Logframework

Sources and means of

Intervention Logic Objective verifiable Indicators of Achievement verification Assumptions
Overall Objectives
 To maintain high standards of  Position & attractiveness of the Ethiopian
services in terms of providing Financial Sector improved: increased skills and knowledge
training, professional education, of professional employees; lesser shift of staff from public
consultancy and research for the to private FIs; growing international activity
Ethiopian financial services
 Improvement in the overall human
industry.
resources of FIs and better ratings thanks to improved
 To raise the level compliance with international financial regulations
and widen the variety of the
training and professional
educational programs in banking,
insurance, microfinance and
management fields within the
Ethiopian Financial Sector.
 To build up,
strengthen cooperation and
collaboration with regional and
international financial training &
educational institutions.
 To raise the
competency of the human and
material resources of the Institute
to cope with the related local and
international requirements and
developments.
Intervention Logic
Specific Short-term Objectives
 Adopt an appropriate
organizational structure with flows
of activities with recommendations
on ownership structure.
Objective verifiable Indicators of Achievement Sources and means of Assumptions
verification
 Strategic Plan drafted and finalized by end of April 2010.
 Strategic Plan reviewed, commented and approved by BOT
by end of May 2010.

 Hire qualified full-time

trainers/officers and the needed
professional staff who would be
able to deliver at least number of
training courses in addition to the
daily activities as per specified in
their job descriptions.
 Secure appropriate premises
(venue) which are well-equipped.
 To cover the immediate needs of
training in the areas derived from
the TNA.
 Development of a modular training
program for newly-recruited staff
in banking and insurance.
 Determination of different modes
of training delivery including
possibility of drawing up an
educational program to be
launched in the intermediate to
long-term.
 To build-up relations with
stakeholders to create more
awareness and recognition of the
Institute.
 At least have one partnership
agreement with a reputable
international banking & finance
training institutes.
 To build up a database of local
and international experts/trainers.
Intervention Logic
Expected Results
I. Strategy of EIFS in place
 Strengthen strategic
management
 Better organization and
procedures in place
 Promote HIBA’s Image and
establish better communication
with stakeholders & clients
 Monitor the progress of securing
appropriate premises and
infrastructure
 Structural enhancement of EIFS
II. Core Trainers and staff in
place
Objective verifiable Indicators of Achievement Sources and means of Assumptions
verification
 Strategic Plan Approved
 Proposed organizational structure approved by end of May
2010.
 Proposed ownership structure approved, if necessary by
end of May 2010.
 Workflow process based on proposed approved structure
established.
 Marketing Unit established by end of June 2010.
 Brochure of EIFS completed by end of July 2010.
 Website of EIFS launched by end of October 2010.
 Internal procedures drafted and approved by end of June
2010.
 Appropriate Premises secured by end of December 2010.
 EIFS’ services’ promotion plan developed
and regularly running through marketing Unit by end of
2010.
 Based upon approved alternate
organizational structure, identify, select and appoint
permanent & part-time trainers.
 Trainer’s selection procedures established
by end of May 2010.
 Job descriptions and competencies
revised and adopted by end of May 2010.
 At least three qualified fulltime
trainers/officers recruited by end of June 2010.
 Based upon approved alternate
organizational structure, at least. # ---- additional support
staff hired by end of August 2010.
 Develop expert database of high level Ethiopian

