April 29, 2008 OECD Fourth Regional Meeting of GDF Working Group, Amman

Regional Capacity Building Seminar on “Drafting

Legislation and Oversight Bodies for Regulatory Quality”

Eng. Ghada Labib

The Head of the Institutional Development Program

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Overview

Strategy of Ministry of State for Administrative Development (MSAD)

MSAD’s Capacity Building Policy Institutional Development Program (IDP)

IDP Approach IDP and Capacity Building

IDP’s Outlines for Human Resources’ Development

Capacity Building in the Legislation Domain

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Strategy of Ministry of State for Administrative Development (MSAD)

MSAD has been mandated to develop the Government body to be more flexible,

competent, efficient and effective

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MSAD’s Capacity Building Policy

Towards this goal MSAD has adopted a policy that has incorporated the capacity

building via: Fostering a new generation of

government leaders Adopting intensive human resource

development programs Improving incentive and salary schemes

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Institutional Development Program (IDP)

Since the Capacity Building of the Human Capital is a pivotal step towards the

administration development, MSAD has assigned the IDP this task

IDP is a program launched by MSAD to align the governmental institutions to the

National Strategies and directions to radically improve the institutional

performance and creating an effective and efficient governmental body

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IDP Approach

IDP undertook before initiating any step towards the capacity building to review first

the existence and effectiveness of: Long and short termed strategic plans

Simple organizational structures Well defined roles and responsibilities

Capacity building programs (top/middle management)

Legislation amendment

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Legalization Amendment (e.g. Civil Service Law)

IDP has proposed a law project to enforce its plan for upgrading its HR capital via drafting

the Civil service law that: Attracts qualified calibers to work in the

different governmental entities, by offering them competing wages “Teacher’s Cadre”

Defines a set of procedures to be followed in the process of hiring the right person for the

right job based on their qualifications and skills

IDP and Capacity Building

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IDP and Capacity Building (Continued)

Then IDP Develops current personnel department within the governmental entities

to HR department that includes new redefined:

Structure Functions

Responsibilities Training system

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IDP’s Outlines for Human Resources’ Development

Objective: Maximize return on investment from the organization’s human capital

Mission: Develop a competitive workforce in an environment of industrial harmony and social justice

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IDP’s Outlines for Human Resources’ Development (Continued)

Functions and Activities: Developing and providing the following human resources

services, advice, support, and assistance to employees: Recruitment

Compensation Promotions

Managing Relations Designing training materials

Training Employees Planning and implementing HR policies, programs, communications plans, and information management

systems Comprehensively analyzing, evaluating, and improving

HR activities and the effectiveness of HR programs, services, and initiatives.

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IDP’s Outlines for Human Resources’ Development (Continued)

Typical Time Devoted to HR activities:

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IDP’s Outlines for Human Resources’ Development (Continued)

HR Reform Policy: Strategic alignment of staff management systems

with strategic objectives of the organization may lead to improved government effectiveness.

Leadership commitment is necessary Must understand the underlying political system

to make sense of or improve public staff management: “To make a difference, an

understanding of politics is every bit as important as an understanding of HRM itself.”

Governments are well advised to start reform from current situation and adjust gradually to

best practice requirements rather than start from scratch and try to build a new system.

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IDP’s Outlines for Human Resources’ Development (Continued)

HR Reform Policy (Continued): Before tackling more complex issues, a solid

foundation should be in place (e.g. institutionalizing a unified merit-based career civil

service) In order to be binding, Reform should be:

Voluntary (not imposed by outside agents against government’s better judgment)

Explicit (clear and straightforward) Challenging (leads to significant improvements)

Public (leaders publicize their commitment to reform in mass media)

Irrevocable (no turning back if things get hard)

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IDP’s Outlines for Human Resources’ Development (Continued)

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Capacity Building in the Legislation Domain

The main Role of IDP in reforming legislations: new civil service law, ERRADA

Coordination with the State Council: Legislation sector

Legal advise department

Capacity Building: Faculties of Law – Egyptian Universities

Juridical Academy Project IDLO (International Intergovernmental

Organization)

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OECD – EGYPT Partnership

ghadalabib@ad.gov.eg

Thank you!