EVD Risk Allowance System Risk Allowance Payment Program for Ebola Response Workers Sierra Leone Hazard Payments Team 18 May 2015
EVD Risk Allowance System Risk Allowance Payment Program for Ebola Response Workers
Sierra Leone Hazard Payments Team18 May 2015
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Key Stakeholders
• The payment process was originally managed by Ministry of
Health and Sanitation but since November 1, 2014 was
transferred to the National Ebola Response Center (NERC)
• UNDP is providing Technical and Financial Support to NERC to
develop and maintain the payment system
• Governance (from January 2015): Steering Committee was
formed consisting of NERC, UNDP, UNMEER, WB, AfDB and DFID
• Fiduciary Agent - BDO
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Information Management System
Open source system:
• iDT Labs, a local software development company, was hired to
develop the system
• The system would be used to electronically update the list
• The system (nercpay.sl) is hosted on Amazon EC2cloud
• November to March: Only NERC paid ERWs (23,000 ERWs)
• March: NERC plus other paying agencies (over 31,000 ERWs)
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Information Management System
• System is capable of running duplication check (algorithms)
• A biometric re-verification was completed (Feb 2015). ERWs have
photos in the system.
• Contracts/ERW ID can be issued from the system; facial
recognition tests (for duplication) can be run in the system.
• Extend the use of the system to other paying partners for
effective coordination (e.g. list updating, detection of double
dippers).
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Strengthening existing payment mechanisms
The GENESIS
• September 2014: Hazard pay was introduced through the Ministry
of Health and Sanitation (MoHS)
• October 2014: Weekly payments could not be delivered on time
by MoHS; Ministry of Finance verified MoHS list.
• November 2014: Payments transferred to NERC with support
from Ministry of Finance and UNDP
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Method of Payments by NERC till date:
• November 2014: Direct CASH payment (bi-weekly)
• December: Mobile Money through MNOs and Splash Cash was
introduced (bi-weekly)
• January 2015: Mobile Money and Splash Cash (shift to monthly)
• February and March: Combination of banks and MNOs/Splash
(monthly)
• April: All government staff to be paid through banks (monthly)
• May: All payments to be made through banks (monthly)
Strengthening existing payment mechanisms
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Strengthening existing payment mechanisms
Key areas of focus:
1. Efficiency
• Shift from Direct Cash to majority E-Payment for timely delivery
• List management from MS Excel to automated payroll database
(nercpay.sl)
• Complaints resolution (Help Desk, Hotlines, Complaints
resolution processing)
2. Cost effectiveness
• Shift from Direct Cash (7% expense ratio) to MNOs (5% fee)
• Shift from MNOs 5% to combination of banks and MNOs (less
than 5%)
• Shift from MNOs and Banks to only banks (free of charges)
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Strengthening existing payment mechanisms
Key areas of focus:
3. Transparency
• Reporting
• Grievance mechanism
• Field monitoring
4. Accountability
• ERW verification to ensure genuine workers are paid (biometrics)
• List attestation by heads of medical facilities and district medical
officers
• Financial reconciliations (to be led by Fiduciary Agent)
• Duplication and investigation/reporting of fraud
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Payments made to ERWs to date
Months ERW Count Amount Paid
November Cycle 1 14,239 $ 1.3 Millions cycle 2 15,655 $ 1.8 Millions
December Cycle 3 17,106 $ 1.5 Millions Cycle 4 19,581 $ 1.9 Millions
January Cycle 5 20,310 $ 4.2 Millions
February Cycle 6 23,040 $ 4.1 MillionsMarch Cycle 7 21,922 $ 3.9 Millions April Cycle 8 2,897 $ 0.7 MillionsTotal $ 19.3 Millions
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CHALLENGES
Information Related
• List/category of facilities
• List of approved and verified beneficiaries
• Categories of workers based on levels of risks
• Lack of verified start-dates to address backlogs on an ongoing basis
Infrastructure related
• Technology
• Internet connectivity at centers
• Provision of list updation and verification by relevant authorities
• Physical
• Last mile connectivity for payment agents
• Movement of ERW between health and payment centers
• Security while moving cash to remote locations
Policy and Legal related
• Events rapidly overrun policy relevance
• Streamlining operational policies (simplicity and clarity)
• Regular salary and hazard pay paid through different agencies causing confusion
• Compliance to government audit requirements in an emergency
• No control over staff deployments
• Different response structures in districts.
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Decentralization of List Management and Help Desk
• Deployment of district staff for hazard payments to assist District
Medical Officers (DMOs) and District Ebola Response
Coordinators (DERCs) in updating list.
• Other Implementing Partners (e.g. MSF) to be given access to the
database for real time list updating.
• District Help Desks to be activated
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Financial Education
1. Financial education leaflet to be distributed to ERWs
2. Radio communication
3. SMS
Key messages:
• Changes in hazard pay policies and implications to ERWs
• Security of mobile wallets
• Planning – savings and expenses
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After completion of Ebola management, the system can be
transferred to GoSL for Ebola recovery cash-transfer
The system is ideal for future government use as a G2P payment system as:
• The ERP system captures a wealth of information including:
• Identity Number: National ID Card or drivers license or employer ID
• Phone number
• Bank account details
• The system is also interfaced with MNOs, Splash Money and Commercial Banks and
equipped for direct cash transfers, enabling money transfer through key payment channels
• The ERP system is cloud based least expensive and fastest to implement.
• The system is also enabled for SMS based, ODK operations making it easier to operate in
remote regions.
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LESSONS LEARNED
• Policy needs to be simple and clear; allows streamlined
protocols but risks are mitigated and accountability is strong.
• Technology Infrastructure such as fast internet connectivity
should be available at the earliest time possible during
emergencies
• Communication to beneficiaries should be proactive and timely
• Coordination of Donors through a Steering Committee is
effective
• Recipient identification should be addressed at the early stage of
the response (e.g. issuance of IDs)
• Legal accountability of facility heads on list of workers should be
strictly enforced at the outset