undp moss project board meeting 30062012

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STRENGTHENING THE CAPACITY

OF THE MINISTRY OF SOCIAL

SOLIDARITY PROJECT

Prepared by :

Consultant Eng. Moheeb Aabdel Sattar

UNDP Project Manager

July 2012

Ministry of Insurance and Social AffairsMinistry of Supply and Internal Trade

The Project Board Meeting 30/6/2012

Ministry of Foreign Affairs

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CONTENTS:

I. Introduction

II. Executive Summary

III. Conclusions

IV. Recommendations

V. Lessons Learnt

VI. Project Expected Outputs: (Progress)

STRENGTHENING THE CAPACITY OF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

PROJECT

ACHIEVEMENTS 2011

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Introduction:STRENGTHENING THE CAPACITY OF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

The project was launched in 2006 with a timeframe of 2006-2009

with a total budget of US $2.2 Million

(MOSS contribution US$ 1.851 Million and UNDP contribution

amounting to US$ 350 Thousand).

The Project Board has agreed to increase the project’s funding

by US $2,650 thousand to continue and expand its activities as follows:

US$ 900 thousand in 2010/2011.



In April 2011 the Project Board has agreed to extend the project duration

until the end of year 2012.

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Introduction:

The project aims to:

Develop and build the capacity of the Ministry of Social

Solidarity (MOSS) to design and implement social policies.

Increase the relevance and efficiency of social protection

schemes and social intervention including local development.

Contribute to elaborating a new social contract, namely in the

field of poverty reduction through better empowerment and

participation of the poor and civil society organizations.

Establishing an advisory support unit for policy advice and

capacity building in MOSS is a key output of this project and an

entry point to other outputs and activities.


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Executive Summary: STRENGTHENING THE CAPACITY OF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

The project has six outputs:

The first output (MOSS TAU Established):

To support MOSS in recruiting outside expertise to assist it carry out the

project’s targets.

The second output (MOSS NEW STRUCTURE):

To developing MOSS’ mission & vision to respond to its new mandate.

The third output (MOSS CAPACITY DEVELOPMENT):

To develop capacity building for MOSS and NGOs.

The fourth output (ACCREDIT & ELIGIBILITY for NGOs):

To create an accreditation & eligibility system for NGOs in Egypt.

The fifth output (NEW SOCIAL PROTECTION SYSTEM):

To design a more effective system for social protection.

The sixth output (IMPROVING NASSER SOCIAL BANK):

To evaluate NSB and prepare it for restructuring.

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The rank of the first Output is satisfactory.

The analysis shows that the rank of the second output is satisfactory.

The progress of the third output and its expected outcome seem marginally

satisfactory.

The rank of the fourth output and its expected outcome are unsatisfactory.

For the fifth output :

MOSS developed the productive families associations, link them to other

institutions in Europe that provided them with design and training, and then

marketed their products abroad.

MOSS investigated leakage in the subsidies system.

The solution was to use ICT to monitor and follow-up on disbursed solidarity

checks, subsidized food items, such as cooking oil, and distributing gas

cylinders to the deserved population through the use of coupons.

The efforts of the project, and MOSS at large, to achieve this output and its

outcome are remarkable, and thus the fifth output ranks as satisfactory.

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The sixth output was to evaluate NSB. Project experts elaborated an

assessment, and recommendations for an action plan for NSB.

The development and upgrading NSB has taken steps in the right directions,

yet there are more needed actions.

Assessment of NSB and its improvements are also a step towards enhancing

the environment for both the workers and the clients.

The rank of this output and its outcome is highly satisfactory.

Consequently, UNDP project to strengthen the capacities of MOSS is

satisfactory.

Resources allocated to project activities, as indicated in the auditors’ annual

report, seem to be efficiently used.

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The output concerned with NGOs needs more attention. Having

a database is not enough. There is a need to revise the law, and other

elements of the institutional framework that governs the work of NGOs

to stimulate them.

There is a need to evaluate these experiences, then draw lessons learnt

and best practices to scale-up the use of these tools to a national policy.

The project will need to elaborate a log-frame with indicators, risks,

external factors and other elements of designing an intervention, and

propose means for integrating the various outputs.

The project needs to lay-out a plan for phasing out, and

A strategy of sustaining the achievements.

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Obviously, there is a need for another phase, but with a design

based on a different philosophy to meet the current aspirations

following the January 25th revolution.

The new phase has to seek linkages between the various entities

of MOSS. It also needs to pay more attention to NGOs to be a

complete partner and able to reach those who live in informal

areas and rural settlements.

The new phase has to experiment with tools for enabling and

empowering the people who live in misery to be in-charge of

their resources and future.

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The project faced number of challenges, such as lack of reliable,

valid and complete information; financial limitations,

cooperation of other public bodies, resistance to change, etc.

