staff store and dispense drugs 

appropriately, without misuse 

• Health staff are willing and able to apply 

gained knowledge and adhere to 

protocols 

• Patients correctly follow prescribed 

treatment 

• Timely and adequate provision of 

supplies from partner agencies (MoH, 

WHO, UNICEF, UNFPA, WFP) 

• Acceptance of HIV/AIDS counselling by 

community and community leaders 

• Clinic staff support timely and accurate 

collection of epidemiology data 

Medair 18.


according to needs identified in training 

needs assessment conducted during 

inception period 

• Send 4 health staff on external training for 

continuing professional development e.g. 

IMA, AMREF, UNFPA 

• Training needs 

assessment and 

training records 


Output 1.2 - Community Enabled Health 

Promotion 

• Identify and train 60 HHP volunteers and 3 

HHP supervisors within local communities 

in Payams of Kaka, Wadekona and 

Maganes to deliver HHP activities as 

outlined in summary table 5 of BPHS (3 rd 

version) 

• Finalize HHP targets and workplan during 3 

month inception phase 

• Implement Basic School Health Package in 

6 schools in Manyo (2 schools per payams 

as listed above) 

• Conduct 3 behaviour change workshops on 

health topics raised by Focus Group 

Discussions for community leaders, 

traditional healers and health staff 

• Training equipment 

• Training facilities 

• Training material 

• Staff 

• Incentives 

• Condoms 

• Transport 

• Teaching records 

• Workplan 


• Workshop records 

• Volunteers carry out scheduled 

activities, even when not directly 

supervised 

• Trained volunteers are willing and able 

to apply knowledge gained 

• Schools are accessible for HHP 

teaching 

• Community leaders are willing to 

participate in workshops 

• Communities are willing and able to 

undertake appropriate behavioural 

change 

Output 2: Training and Capacity Building 

2.1 Community level--VDCs 

• Formal MoUs for each health facility signed 

with local authorities at County level, MoH 

and Payam administrators annually, 

explicitly outlining Medair versus external 

inputs 

• Training and facilitation of health facility 

management committees/Village 

Development Committees 

• Work with County Authority to agree small 

recurrent budget for each health facility 

(approx 5% of MoH salaries) 

• Assist CHD to carry out at least one VDC 

• Signed MoUs 


• Meeting minutes 

• Participation and coordination required 

from local authorities, MoH and payam 

administrators 

• Community members are willing to 

participate in VDCs 

• Manyo Local Authority is willing to 

allocate small recurrent budget 

• CHD is willing to work with VDCs 

Medair 19.


training in each payam 

• Train and mentor VDC in supervision and 

monitoring of the health facilities 

• Conduct one leadership and governance 

training for local authorities and CHD 

• Conduct 2 English courses (for health staff , 

VDC, CHD and local authorities) 

• Conduct 3 community feedback workshops 


• Supervision and training 

records 



• Meeting records 

2.2 County level—County Health 

Department 

• Provide targeted training of CHD staff on 

management, HMIS, and supportive 

supervision 

• Support to implementation of human 

resources, administration, HMIS, finance, 

and pharmaceutical management systems 

and tools 

• Establish job descriptions and roles and 

responsibilities for CHD staff. 

• Coaching of CHD to develop annual 

workplan 

• Improve communication and coordination 

capacity of CHD 

• CHD assisted to set up and run quarterly 

County Health Management Committees to 

strengthen accountability on use of 

resources and delivery of services 

• CHD supported to start regular meetings / 

communication between VDC and CHD 

• Supervision staff 

• 2 computers 

• Targeted trainings 

• Direct external support for 

systems implementation 

• Training facilities 

• Training materials & curriculum 

• Incentives and supplies for 

training 

• Transport 

• Meeting records 


• Coordination meeting 

minutes 

• County work plan 

documents 

• County Health Department staff formally 

appointed in writing by State MoH and 

local authorities at County level by Jan 

2009 

• CHD have willingness and 

time/resources to provide adequate 

supervision of health facilities by MoH 

GOSS (CHD / State) 

• County authorities allocate a CHD office 

and small recurrent budget for 

maintenance, fuel etc. 

