Information & Communication Technology for Development in Arab Region

1. Information & Communication Technology for Development in Arab Region e-government in the Arab Region Najat Rochdi Regional Coordinator najat.rochdi@undp.org

2. Outlines • About ICTDAR • ICT indicators in the Region • E-gov in the Arab region • Strategic framework for e-government • Arab Regional Cooperation • Conclusion

3. ICTDAR Regional Program • UNDP Program for Arab States • The use of ICT in Development • Address the deficits identified by the AHDR2 • Service lines: awareness raising, promotion and stockholder’s campaigns, capacity development and strategy implementation, pro-poor growth and employment generation. • Based in Cairo

4. ICT policies in the region

5. World (17, 5) Arab States (9, 13) Arab Region ICT Indicators (2003)Main Telephone Lines Source: ITU World Telecommunication Indicators database 2004

6. World (14, 8) Arab States (10, 12) Arab Region ICT Indicators (2003)Cellular Subscriptions Source: ITU World Telecommunication Indicators database 2004

7. World (17, 5) Arab States (12, 10) Arab Region ICT Indicators (2003)PC Penetration Source: ITU World Telecommunication Indicators database 2004

8. World (17, 5) Arab States (10, 12) Arab Region ICT Indicators (2003)Internet Penetration Source: ITU World Telecommunication Indicators database 2004

9. Arab Region ICT Indicators (2003)- Main Lines, Cellular, PC and Internet - Source: ITU World Telecommunication Indicators database 2004

10. Global Position of Arab Region (2003) Source: ITU World Telecommunication Indicators database 2004

11. 2.59% AVGR % 212.86% 9.09% 29.83% 257.6% Arab Region ICT Indicators (6-years progress) Source: ITU Penetration (%)

12. E-government mapping/ Public sector Reform

13. International Comparisons Size of the Civil Service Source: World Bank

14. International Comparisons Cost of the Civil Service Source: World Bank

15. e-government in the Arab Region • Creating a better business environment. • Customers online, not in line. • Strengthening good governance and broadening public participation. • Improving the productivity and efficiency of government agencies

16. ICT application in govt

17. Regional comparison of e-gov index

18. E-gov strategic framework

19. Challenges in the Region • Too much emphasis on processes and not enough on results • Resources (people and money) are not allocated against strategic results • Compartmentalised problem-solving, making it difficult to address cross-cutting issues • Ministers too involved in operational matters, leaving insufficient time for policy and strategy • Over-centralised decision-making, which undermines accountability at lower levels • Civil service pay and grading

20. Principles of Reform • Results-orientation • Citizen-focusing • Accountability • Decentralisation • Value for money

21. Main Components Development of policy and decision making Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

22. Main Components E-govt/Public Sector Reform • Enhance the capacity of the Council of Ministers to focus on strategic policy decisions and management of the Government’s performance. • Strengthen policy capacity within Ministries. • Reduce the administrative burden on the Prime Minister, the Council of Ministers and individual Ministers. Development of policy and decision making Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

23. Main Components • Develop and publish a National Agenda, specifying the Government’s strategic goals. • Develop and introduce a service delivery improvement system (SDIS). Development of policy and decision making Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

24. Main Components • Create a simpler, more transparent government structure, starting with the centre of government itself. • Progressively rationalise the number of Ministries, and of other government institutions, and review and improve the efficiency and effectiveness of procedures and working methods within them. • Establish permanent procedures to ensure that future institutional changes are based on sound governance and management principles. Development of policy and decision making Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

25. Main Components • Establish a permanent sub-committee to support the CoM in taking collective responsibility for fiscal and budget policies. • Develop and introduce a Medium Term Fiscal Framework and a Medium Term Expenditure Framework. • Develop and introduce improved systems. • Improve transparency of government expenditure. • Enhance resource planning and financial management capacity within the MoF and in other Ministries and institutions. Development of policy and decision making Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

26. Main Components Development of policy and decision making • Update human resources policies and procedures. • Develop and introduce an improved, affordable pay and grading structure. • Develop professional HR management capacity within Ministries and government institutions. • Reconfigure the roles and responsibilities of the Civil Service Body. • Overhaul training and development. Performance Management and development of delivered services Institutional re-structuring Development of Fiscal Management Development of Human Resource Management

27. Reform Elements • Public sector reform is not a one-off event, but rather a process of continuous improvement. • It takes the combined efforts of many people at all levels to bring about real and lasting change. The most vital role in reforming the public service must be played by public servants themselves. • All components of the Public Sector Reform Programme are closely interlinked, and all are equally important. • Institutionalising the implementation of the Public Sector Reform Programme on an ongoing basis requires a special legislation, and sound management arrangements. • Public sector reform ~ e-government

28. Examples Civil Status and Passport Department Simplification of procedures, and implementation of modern technology at no additional cost on citizens. Public Security Directorate Re-engineering of processes that led to 36% reduction in steps, and up to 76% reduction in time of delivering the services, Ministry of Finance/ Customs Department Streamlined customs procedures, improved revenue collection, and timely provision of accurate trade and revenue data

29. Framework for Performance-Based Government

30. SDIS Define Client Needs Define Services Measure Performance Performance Improvement Service Delivery • What are the services being offered • What new services should be offered • What processes are required to deliver these services • Assess institutional capacity to deliver • Build institutional capacity • Develop Service Standards • Deliver Services • Re-design process • Improve institutional capacity to deliver • Measure levels of service delivery • Monitor against standards • Evaluate and Report • Perform Gap Analysis • Who are the Clients • What do we know about them.

31. Minimum conditionsfor SDIS to work • Strategy focus • Transparency • Financial (linked to Budget reform • People Management (linked to HRM reform): • Training (linked to Training and Development / NIT reform • Information Technology • Media & publicity Main Challenge Weak commitment to the concept of ‘public service’

32. Arab Regional Cooperation e-gov@ASPREGI

33. For more:www.ictdar.org