The Governmental Entities in Egypt

Transcription

1 Arab Republic of Egypt Ministry of State for Administrative Development Institutional Development In The Governmental Entities in Egypt Presented by:

2 Table of content MSAD overview...3 Strategy...3 Policies...4 MSAD s Programs...5 Organizational Development program...6 Vision...6 Mission...6 Objectives...7 ODP Projects' Organizational Structure Review Implementation of HR departments Capacity Building Balanced score cards The civil service law

3 MSAD overview The Ministry of State for Administrative Development (MSAD) was established in 1976 to take suitable measures to enhance the efficiency of the governmental administrative machinery and achieve an efficient modernization of the public services. The ministry aims at creating efficient administrative machinery able of delivering high quality governmental services quickly, accurately and efficiently. It should also be capable of delivering these services to citizens wherever they are at their convenience. Such administration body must be flexible & versatile; its agencies do not oppress or patronize citizens but give them the chance to actively participate with the administration. The ministry looks forward to the establishment of a good governmental environment to monitor and control governmental resources/expenditures efficiently, interacts continuously with the society, and be capable of providing high quality services to everyone Government Now delivers Thus, MSAD has established a complete framework to modernize the Egyptian Government and improve its functionality. MSAD is working on achieving Egypt s ambitious plan and implementing the Government Modernization Program. Strategy By adopting the most modern managerial concepts within different governmental agencies, MSAD aims to modernize the state's administration, to upgrade of the human capital and to implement the most suitable business model within each entity. MSAD is also utilizing the latest expertise of the communication and information technology, MSAD aims to enhance the state's administrative machinery, to provide better services, make the best use of the country resources, and to smoothly integrate in the global community. 3

4 Policies The Ministry of State for Administrative Development (MSAD) has been mandated to develop the Government body to be more flexible, competent, efficient and effective. Toward this goal MSAD adopted a specific policy based on the following pillars: Fostering a new generation of government leaders. Adopting intensive human resource development programs Improving incentive and salary schemes Developing the State Administrative Machinery organizational structure including drafting new legislations and bylaws. Emphasizing public private partnerships Accepting new business/financial models, such as outsourcing and self financing schemes. Decentralizing service delivery by providing multiple delivery channels and service provision centers. Activating and encouraging data and information exchange among government bodies. Setting legal and regulatory frameworks to accredit electronic authentication and payment Assuring quality and standardization of transactions. 4

5 MSAD s Programs In order to achieve its mandates, the Ministry of State for Administrative Development has been working on a number of programs. These programs aim at upgrading the efficiency of different governmental entities as well as the performance of the governmental employees in order to deliver better services to the citizens, producers and investors. These programs are: 1. Basic Infrastructure 2. New Channels for Service Delivery 3. Enterprise Resource Planning & Back Office Automation 4. Linking & Integrating National Databases 5. Organizational Development Moreover, many "Projects of Law" have been drafted in order to organize and upgrade the performance of the administration in the different governmental entities. In parallel, several reviews have been published and distributed to governmental bodies in order to organize the flow of work and regulations within these entities. 5

6 Organizational Development program Assessing, developing and redefining the roles, missions and tasks of different entities and levels of administration. As well as the re-definition of the adequate role of the different government entities is the main goal of the Organizational development program. The former functions are parts of the (ODP), which is a pillar of MSAD's program. The program focuses on the development, upgrade and reform of the different governmental entities in terms of mission, vision and structure. The OPD is the main tool of MSAD to act in cooperation with different governmental entities in order to make the best use of their human and physical capitals in order to achieve their goal in the most efficient manner. Vision Restructuring the State's administrative body and introducing new managerial policies, salary and incentives schemes, legislation and bylaws within different government entities, to enable the work environment and enhance the career development. Mission The Organizational Development Projects' main mission is to align the governmental institutions to the National Strategies and directions to radically improve the institutional performance and creating an effective and efficient government device adopting the following mechanisms: Focusing on the core functions of the government Selecting the appropriate business model according to the each entities' functions Enhancing the collaboration between the government bodies Help the organization to set well defined targets 6