• Headcount completed for MoH by 

consultants 

• MoH select and formally appoint health 

facility staff in writing 

• MoH put staff on payroll 

• State MoH receives budget for salaries 

and pays them regularly to staff on 

payroll 

2.3 State level--MoH 

• Mentoring of SMoH staff responsible for 

systems at state level to receive, interpret, 

use and archive health management 

information. 

• State MoH staff 

• Stationary 

• Filing cabinet 

• Computer 

• Health Management 

Information Reports 

• Recommendations 

made using HMIS 

• SMoH staff are motivated 

• SMoH staff are able to devote time to 

HMIS work 

• SMoH staff receive their salaries 

• SMoH is willing to act on 

recommendations from HMIS 

Medair 20.


Annex B: Logframe targets and achievements 

Goal 

The health status of host 

communities, IDPs and 

returnees in Southern 

Sudan is improved. 

Purpose Verifiable Indicators Achievements 

Communities in Manyo 

County, Upper Nile obtain 

increased access to 

primary health care 

services with enhanced 

quality and sustainability. 

• Increased clinic attendance at all 

Medair supported facilities over 15 

months 

• # of PHCUs/PHCCs rebuilt or 

having maintenance renovations 

done by Medair and the 

community 

• 20% increase over 1 year in # of 

women attending antenatal care 

• 50% of health facilities are 

managed in cooperation with 

functioning VDC 

• County Health Department and 

State Ministry of Health receiving 

Monthly health management 

information from PHCCs and 

monthly from PHCUs. 

• The health facility utilization rate over the project period 

was 1.05 consultations per person per year, which is 

consistent with good access to PHC services. Outpatient 

consultation figures were initially high (8,155 in Q3 2009 

and stabilized at around 6,000 in Q1 and Q2 2010). This 

variation may be partially due to the seasonal morbidity 

pattern. Access to specific services increased markedly 

(e.g. 251% increase in attendance for EPI and 375% 

increase in facility deliveries from Q3 2009 to Q2 2010). 

• Construction of new buildings was carried out by Medair 

and the County Authority at 1 PHCC and 2 PHCUs. 

Renovations were carried out by Medair at 2 PHCCs. 

• 529% increase (73 to 386) in women attending for first 

antenatal care appointment from Q3 2009 to Q2 2010. 

• 100% of health facilities are managed in cooperation with 

training and functioning VDC or management committee. 

• All supported health facilities have been submitting regular 

monthly HMIS reports (including IDSR) since Q3 2009. 

Medair 21.


Outputs Verifiable Indicators Achievements 

Output 1: Health Service 

Delivery and Health 

Promotion 

Output 1.1 - Service 

delivery 

Medair supported MoH 

facilities deliver high quality 

PHC services in line with 

BPHS. 

• 75% of BPHS ‘service profile’ 

activities provided at Medairsupported 

health facilities 

• 90% of Medair-supported health 

facilities are open and functioning 

during supervision visits 

•


Output 1.2 - Community 

Enabled Health Promotion 

Community members 

actively participate in and 

promote good health and 

hygiene practices. 

Output 2: Training and 

Capacity Building 

Output 2.1 Community 

level—VDCs 

Trained VDC actively 

supervising and monitoring 

local health facilities and 

participating in health 

problems solving at 


Output 2.2 County level— 

County Health Department 

Trained CHD actively 

participating and managing 

health care services at the 

county level. 

• 60% of targeted students can 

identify at least two ways they can 

actively promote health and 

hygiene behaviours in their home 

or community 

• Payams actively participate in at 

least 1 behavioural change 

campaign within 1 year 

• Over 85% of households receive 

health education on malaria and 

correct and consistent use of 

LLINs 

• 4 health facility management 

committees/Village Development 

Committees trained 

• 12 of joint clinic supervision visits 

with VDC 

• All appointed CHD staff 

received specific on the 

job training on management, 

HMIS, and Support Supervision. 

