Information Communication Technology for Development in Arab

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

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

ICTDAR Regional Program § § UNDP Program for Arab States The use of ICT in Development Address the deficits identified by the AHDR 2 Service lines: awareness raising, promotion and stockholder’s campaigns, capacity development and strategy implementation, pro-poor growth and employment generation. § Based in Cairo

ICT policies in the region

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

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

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

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

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

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

Arab Region ICT Indicators (6 -years progress) 2. 59% AVGR % 212. 86% 9. 09% 29. 83% Source: ITU Penetration (%) 257. 6%

E-government mapping/ Public sector Reform

International Comparisons Size of the Civil Service Source: World Bank

International Comparisons Cost of the Civil Service Source: World Bank

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

ICT application in govt

Regional comparison of e-gov index

E-gov strategic framework

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

Principles of Reform ØResults-orientation ØCitizen-focusing ØAccountability ØDecentralisation ØValue for money

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

E-govt/Public Sector Reform 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 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. ►

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 Develop and publish a National Agenda, specifying the Government’s strategic goals. ► Develop and introduce a service delivery improvement system (SDIS). ►

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. ► 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 ► Establish permanent procedures to ensure that future institutional changes are based on sound governance and management principles.

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 Establish a permanent subcommittee to support the Co. M 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 Mo. F and in other Ministries and institutions. ►

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

Reform Elements Ø Public sector reform is not a one-off event, but rather a process of continuous improvement. Ø 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. Ø All components of the Public Sector Reform Programme are closely interlinked, and all are equally important. Ø Institutionalising the implementation of the Public Sector Reform Programme on an ongoing basis requires a special legislation, and sound management arrangements. Ø Public sector reform ~ e-government

Examples Civil Status and Passport Department Simplification of procedures, and implementation of modern technology at no additional cost on citizens. Ministry of Finance/ Customs Department Streamlined customs procedures, improved revenue collection, and timely provision of accurate trade and revenue data 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,

Framework for Performance. Based Government

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

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

Arab Regional Cooperation e-gov@ASP REGI

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