7 Enhance the career development Moving from hierarchical to teams and project structures Promote Decentralization for Development Promotion of accountability, and transparency This is done through setting and executing an integral program established on clear execution plans, which lead to positive change that would in turn lead to an increase in the efficiency of the administrative authority of the state within and between government units. Objectives Reconsider existing organizations in terms of: - Organizational structures - Roles and responsibilities - Human resources - Laws and regulations Assess different organizations so that their outputs be measurable Attraction of highly skilled employees in government Hiring through a competitive mechanism Evaluation based on performance Public private partnership / Enhancing civil society role New training concepts for managerial levels Off shore training for outstanding employees in reputable institutions (Kennedy School for Government, IESE, Ahmed Abad Institute, ) Advanced training for Middle management Change management, negotiation skills, project management, Introducing change agents in governmental organizations 7

8 ODP Projects' The ODP consists mainly of the following projects: 1. Organizational structure review 2. Implementation of HR departments 3. Introducing new managerial position in the hierarchy 4. Capacity building 5. Introducing Balanced Score Cards (BSC) as a measuring performance tool 6. The new Civil Service Law 1. Organizational Structure Review In order to improve the effectiveness and efficiency of different governmental agencies, a review of their vision, mission and role was necessary. As some of those entities, their roles have expired, or the reason of their existence is no longer valid. Thus, the OD program dedicated a project for the review of the different entities, in terms of not only mission and vision but the review procedure is wider to integrate other aspects and success factors. The organization structure, roles and responsibilities of each department, communication between internal departments and with external entities and finally how to define of their goals and make it measurable are all part of the organizational structure review project. Thus, we can summarize the objectives of the organizational structure review as follows: Assess, develop and redefine the roles, missions and tasks of the different entities at the different levels of administration. Establish the appropriate role for the government in the particular sector which would include the identification of: - Redundant functions - Duplication between and within institutions at various levels 8

9 - Missing functions - Functions that could be rationalized. Identify inconsistencies and omissions in the legal framework that constrain units from performing their functions. Propose areas for enhancing horizontal co-ordination between units and entities with complementary or dependent functions. 2. Implementation of HR departments Objective The ODP undertakes the mission of implementing the HR department within different governmental entities instead of the existing personnel department. This transformation is not just a change of names but includes a redefinition of new structures, functions, responsibilities and training for existing and new staff. The aim of the HR departments is to increase the return on investment of the organization s human capital. The HR department should be able to Develop a competitive workforce in an environment of industrial harmony and social justice. The main activities of this project are Implementing Human Resources departments in governmental entities Introducing Balanced Score Cards (BSC) as a measuring performance tool Moving from hierarchical to teams and project like structures. 3. Introducing new managerial position in the hierarchy Chief Information Officer Head of the information technology group within the organization Function/Role of CIO The CIO makes sure strategic objectives and organization s information technology investments are aligned 9

10 The CIO s role is more business-oriented, less hands-on (he/she is NOT the lead engineer or programmer) The CIO is a business executive in charge of mapping IT initiatives to the goals of the organization New positions Chief Technical Officer Executive position in charge of scientific and technical issues within an organization Responsibilities of CTO Participate in corporate discussions with a uniquely technical competence Help in the analysis and valuation of products, facilities, and skilled staff Communicate the vision of the company to its own technical staff Manage operations that involve significant technologies to the organization Foster young new leadership to replace current CTO and other senior positions Be a significant part of innovative products Monitoring and assessing new technologies New positions CIO vs. CTO The CIO s responsibilities are more internally focused, while the CTO is externally focused CIO oversees application of technology to internal operations (e.g. computer systems for accounting, billing, security, etc.) 10