This will consist of four separate 

trainings with only the relevant 

• 9 of 50 students participating in training in Kaka payam 

and 4 of 40 students in Wadakona promised to construct 

local hand washing facilities in their homes. Almost 65% of 

pupils planned to use hoes while going for defecation as 

an alternative to open defecation. 

• All four payams participated in the ACSI campaign in Q2 

2010. Community clean-up campaigns were held in Kaka 

and Wadekona payams in Q4 2009. An eye health 

campaign for trachoma prevention was held in Wadekona 

payam during Q1 2010. 

• 7,716 households (121% of the 6,389 households reported 

in the 2008 census) in Manyo County received health 

promotion on topics including malaria and LLIN use during 

the ACSI campaign in Q2 2010. 

• Two VDCs were trained to support PHCUs and two 

management committees were trained to support PHCCs. 

• VDC and MC members have participated at least 24 joint 

Medair supervision visits since their training in Q3 and Q4 

2009. 

• Appointed CHD members have received formal and inservice 

training on health service management, HMIS, 

pharmaceutical supply chain management, and cold chain 

management. 

Medair 23.


Output 2.3 State level— 

MoH 

CHD staff 

• CHD staff supported to implement 

tools and systems required to 

effectively carry out their work. 

This will be achieved through 10 

monthly support visits which will 

provide on the job training 

including joint visits to health 

facilities or State Ministry of 

Health. 

• 40 support visits were made to the CHD during the project 

period and CHD members took part in several trainings 

and meetings at state level. Furniture and IT equipment 

has been provided for the CHD office. 

State MoH strengthened 

and ensuring planning, 

monitoring and coordination 

of a sustainable health 

service delivery system. 

Activities 

• Two of SMoH staff mentored to 

implement tools and systems to 

receive and use health and 

management information received 

from CHD 

• Note: Other HSS activities at 

state level will be funded under 

separate secured project funding 

• Two SMoH staff received one month of formal M&E 

training in Q3 2009. In-service training and support for the 

SMoH HMIS section has been provided throughout the 

project period through 24 supportive supervision visits. 

Four SMoH staff received IT training in Q3 2009, and the 

SMoH was provided with IT equipment. 

For progress made on activities please see project activities and achievements table in “The BSF Intervention” section in the main 

body of this report. 

Medair 24.


Annex C: Project Staff 

Budget line Position Name 

From 

(dd.mm.yy) 

To 

(dd.mm.yy) 

