Arab Republic of Egypt
Ministry of State for
Administrative Development
Organizational Development Program
Institutional Development
In
The Governmental Entities in Egypt
Presented by:
Organizational Development Program
Ministry of State for Administrative Development
Organizational Development Program
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' ...........................................................................................8
1. Organizational Structure Review..................................................8
2. Implementation of HR departments .............................................9
4. Capacity Building..........................................................................11
5. Balanced score cards.....................................................................14
6. The civil service law ......................................................................14
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September 2007
Ministry of State for Administrative Development
Organizational Development Program
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.
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Ministry of State for Administrative Development
Organizational Development Program
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:
ƒ Fostering a new generation of government leaders.
ƒ Adopting intensive human resource development programs
ƒ Improving incentive and salary schemes
ƒ Developing the State Administrative Machinery organizational
structure including drafting new legislations and bylaws.
ƒ Emphasizing public private partnerships
ƒ Accepting new business/financial models, such as outsourcing and self
financing schemes.
ƒ Decentralizing service delivery by providing multiple delivery channels
and service provision centers.
ƒ Activating and encouraging data and information exchange among
government bodies.
ƒ Setting legal and regulatory frameworks to accredit electronic
authentication and payment
ƒ Assuring quality and standardization of transactions.
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September 2007
Ministry of State for Administrative Development
Organizational Development Program
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.
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Ministry of State for Administrative Development
Organizational Development Program
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 Organizational Development Program
(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:
ƒ
Focusing on the core functions of the government
ƒ
Selecting the appropriate business model according to the each entities'
functions
ƒ
Enhancing the collaboration between the government bodies
ƒ Help the organization to set well defined targets
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Ministry of State for Administrative Development
Organizational Development Program
ƒ Enhance the career development
ƒ Moving from hierarchical to teams and project structures
ƒ Promote Decentralization for Development
ƒ 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
ƒ Reconsider existing organizations in terms of:
- Organizational structures
- Roles and responsibilities
- Human resources
- Laws and regulations
ƒ Assess different organizations so that their outputs be measurable
ƒ Attraction of highly skilled employees in government
ƒ Hiring through a competitive mechanism
ƒ Evaluation based on performance
ƒ
Public private partnership / Enhancing civil society role
ƒ New training concepts for managerial levels
ƒ Off shore training for outstanding employees in reputable institutions
(Kennedy School for Government, IESE, Ahmed Abad Institute,…)
ƒ Advanced training for Middle management
ƒ Change management, negotiation skills, project management, …
ƒ Introducing change agents in governmental organizations
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Ministry of State for Administrative Development
Organizational Development Program
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:
ƒ
Assess, develop and redefine the roles, missions and tasks of
the different entities at the different levels of administration.
ƒ
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
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Ministry of State for Administrative Development
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Missing functions
-
Functions that could be rationalized.
Organizational Development Program
ƒ
Identify inconsistencies and omissions in the legal framework that
constrain units from performing their functions.
ƒ
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
ƒ Implementing Human Resources departments in governmental entities
ƒ Introducing Balanced Score Cards (BSC) as a measuring performance tool
ƒ 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
ƒ
The CIO makes sure strategic objectives and organization’s information
technology investments are aligned
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Ministry of State for Administrative Development
Organizational Development Program
ƒ
The CIO’s role is more business-oriented, less hands-on (he/she is NOT
the lead engineer or programmer)
ƒ
The CIO is a business executive in charge of mapping IT initiatives to
the goals of the organization
ƒ
New positions
Chief Technical Officer
Executive position in charge of scientific and technical issues within an
organization
Responsibilities of CTO
ƒ
Participate in corporate discussions with a uniquely technical
competence
ƒ
Help in the analysis and valuation of products, facilities, and skilled
staff
ƒ
Communicate the vision of the company to its own technical staff
ƒ
Manage operations that involve significant technologies to the
organization
ƒ
Foster young new leadership to replace current CTO and other senior
positions
ƒ
Be a significant part of innovative products
ƒ
Monitoring and assessing new technologies
ƒ
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.)
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Ministry of State for Administrative Development
Organizational Development Program
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:
ƒ
Oversight and direct supervision of the financial and budgetary
functions
ƒ
Operating and maintaining a coordinated financial management system
to budget, collect, control, and properly account for annual operating
and capital funds;
ƒ
Preparing the organization’s annual budget and monitoring budget
performance during the fiscal year;
ƒ
Borrowing on behalf of the organization and investing the
organization’s funds;
ƒ
Developing, implementing and monitoring the organization’s
accounting policies and systems and producing a comprehensive annual
financial report for the organization; and
ƒ
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:
ƒ Training courses for top and middle management as well as employees.
ƒ New training concepts for managerial levels
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September 2007
Ministry of State for Administrative Development
Organizational Development Program
- 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
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Ministry of State for Administrative Development
Organizational Development Program
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 edelivery 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.
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Ministry of State for Administrative Development
Organizational Development Program
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.
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