11 CFO Responsible for managing the financial situation of the organization MISSION: to enhance the fiscal and financial stability, accountability, and integrity of the governmental organization Responsibilities of CFO: Oversight and direct supervision of the financial and budgetary functions Operating and maintaining a coordinated financial management system to budget, collect, control, and properly account for annual operating and capital funds; Preparing the organization s annual budget and monitoring budget performance during the fiscal year; Borrowing on behalf of the organization and investing the organization s funds; Developing, implementing and monitoring the organization s accounting policies and systems and producing a comprehensive annual financial report for the organization; and Forecasting revenue for the organization, developing fiscal impact statements for proposed legislation/reforms, performing expenditure analysis, and providing advice on economic development matters 4. Capacity Building One of the main tools to develop the administration is the capacity building of the human capital of the organization. Thus MSAD dedicated a subproject of the ODP to undertake the training mission of the governmental employees all over Egypt. The main activities of this project are: Training courses for top and middle management as well as employees. New training concepts for managerial levels 11

12 - Change management, negotiation skills, project management, - Off shore training for outstanding employees in reputable institutions (Kennedy School of Government, IESE, Ahmed Abad Institute, ) Recently a re-consideration of the current capacity of EBADI, a training unit affiliated to MSAD, led to the decision to extend its range of activities and rebrand the organization as the National Management Institute. As NMI the organization will considerably strengthen governmental training at all levels and introduces state of the art technology management consultation and organizational redesign services, both nationally and for the region. Thus, NMI is building upon a base of expertise in providing training programs, implementing awareness seminars and conferences, and conducting Research & Development, as well as providing consultations and technical services in the areas of E-government, E-business and Organizational Development. The main two objectives of NMI are: 1. Provide Technical and Managerial Training 2. Provide consultancy services Provide Technical and Managerial Training The training division s main mandate will be to build awareness, motivation and capacity within the government. This will encompass the use of new technologies and new managerial styles. Mid-level training for e-government management will feature strongly. Also it will create a team of government executives capable of leading the change and transformation in the government. A cadre of suitably qualified and motivated leaders can ensure provision of quality services to citizens and the creation of good investment climate through improving the quality of performance. Since e-government necessarily means e-competence by individuals and organizations dealing with the government, another element in the Training 12

13 Division s mandate will be to address the e-gov-related needs of the private sector. Curriculum design for how to manage interfaces will be provided by the consultancy division and the courses will be promoted through the training division. Implementation will generally be by brokering private sector training for private sector personnel who deal with e-government (suppliers, subcontractors, consultants). Provide consultancy services The consulting division s mandate will be broad-ranging, to cover a wide spectrum of consultancy services and support functions. 1. Organizational assessment and development, 2. Technological solutions that can support government operations and delivering better services to citizens, 3. The support and operation to the E-government infrastructure (Bawaba and all related tools) will be key elements but there will also be activities such as updating the government s e-readiness index and master and action plans for e-government consultancy services. The consultancy services can be furnished to other entities outside of Egypt. The consulting division will be both a repository of high-level knowledge and a training ground for enterprising and ambitious young people who will have the opportunity to work abroad. It can also be furnished to other entities outside of Egypt. A number of services have already been made available over the Internet (ID cards, driving license, payment of electricity bills). The process of adding more e-services will continue throughout this project, which will also investigate, develop, and demonstrate additional delivery and payment channels for services. The types of services that are particularly suitable for e- delivery are registration, licenses, payment of customs, and payment of taxes. The outlets that are being tried out for delivery are Post Offices, mobile phones, IT clubs, and the Principal Bank of Development and Agricultural Credit (PBDAC). Payment methods are also being expanded to include credit cards, prepaid cards, and other methods are also being investigated. 13

14 5. Balanced scorecards Because we can not develop what we can not measure, MSAD launched the Balanced Scorecards project. The Balanced scorecards is a framework that focuses on share holder, customer, internal and learning requirements of a business in order to create a system of linked objectives, measures, targets and initiatives which connectively describe the strategy of an organization and how that strategy can be achieved. 6. The civil service law Calibers of MSAD have Draft of the Civil service law, which aims to attract qualified calibers to work in the different governmental entities, by offering them competing wages as per the market price. The law sets as well a set of procedures to be followed in order to hire the right person for the right job based on their qualifications and skills. 14