Medair Staff 

1.2.2.4 Project Support Manager Jim GOULD 01.07.2009 31.08.2009 

1.2.2.5 HR Manager Elisabeth KELLY 01.06.2010 30.06.2010 

1.1.2.6 Deputy Country Director - Prog Caroline BOYD 01.06.2009 30.06.2010 

1.2.1.2 Health Manager Damaris KUNZ 01.08.2009 31.12.2009 

1.2.2.5 Logistics Manager Joanne WOODWARD 01.08.2009 31.12.2009 

1.1.1.3 Warehouse Manager Rebecca SHAKESHAFT 01.10.2009 31.03.2010 

1.2.1.1 Public Health Project Manager Hannah POLLARD 01.01.2010 30.06.2010 

1.1.2.6 Medical Advisor Sonja NIEUWENHUIS 01.01.2010 30.06.2010 

1.2.2.1 Logistics Manager Jörg KUNZ 01.08.2009 31.12.2009 

1.2.2.5 Country Director John PRIMROSE 01.06.2009 31.08.2009 

1.2.1.1 Health Manager/PHCC Mgr Tabea FUHRMANN 01.09.2009 31.03.2010 

1.2.2.5 IT Manager Ben TSHIN 01.06.2009 31.07.2009 

1.2.2.4 Country Director Jeri WESTAD 01.04.2009 30.06.2010 

1.1.2.6 Monitoring & Evaluation Off. Alastair PUNCH 01.06.2009 30.06.2010 

1.2.1.2 HHP & Capacity Building Adv. Martina RIEDEL 01.06.2009 30.04.2010 

1.1.2.6 IT Officer Gerrit Jan KARDOL 01.06.2009 31.05.2010 

1.2.2.4 Finance Manager Gerardus ADEMA 01.05.2010 30.06.2010 

1.2.2.2 Project Support Manager Rebecca PALMER 01.06.2010 30.06.2010 

1.2.1.2 Health Manager Daniela WITTIG 01.08.2009 30.06.2010 

1.1.2.6 Flights Coordinator Lynus EBENYO 01.04.2009 27.04.2010 

1.1.2.4 Base Manager James IRERI 01.04.2009 25.02.2010 

1.2.1.2 Health Manager - Nurse/Midwife Eunice KAVOI 01.05.2009 31.05.2009 

1.1.2.6 Admin Officer Vincent KILONZO 01.04.2009 31.03.2010 

1.1.2.6 Hospitality Ass. - Cleaner Esther MUDEREMA 01.04.2009 31.03.2010 

1.1.2.6 Hospitality Ass. - Cleaner Diana NANZALA 01.04.2009 30.04.2010 

1.2.2.2 Health Manager - Nurse/Midwife Beatrice NDWIGAH 01.05.2009 31.05.2009 

1.1.2.4 Field Logistician Samuel OTSIULA 01.04.2009 30.04.2010 

1.1.2.1 Base Manager Patrick WAKASIAKA 01.04.2009 27.04.2010 

1.1.2.6 HRT Manager Evelyn EM MUNYAO 01.04.2009 27.04.2010 

1.2.2.1 Capacity Builder Martin MANDE 01.04.2009 24.04.2009 

1.2.2.2 Laboratory Technician George KABERIA 01.05.2009 31.05.2009 

1.1.2.4 Field Logistician Samuel Otsiula 01.04.2009 31.01.2010 

1.1.2.6 Base Manager John NGANGA 01.04.2009 31.05.2010 

1.1.2.6 Logistics Officer Carolyn MBAYA 01.04.2009 26.05.2010 

1.2.2.3 Field Logistician/Mechanic Richard SANG 01.04.2009 27.11.2009 

1.1.2.6 Logistics Manager Charles MURIITHI 01.04.2009 30.03.2010 

1.1.2.6 Warehouse assistant Peter KARURU 01.04.2009 29.03.2010 

1.2.2.5 Human Resources Officer James KEAH 01.10.2009 14.12.2009 

1.2.1.4 CB Coordinator Stephanie WACHIRA 01.04.2009 29.03.2010 

1.2.1.2 Health manager Tecla NGAIRAH 01.05.2009 27.04.2010 

1.1.2.6 Logistics Officer Edna KORIR 01.04.2009 25.06.2010 

1.1.2.6 Logistics assistant Eyenae AKWAM 01.04.2009 21.05.2010 

1.1.2.6 Field accountant Samuel MUTURI 01.04.2009 27.04.2010 

1.1.2.6 Field accountant Jean KAMINA 01.11.2009 25.02.2010 

1.1.2.1 Programme Support Officer Tony MAKAU 01.04.2009 29.03.2010 

1.1.2.5 HR Officer Tammining WAMBUA 01.04.2009 30.03.2010 

1.2.2.2 Nutrition Manager Caroline KANAIZA 01.05.2009 31.05.2009 

1.1.2.5 Finance Manager Bob KANYI 01.04.2009 28.08.2009 

1.2.2.5 HHP Advisor Andrew NGUGI 01.07.2009 24.07.2009 

1.1.2.6 Finance Assistant Michael MWENDA 01.04.2009 25.02.2010 

1.1.2.5 Admin Officer Nelly WANJIKU 01.04.2009 27.04.2010 

1.1.2.5 Finance assistant Sandra ATIENO 01.04.2009 27.04.2010 

1.1.2.5 Logistics Assistant Gayled OWALA 01.04.2009 27.04.2010 

1.1.2.5 Finance Officer Kezia WACHIRA 01.04.2010 25.06.2010 

1.1.2.4 Field Mechanic George OMBATI 01.04.2009 27.04.2010 

1.1.2.5 Project Support Manager Wilson Maina GICHINGA 01.03.2010 29.03.2010 

1.1.2.5 Warehouse/Garden Assistant Gideon NDAMBUKI 01.04.2010 26.05.2010 

Medair Staff support one or more projects at a time. The estimate of the percentage of time spent on this contract 

