Final Accomplishments Report for LOGOS Project

The manager was responsible for establishing project operations, systems, and resources, and supporting staff training. They served as the primary point of contact for day-to-day start-up activities and oversaw operational and administrative tasks. The manager coordinated with the Home Office Manager to establish and customize field operations, including DAI's Technical and Administrative Management Information System (TAMIS). They managed the start-up tasks matrix and delegated tasks to the start-up team. The manager worked to establish strong compliance procedures, particularly in finance and human resources, and ensured a proper handover to the Director of Administration & Finance. The manager led communication with local counsel to confirm and manage project requirements and update local knowledge on local laws. They established project bank accounts and accounting management practices, including petty cash, and were directly involved in the accounting staff recruitment process. The manager reviewed CVs, conducted interviews, and testing to select suitable candidates. The project's start-up priorities were divided among the field and home office teams, with the manager ensuring that the LOGOS project was established on TAMIS, SharePoint, and SharePoint. They prepared the project pipeline and participated in DAI Quality Assurance reviews to discuss progress to date. The manager assisted with contract deliverables, including the Branding and Marking Plan, Work Plan, MEL Plan, Gender Analysis and Action Plan, and reviewed and edited these deliverables. The recruitment process involved recruiting and interviewing candidates for various positions, including accountants, finance assistants, HR and Operations Officers, Grants Officers, Procurement Officers, and Security Specialists. The manager provided feedback on candidates and reached out to finalists to collect paperwork and check references. They also worked with DAI Operations Specialists to open local bank accounts in Mozambique. Meetings were held with subcontractors to discuss contract requirements, budget, contract deliverables, and next steps. The manager prepared Letters of Agreement (LOAs) and finalized subcontracts in coordination with the DAI contracts team and subcontractors. They also reached out to legal counsel on questions related to local laws and local insurance policies and worked with the DAI contracts team to review contractual adherence to local policy. The project is on-track for start-up overall and has met internal DAI start-up goals. Deliverables have been submitted on time, although some revisions have been required. The Workplan would benefit from additional consultations with the Ministries of Health and Education. The team has a few remaining positions to recruit, but the onboarding process is expected to be slow due to USAID's need for approval for all staff members. Delays in the USAID approval process have made it difficult for the team to move forward with subcontracts and have necessitated that LOGOS STTA perform at-risk due to delays in STTA approvals.