Intervention Logic
Expected Results
III. Short-term Training
programs in place and
regularly running
 Improved
technical & managerial capacity of
professional staff in the financial
sector to meet present and future
service demands
 Senior & middle
management levels’ staff acquired
higher managerial skills
Professional trainers and consultants by the year 2010.
 Appropriate training for the EIFS staff to be regularly
carried out.
Objective verifiable Indicators of Achievement Sources and means of Assumptions
verification
 Establish the appropriate methodology for
carrying out TNA.
 Curricula for short-term training courses
available by end of June 2010.
 Existing training course materials updated
by end of July 2010.
 Course materials for new training courses
finalized by end of June 2010.
 The training plan (schedule) finalized by
end of August 2010.
 At least #--- of junior-level staff and passed through short-
term training in banking & insurance in 2010/2011 calendar
period.
 At least #--- microfinance professionals passed through
short-term training courses in 2010/2011 calendar period.
 At least #--- middle level and senior level staff have
participated in management development short-term
training courses in 2010/2011 calendar period.
 The number of trainees participating in the
short-term training increase by ---% in 2010/2011
compared to previous year.
 At least 80 % of the trainees confirmed
they put into practice the newly acquired knowledge and
has improved the quality of their daily work.
 At least #--- short-term training courses to
be delivered in Banking, Insurance and Management Skill
Development, respectively, outside Addis Ababa (for staff
working in branches in other main cities) by end of
 2010/2011 calendar period.
 Preliminary work carried out on the launch
of the Train of Trainer (ToT) for the decision on which
specific subject areas ToT should be carried out by end of
October 2010.
 Preliminary work carried out on the
curriculum development for a banking, insurance and
newly-recruited certification programs by end of October
2010.
 Preliminary work carried out on the
selection of the type of institutions and cooperation
regarding certification and professional educational
programs by end of October 2010.
IV. Appropriate support
 Qualified and adequate support staff in place.
services provided
 Coordination system between training and support
established
 Set up IT Infrastructure and MIS by end of 2010.
 Support trainees s
 An appropriate monitoring and evaluation of training,
including impact assessment in place and carried out
regularly.
 Customer satisfaction improvement
Specific Long-term Objectives
 To pioneer research, education
and knowledge in the financial
sector
 To assist and help personnel in
financial institutions realize their
career aspirations
 To assist and help the financial
institutions in Ethiopia to improve
and diversify their services and
markets.
 To enhance the quality of the
decision making process in the
 Ethiopian financial institutions in
all areas and at all managerial
levels.
 To confer, consult, communicate
or co-operate with any other
professional or educational
institution, society or association
with a view to the pursuit of
common objects in banking,
finance and insurance, as well as
related subjects.
 To affiliate, as the Board deems
fit, with any organization whether
in Ethiopia or elsewhere whose
interests and/or objects are
similar, related or complementary
to those of the Institute.

Expected Results
I. Train of Trainers on
Specific subject areas
launched
II. Professional
Educational/Certification
Programs in place and
regularly running
 Higher staff
motivation through recognized
diplomas
 Official recognition of diplomas in
Ethiopia
III. International recognition
 At least 10 trainers trained according to
the specified subject areas by end of 2011.
 80 % of the trainers adopted new training
methods and developed new courses
 Part-time Professional educational
program launched in banking and Insurance, respectively,
by 2011.
 A certification program for newly-recruited
staff in banking and insurance, respectively, launched in
2011.
 Development of “in-house” on site fee
based tailor-made programs to financial institutions,
starting in 2012, as and when requested.
 Assessment carried out on the possibility
of developing master degree program in 2010, possibly in
collaboration with a foreign higher educational/training
institute.
 At least one twining agreement signed
 and agreements with
international institutions
reached
IV. The Research &
Consultancy Unit
Established
 increase the
awareness and necessity of
Human Resource Development at
all levels of management in
financial institutions
 The use of
financial services promoted
 Service quality
enhanced
 Department
heads & Top management
confirm receiving more effective
HRM support
 Enhanced &
more professional HR
management
with a reputable foreign training institute by beginning of
2011.
 At least two partnership agreements
established with one foreign professional (chartered)
certification body in banking and insurance, respectively,
by end of 2011.
 At least two certification programs
developed and launched in collaboration with foreign
professional institutions by end of 2011.
 Based upon the initial assessment made
in 2010, if applicable, launch a higher professional
educational program in collaboration with a foreign higher
educational/training institute in 2012.
 Assessment of the resources, in terms of manpower,
finances, equipment & facilities carried out by mid 2012.
 Based upon the assessment, facilities in place and qualified
staff hired by end of 2012.
 The research and Consultancy Unit operational by
beginning of 2013.
 Conduct research and development in areas of future
banking/insurance/microfinance processes such as e-
banking/e-commerce, marketing, product development, IT,
business and management by mid 2013.
 Carry out consultancy services for the financial sector by
beginning of 2014.