varies each month. The above period represents the total period in which these staff spent any time on this contract. 

Medair 25.


Annex C: Project Staff (continued) 


Staff 

1.1.3.1 HSS Project Officer Maluk Agusthino 01.07.2009 30.06.2010 

1.1.3.2 Finance Officer Piol Deng 13.05.2009 30.06.2010 

1.1.3.3 Boat Driver James Aban 01.04.2009 30.06.2010 

1.1.3.4 Driver William Otor 01.04.2009 30.06.2010 

1.2.3.1 Field Logistics Officer James Gatluak 01.04.2009 30.06.2010 

1.2.3.1 Field Logistics Officer Alfred Kamara 24.05.2009 30.06.2010 

1.2.3.2 HSS Programme Coordinator Mohammed Ibrahim 22.07.2009 31.12.2009 

1.2.3.3 Finance Manager Martin Mpakateni 01.04.2009 16.04.2010 

1.2.3.4 Southern Sudan Coordinator Stephen Moore 01.04.2009 30.06.2010 

1.2.3.5 Technical Oversight Mekonnen Jiru 01.04.2009 30.06.2010 

1.2.3.6 Management Oversight Cathy O’ Connor 01.04.2009 30.06.2010 

Medair 26.


Annex D: Final Invoice 

Basic Services Fund (BSF) of the Government of Southern Sudan and DFID 

FORM B - EXPENDITURE & BUDGET CONTROL 

Agency 

MEDAIR 

BMB Mott MacDonald Grant Reference number BSF II - 24 

Period BSF Grant 

From 

Period covered by this expenditure statement 

From 

01/04/2009 

01/05/2010 

30/06/2010 

30/06/2010 

INSTRUCTIONS - Numbers refer to the codes given in Column 1 

General 

The BSF General Conditions (see contract) apply; in particular see para 9.2 for budget revision rules; 

The budget is in Pound Sterling and it includes all project costs; do not use lump-sums; 

The description must be sufficiently detailed to be informative (transparency); 

Always identify the unit, give the number of units and unit costs; for example 5 motor bikes (make, model if possible) at GBP 1500; total GBP 7500; 

1.1/ 1.2 The Unit Rate for human resources is always the monthly salary. Do not adjust monthly salary for part-time staff; for example: a fifty percent position 

over a 18 month period is recorded for 9 month (nr of units) with the full monthly salary; use real salaries because they can be verified with staff contracts 

1.1/ 1.2 Provide always the number of positions and the percentage of input into this project; for example 4 midwives at 10%; 

2.1/ 2.2 Indicate place of departure and the destination. All travel outside Southern Sudan is considered as International travel (no distinction regional and international travel) 

2.4 Indicate the place for which the per diem rate applies (which must not exceed the UN published rate at the time of contract signature). Per diems cover 

accommodation, meals and local travel within the place of the mission and sundry expenses. 

Signature of Authorised Certified Officer 

Printed Name and Title 

Chris Jansen, Finance Officer for Southern Sudan 

Date 15th July 2010 

Verification by BSF Secretariat 

Signature of Team Leader BSF Secretariat or Representative 

Printed Name and Title 

Date 

Allard Jansen, Financial Manager 

1 2 3 4 5 6 7 8 8 8 9=7+8 10=3-9 

Code Description Budget Grant Nr. Of Unit Nr Unit Unit cost Cumulative Medair 

MC Expenditure Total Remaining 

Contract Pers. 

