vision, achievements and lessons learned.

The Future of the Egyptian Survey Authority in the evolution of the National Geospatial Data Infrastructure vision, achievements and lessons learned. Ibrahim

Egypt • Area: 1 million sq. km. • Currently arable: 5%, planned 10%. • Population: • Overall (1973) 35.6 million, (1993) 57 million. Cairo 5 million, 15 million • Incorporated in Cadastre 53 % rural, 20 % urban Ibrahim

Principal Mandate of ESA (since 1898) • Standardization and production of surveys and mapping activities funded by Government, • Maintenance of the related archives, • Production and dissemination of geodetic coordinates incl. heights, maps and related information • Establishing and maintaining National Cadastre • Maintenance of International Boundaries • Religious calendar • Funded almost entirely by government Ibrahim

The Future • Our Vision:Our dedicated and professional staff is committed to manufacturing high quality geographic information products and delivering professional surveying and mapping services to government and private sector end-users at a reasonable cost and with minimal government subsidy. Ibrahim

The Future • Our Mission:As a specialized Authority, the National Surveying and Land Information Authority produces, maintains and distributes current and accurate geographic data in support of national needs. These data describe the Egyptian landmass,its cultural features and the ownership of the land. They are delivered in the form of surveys, digital databases, maps, and related products and services. Ibrahim

The path to modernization • Late 1980s: significant injections in technological modernization, leading to efficiency improvements • Early 1990s major technology and organization development program funded by USAID (USD 41 million). Establishment of ESA Strategic Plan, • Mid 1990s to date, continuing technological renewal and management development program for 400 managers, Netherlands government supported through ITC. Ibrahim

ESA Strategic Plan 7 Spearheads 1-Raising the level of stature of ESA and reconsidering its regulatory position and corporate governance. By mid 2001 ESA will be an Independent Economic Authority; 2-Rethinking ESA’s traditional ways of marketing, pricing and distribution along the lines of a commercial organization; 3-The consequence of “2” is liability.Hence the need to develop a transparent Quality Management System which begins with the quality of the staff. Ibrahim

ESA Strategic Plan 7 Spearheads 4- Competent technology management to justify and protect the large capital investments required; 5- Organization development to achieve excellence beginning at the top of the organization 6- Implementing reward systems that encourage competent staff to stay (and poor performers to leave) Ibrahim

ESA Strategic Plan 7 Spearheads 7-ESA’s task is too large to be carried out by it alone. It will continue to pursue public/public as well as public/private partnerships nationally as well as internationally to accomplish its mission. Ibrahim

Human Resources Development • Technology training, • Technology Management training, • Management Development Ibrahim

Management Development • Awareness of processes of knowledge transfer and technology transfer. • Identification of the reasons for resistance to change and what can be done about it • Managing in a technologically integrated production and service environment • Managing the requirements of product diversity in an ICT environment Ibrahim

Management Development • Management through team processes for development and implementation of QMS, • Awareness of modern cost accounting systems, • Management development affects the whole hierarchy of the organization, requiring at each level focused approaches. Ibrahim

Developing Management Training Capacity at ESA • The Program of training (400) managers and Supervisors at ESA. (TMS/ESA) a 5 year project • ESA’s leading partner: • International Institute for Aerospace Survey and Earth Sciences (ITC), Ibrahim

TMS/ESA Project • ITC’s partners: • Maastricht School of Management, • Dutch Cadastre and the Landesvermessungs Amt Nord Rhein- Westfalen in Germany, • Regional Information Technology Institute (RITI) in Cairo, • University of Cairo, • The Center for Adult and Continuing Education, American University of Cairo • A number of consultancy offices in Egypt. Ibrahim

TMS/ESA Project Components • Training the ESA teachers in the Netherlands, • Developing the curricula for the ESA training facility in Egypt, • Transferring the courses to ESA, • ITC guidance in the first local courses, • Training additional trainers, focused on ESA management cases, • Consolidating the results. Ibrahim

What has been learned? • A selection of items: • The sequence of development undertaken since the late 1980s has been natural and practical, • The Strategic Plan has been essential as a stable reference in our progress, especially the 7 spearheads, • The project requires Executive level continuity and the undivided attention, visible involvement and commitment of the CEO, Ibrahim

What has been learned? • Cabinet level support is crucial and must be nurtured and supported by regular success stories • Development of support of significant clients is essential for survival, • Continuing support from the majority of the staff is essential for progress. Regular personal access to the CEO must be made Ibrahim

What has been learned? • A deliberate management development program such as the TMS/ESA project should have been undertaken about five years earlier than we did. • Earlier design and rapid production of a simplified topographic database (unlike digital topographic maps) structured in several useful ways for the GIS community would have facilitated GIS applications and the foundation for the NGDI; Ibrahim

What has been learned? • The transition process is complex and needs constant attention and adaptation which should be the priority of the CEO and all management personnel; • The process takes time, commitment of all concerned, and • There are no shortcuts! Ibrahim

vision, achievements and lessons learned.