information & communication technology for development in arab region

Information & Communication Information & Communication Technology for Development in Arab Technology for Development in Arab

RegionRegion

e-government e-government in the Arab Region in the Arab Region

Najat RochdiNajat RochdiRegional CoordinatorRegional Coordinator

[email protected]@undp.org

OutlinesOutlines

About ICTDARAbout ICTDAR ICT indicators in the RegionICT indicators in the Region E-gov in the Arab regionE-gov in the Arab region Strategic framework for e-government Strategic framework for e-government Arab Regional Cooperation Arab Regional Cooperation ConclusionConclusion

ICTDAR Regional ProgramICTDAR Regional Program UNDP Program for Arab StatesUNDP Program for Arab States The use of ICT in DevelopmentThe use of ICT in Development Address the deficits identified by the AHDR2Address the deficits identified by the AHDR2 Service lines: awareness raising, promotion Service lines: awareness raising, promotion

and stockholder’s campaigns, capacity and stockholder’s campaigns, capacity development and strategy implementation, development and strategy implementation, pro-poor growth and employment pro-poor growth and employment generation.generation.

Based in CairoBased in Cairo

ICT policies in the regionICT policies in the region

Arab Region ICT Indicators (2003)Arab Region ICT Indicators (2003)Main Telephone LinesMain Telephone Lines

Arab States(9, 13)

World (17, 5)

Source: ITU World Telecommunication Indicators database 2004

Arab Region ICT Indicators (2003)Arab Region ICT Indicators (2003)Cellular SubscriptionsCellular Subscriptions

Arab States(10, 12)

World (14, 8)


Arab Region ICT Indicators (2003)Arab Region ICT Indicators (2003)PC PenetrationPC Penetration

Arab States(12, 10)

World (17, 5)


Arab Region ICT Indicators (2003)Arab Region ICT Indicators (2003)Internet PenetrationInternet Penetration

Arab States(10, 12)

World (17, 5)


Arab Region ICT Indicators (2003)Arab Region ICT Indicators (2003)- Main Lines, Cellular, PC and - Main Lines, Cellular, PC and

Internet -Internet -


Global Position of Arab Region Global Position of Arab Region (2003)(2003)


Arab States vs. Other Regions

-

10.020.0

30.040.0

50.060.0

70.0

Main lines Cellular PC Internet

ICT Indicators

Pene

trat

ion

(%)

AfricaArab StatesAsiaAmericasEuropeOceaniaWORLD

Arab Region ICT Indicators Arab Region ICT Indicators (6-years progress)(6-years progress)

0.98 0.25

26.84

8.61

2.99 3.47

30.31

1.20

5.92

11.41

Telephonelines

CellularSubscribers

PCs Internet Population (10 millions)

1998

2003

Penetration (%)Source: ITU

212.86%

257.6%29.83%

9.09%

2.59%

AVGR %

E-government mapping/ E-government mapping/ Public sector ReformPublic sector Reform

International ComparisonsInternational Comparisons

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

Phi

lippi

nes

El S

alva

dor

Mor

occo

Arg

entin

aC

hile

Ecu

ador

Turk

eyM

alay

sia

Tuni

sia

US

AJo

rdan

Cro

atia

Hun

gary

Por

tuga

l0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Percentage ofwork Force to thePopulation (%) -right scale

No. ofGovernmentalEmployees as %labor force - leftscale

Source: World Bank

Size of theCivil Service

Ratio of Average Civil Service Wage to Per-Capita GDP

00.5

11.5

22.5

33.5

44.5

International ComparisonsInternational ComparisonsCost of the Civil Service

Source: World Bank

e-government in the Arab Regione-government in the Arab Region

Creating a better business environment.Creating a better business environment. Customers online, not in line. Customers online, not in line. Strengthening good governance and Strengthening good governance and

broadening public participation.broadening public participation. Improving the productivity and efficiency Improving the productivity and efficiency

of government agenciesof government agencies

ICT application in govtICT application in govt

Regional comparison of e-gov indexRegional comparison of e-gov index

E-gov strategic frameworkE-gov strategic framework

Challenges in the RegionChallenges in the Region

Too much emphasis on processes and not enough on Too much emphasis on processes and not enough on resultsresults

Resources (people and money) are not allocated against Resources (people and money) are not allocated against strategic resultsstrategic results

Compartmentalised problem-solving, making it difficult to Compartmentalised problem-solving, making it difficult to address cross-cutting issuesaddress cross-cutting issues

Ministers too involved in operational matters, leaving Ministers too involved in operational matters, leaving insufficient time for policy and strategyinsufficient time for policy and strategy

Over-centralised decision-making, which undermines Over-centralised decision-making, which undermines accountability at lower levelsaccountability at lower levels

Civil service pay and gradingCivil service pay and grading

Principles of ReformPrinciples of Reform

Results-orientationResults-orientationCitizen-focusing Citizen-focusing AccountabilityAccountabilityDecentralisationDecentralisationValue for moneyValue for money

Main ComponentsMain Components

Development of policy and decision making

Performance Management and development of delivered services

Institutional re-structuring

Development of Human Resource Management

Development of Fiscal Management

Main ComponentsMain ComponentsDevelopment of policy and decision making





► 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.

E-govt/Public Sector Reform







► Develop and publish a National Agenda, specifying the Government’s strategic goals.

► Develop and introduce a service delivery improvement system (SDIS).







► 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.







► 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.







► 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.

Reform ElementsReform 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

ExamplesExamplesCivil Status

and Passport

DepartmentSimplification of procedures, and implementation of modern technology at no additional cost on citizens.

Ministry of Finance/ Customs

DepartmentStreamlined customs procedures, improved revenue collection, and timely provision of accurate trade and revenue data

Public Security

DirectorateRe-engineering of processes that led to 36% reduction in steps, and up to 76% reduction in time of delivering the services,

Framework for Performance-Framework for Performance-Based GovernmentBased Government

SDISSDIS

Define Client Needs

Define Services

Measure Performance

Performance Improvement

Service Delivery

• Who are the Clients

• What do we know about them.

• 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

• Measure levels of service delivery

• Monitor against standards

• Evaluate and Report

• Perform Gap Analysis

• Re-design process

• Improve institutional capacity to deliver

Minimum conditionsMinimum conditionsfor SDIS to workfor SDIS to work

Strategy focusStrategy focus TransparencyTransparency Financial (linked to Budget reformFinancial (linked to Budget reform People Management (linked to HRM reform): People Management (linked to HRM reform): Training (linked to Training and Development / Training (linked to Training and Development /

NIT reformNIT reform Information TechnologyInformation Technology Media & publicityMedia & publicity

Main ChallengeWeak commitment to the concept of ‘public service’

Arab Regional Cooperation Arab Regional Cooperation

e-gov@ASPe-gov@ASP

REGIREGI

For more:For more:

www.ictdar.orgwww.ictdar.org

information & communication technology for development in arab region

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