[GBP] expenses * Expenditure Expenditure this reporting expenses budget 

[GBP] 

[GBP] this reporting this reporting period [GBP] [GBP] 

[GBP] 

period [GBP] period [GBP] 

01.04.09 to 01.05.10 to 01.04.10 to 01.05.10 to 01.04.09 to 

as at 

01.04.09 to 30.06.10 

30.04.2010 30.06.2010 30.06.2010 30.06.2010 30.06.2010 30.06.2010 

1 Human Resources 

1.1 Salaries and other emoluments (gross amounts, local staff) 3 182,804 141,035 14,257 10,871 18,703 159,738 23,066 

1.1.1 PHC staff 83,342 47,441 11,363 4,938 52,379 30,963 

1.1.1.1 HHP - PHC focal point 7,234 1 Month 13 556 1,284 1,295 270 1,554 5,680 

1.1.1.2 CHW - PHCC 9,971 10 Month 13 77 120 88 88 208 9,763 

1.1.1.3 Core Medical staff - PHCC 8,530 6 Month 13 109 1,226 629 629 1,854 6,676 

1.1.1.4 Other Medical related - PHCC 16,709 22 Month 13 58 10,592 5,463 1,463 12,055 4,654 

1.1.1.5 Other non medical - PHCC 22,016 16 Month 13 106 13,545 2,277 877 14,422 7,594 

1.1.1.6 CHW - PHCU 10,483 12 Month 13 76 10,483 

1.1.1.7 Other Medical related - PHCU 1,880 4 Month 13 36 8,854 1,223 1,223 10,077 -8,197 

1.1.1.8 Other non medical - PHCU 6,519 12 Month 13 42 11,820 388 388 12,208 -5,689 

1.1.2 Support Staff 66,017 65,095 2,893 2,893 67,989 -1,972 

1.1.2.1 30% of Mayo support staff 11,234 1 Month 13 864 9,316 325 325 9,642 1,592 

1.1.2.2 24% of Malut support staff 13,457 1 Month 13 1,035 8,221 387 387 8,608 4,849 

1.1.2.4 13% of Malakal support staff 2,328 1 Month 13 179 3,380 3,380 -1,052 

1.1.2.5 13% of Nairobi support staff 25,044 1 Month 13 1,926 23,342 2,181 2,181 25,523 -479 

1.1.2.6 11% of Juba support staff 13,954 1 Month 13 1,073 20,835 20,835 -6,881 

1.1.3 Malaria Consortium Staff 33,445 28,499 10,871 10,871 39,371 -5,926 

1.1.3.1 Health Systems Strengthening Project Officer (1, 93%) 15,811 1 Month 12 1,318 7,315 9,808 9,808 17,123 -1,312 

1.1.3.2 Finance Officer (1, 43%) 5,929 1 Month 7 847 11,412 11,412 -5,483 

1.1.3.3 Boat Driver (1, 60%) 2,508 1 Month 9 279 4,172 4,172 -1,664 

1.1.3.4 Driver (1, 100%) 3,623 1 Month 13 279 1,663 1,663 1,960 

1.1.3.5 Fringe Benefits (National Staff) 5,574 % 20.0% 27,870 3,937 1,063 1,063 5,000 574 

1.2 Salaries and other emoluments (gross amounts, expat staff) 189,010 198,120 7,150 4,069 12,219 210,339 -21,329 

1.2.1 PHC staff 30,647 31,806 2,543 2,543 34,349 -3,702 

1.2.1.1 Doctor 8,808 1 Month 13 975 8,878 1,795 1,795 10,673 -1,865 

1.2.1.2 Nurses 18,743 2 Month 13 1,681 19,765 748 748 20,513 -1,770 

1.2.1.3 Laboratory Technician 65 1 Month 13 1,939 133 133 -68 

1.2.1.4 Capacity Building Officer 3,031 1 Month 13 1,929 3,031 3,031 0 

1.2.2 Support Staff 99,769 111,342 4,608 5,608 116,949 -17,180 

1.2.2.1 30% of Mayo support staff 33,732 1 Month 13 2,595 44,290 44,290 -10,558 

1.2.2.2 24% of Malut support staff 18,182 1 Month 13 1,399 3,095 171 171 3,266 14,916 

1.2.2.3 13% of Malakal support staff 9,991 1 Month 13 769 10,176 10,176 -185 

1.2.2.4 13% of Nairobi support staff 5,275 1 Month 13 406 6,360 648 1,648 8,008 -2,733 

1.2.2.5 11% of Juba support staff 32,589 1 Month 13 2,507 47,421 3,789 3,789 51,210 -18,621 

1.2.3 Malaria Consortium Staff 58,594 54,972 4,069 4,069 59,041 -447 

1.2.3.1 Field Logistics Officer (1, 87%) 19,459 1 Month 12 1,622 16,521 16,521 2,938 

1.2.3.2 Health Systems Strengthening Programme Coordinatorr (1, 17%) 4,688 1 Month 3 1,563 2,794 2,794 1,894 

1.2.3.3 Finance Manager (1, 23%) 6,740 1 Month 4 1,685 5,399 5,399 1,341 

1.2.3.4 Southern Sudan Coordinator (1, 17%) 6,334 1 Month 3 2,111 5,079 5,079 1,255 

1.2.3.5 Techinical Oversight (1, 6%) 2,939 1 Month 1 2,939 2,357 4,352 4,352 6,709 -3,770 

1.2.3.6 Management Oversight (1, 6%) 3,243 1 Month 1 3,243 2,600 2,600 643 

1.2.3.7 Fringe Benefits (Expat Staff) 15,191 % 35.0% 43,403 20,221 -283 -283 19,938 -4,747 

Subtotal Human Resources 371,814 339,155 21,407 14,940 30,922 370,078 1,736 

Medair 27.


Annex D: Final Invoice (continued) 

2 Travel and Per Diems 

2.1 International travel: 12,508 14,814 1,125 1,920 16,734 -4,226 

2.1.1 From Europe to Nairobi 4,947 Upto 4,947 8,267 8,267 -3,320 

2.1.2 From - To: Juba to Entebbe 1,865 Trips 12 155 377 340 340 717 1,148 

2.1.3 From - To: Entebbe to Juba 1,865 Trips 12 155 349 577 577 926 939 

2.1.4 From - To: Juba to Nairobi 1,064 Trips 6 177 1,163 208 208 1,370 -306 

2.1.5 From - To: Nairobi to Juba 1,064 Trips 6 177 3,466 3,466 -2,402 

2.1.6 Visas and Registration 1,703 Trips 18 95 1,192 795 1,987 -284 

2.3 National Travel 24,467 33,156 706 706 33,862 -9,395 

2.3.1 Transport by air Kenya Sudan & within Sudan 17,886 Upto 31,100 31,100 -13,214 

2.3.2 Transport by road 1,109 Upto 1,214 706 706 1,920 -811 

2.3.3 From - To: Juba to Malakal 2,736 Trips 20 137 336 336 2,400 

2.3.4 From - To: Malakal to Juba 2,736 Trips 20 137 506 506 2,230 

2.4 Per diems and accomodation out of duty station 10,600 7,564 756 756 8,320 2,280 

2.4.1 Upper Nile 3,600 Days 120 30 5,619 756 756 6,375 -2,775 

2.4.2 Juba 4,000 Days 40 100 1,088 1,088 2,912 

2.4.3 International 3,000 Days 30 100 857 857 2,143 

Subtotal Travel and Per Diems 47,575 55,534 2,587 3,382 58,916 -11,341 

3 Equipment and supplies 

3.1 Vehicles 53,052 Month 13 4,081 40,191 7,425 7,425 47,616 5,436 

3.2 Computer equipment 9,381 Month 13 643 9,976 279 279 10,256 -875 

3.3 Furniture & Fittings 6,346 Month 13 488 11,538 1,834 160 1,994 13,532 -7,186 

3.4 Communication equipment 11,939 Month 13 918 5,131 430 2,453 2,883 8,014 3,925 

3.5 Power equipment 9,294 Month 13 715 5,788 162 1,116 1,277 7,065 2,229 

3.6 Other equipment 2,367 Month 13 182 956 574 574 1,530 837 

Subtotal Equipment and supplies 92,379 73,580 10,703 3,729 14,433 88,012 4,367 

4 Project office 

4.1 Base security 16,248 Month 13 1,250 15,276 1,040 1,040 16,317 -69 

4.2 Base maintenance 10,339 Month 13 795 16,589 86 152 238 16,827 -6,488 

4.3 Base running costs 50,327 Month 13 3,871 55,599 1,360 2,429 3,789 59,387 -9,060 

4.4 Field Office running costs 33,731 Month 13 2,210 27,894 1,407 1,407 29,302 4,429 

4.5 Bank charges 5,698 Month 13 438 5,779 5,779 -81 

4.6 Communications Operating Costs 9,223 Month 15 615 6,770 1,326 1,326 8,096 1,127 

Subtotal Project office 125,566 127,908 3,894 3,906 7,801 135,708 -10,142 

5 Direct service delivery costs 

5.1 Education 

5.2 Health 278,023 20,035 41,345 80,705 159,845 35,339 195,185 275,890 2,134 

5.2.1 Medical supplies 65,519 Quarters 5 8,784 15,163 58,837 58,837 74,000 -8,481 

5.2.2 Medical equipment 13,693 Quarters 5 2,399 3,422 13,411 860 14,271 17,692 -3,999 

5.2.3 Transportation costs 60,946 Quarters 5 12,189 15,825 22,102 34,480 56,582 72,408 -11,462 

5.2.4 Construction costs 96,905 Quarters 5 11,081 39,905 54,071 54,071 93,976 2,929 

5.2.5 Casual labour 15,622 Quarters 5 1,824 6,390 11,424 11,424 17,814 -2,192 

5.2.6 Purchase of Long Lasting Insecticide Treated Netters (LLINs) Delivered to Manyo Net 20,000 donated 

5.2.7 Behaviour Change Communication for LLIN distribution 3,041 Training 5 608 3,041 

5.2.8 Local Distribution and Pre-Registration Costs 22,297 Sites 5 4,459 22,297 

5.4 Capacity Building 69,508 11 19,578 36,320 5,065 3,332 8,396 44,716 24,792 

5.4.1 Training of community organisations and local authorities 51,264 Quarters 5 10,253 24,291 5,065 1,440 6,505 30,796 20,468 

5.4.2 Support to Systems Implementation (HR, Admin, HMIS, Finance, Pharmaceuiticals) 11,149 Quarters 5 2,230 8,272 297 297 8,569 2,580 

5.4.3 Strengthening Communications 7,095 Sites 1 7,095 3,757 1,595 1,595 5,351 1,744 

Subtotal Direct service delivery costs 347,531 20,046 60,922 117,025 164,910 38,671 203,581 320,606 26,926 

6 Other 

6.1 -------------------------------- 

Subtotal Other 

7. Total direct eligible costs of the Project (Items 1-6) 984,865 20,046 60,922 713,201 200,915 63,834 260,119 973,320 11,545 

8 Administrative costs 68,941 49,925 14,136 4,488 18,208 68,133 809 

9 Professional Audit Fees 5,368 Audit 1 5,368 10,538 10,538 10,538 -5,170 

10 Total eligible costs (Items 7+8+9) 1,059,174 763,126 225,588 68,322 288,865 1,051,991 7,184 

Medair 28.


Annex E: Primary Health Information 

Primary Health Information updated as of June 2010. Changes are highlighted on the soft copy of the database. 

Medair 29.


Annex F: Training Tables 

Further details on the content of trainings are given on the soft copy of the database. 

Medair 30.

MEDAIR Completion Report - Basic Services Fund SOUTH SUDAN

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