The main factor for the success of this project is the support and

attention that the former Minister paid to the project.

The advisors have authority, and working closely with their

counterparts by coaching them to make presentations to the

former Minister, involving them in the different processes, such

as conducting a study or an assessment.

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Executive Summary:

Output 1: An Advisory Unit established

The first output is a Technical Advisory Unit (TAU) at MOSS. This

unit will be responsible for:

• Strategic policy advice including strategic options, research and

coordination, and situation and prospective analyses;

• Restructuring MOSS including organizational structure, internal

governance, human resources and mainstreaming the use of

Information Technology (IT); and

• Program implementation support, such as training,

communication, etc.


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Output 2: MOSS new proposed structure submitted for

decision making

• Proposing an organizational structure for MOSS is central to fulfilling

its mandate and mission.

• The “merger” of two established institutions, i.e., the Ministry of

Supply and Ministry of Social Affairs requires a new organizational

structure to assure smooth cooperation and synergies within the newly

established institution.

• The “split” of Ministry of Solidarity and Social Justice into two

established institutions, i.e., the Ministry of Supply and Internal Trade

and Ministry of Insurance and Social Affairs requires a new

organizational structure to assure smooth cooperation and synergies

within the newly established institutions.


Executive Summary:

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Executive Summary:

Output 3: Capacity Development of key staff institutionalized

• The project avails training to key staff at MOSS, such as

social workers, and their partners, particularly NGOs.

• In addition to delivering training, the project will contribute to

elaborating an efficient and dynamic communication strategy

to convey relevant messages to the population, properly

reflect the image of MOSS.


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Output 4: A system for accrediting NGOs developed

• MOSS is the official regulatory body for NGOs active in Egypt.

• NGOs are instrumental in achieving the mission of MOSS, and thus are

among the most significant partners of MOSS.

• They are able to reach those marginalized and unprivileged sub-population

groups, such as female-headed households.

• NGOs receive financial and technical support. For this reason, it is of utmost

importance that MOSS has a system for monitoring NGOs to effectively

eradicate poverty. Thus a database of the 20 thousand NGOs registered with

MOSS is essential to achieve the mission and mandate of MOSS.

• Equally important is to setup a system of accrediting and eligibility for

NGOs. These two steps are central to producing a periodic report on NGOs,

to monitor their activities, and provide them with necessary support.


Executive Summary:

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Output 5: A more developed and effective system for social protection

• Today, capability poverty substitutes the notion of monetary measure of

poverty.

• Several studies indicated that fallacy of Poverty Lines (PL). Capability

poverty provides means for targeting the poor, who are they? Where

they live? What exactly they need to move to an improved standard of

living.

• Designing an adequate social protection system requires a better

mechanism for targeting the poor. This mechanism serves as a vehicle

to setting priorities straight, efficient and effective interventions to

alleviate poverty.


Executive Summary:

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Output 6: Nasser Social Bank evaluated

• The project funded that assessment of Nasser Social Bank (NSB),

and its role.

• The assessment highlights the strengths and weaknesses of NSB, as

well as the available opportunities for improving its role in poverty

alleviation in areas such as sponsoring Small and Micro Enterprises

(SMEs) and threats, i.e., risks, in the external environment of NSB

that might limit its effectiveness.

• UNDP helped in recruiting a team of national and international

experts to conduct the assessment and layout a business plan for NSB

emulating successful experiences in Asia and Latin America.


Executive Summary:

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Conclusions :

Consequently, UNDP project to strengthen the capacities of

MOSS is satisfactory.

• The project used number of tools to ration subsidies, such as targeting

the poor and the use of smart cards.

• There are other practices to alleviate poverty, such as CCT and

productive families.

• Assessment of NSB and its improvements are also a step towards

enhancing the environment for both the workers and the clients.

• The output concerned with NGOs needs more attention. Having a

database is not enough. There is a need to revise the law, and other

elements of the institutional framework that governs the work of NGOs

to stimulate them.


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Recommendations :

• The project is coming to an end, yet there are some unfinished businesses and

loose ends to tie. There is a need to evaluate these experiences, then draw

lessons learnt and best practices to scale-up the use of these tools to a national

policy.

The project will need to elaborate a log-frame with indicators, risks, external

factors and other elements of designing an intervention, and propose means for

integrating the various outputs.

The project needs to lay-out a plan for phasing out, and a strategy of sustaining

the achievements.

• Obviously, there is a need for another phase, but with a design based on a

different philosophy to meet the current aspirations following the January 25th

revolution. The new phase has to seek linkages between the various entities of

MOSS, It also needs to pay more attention to NGOs to be a complete partner

and able to reach those who live in informal areas and rural settlements.

The new phase has to experiment with tools for enabling and empowering the

people who live in misery to be in-charge of their resources and future.


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Lessons learnt :

• ICT is not always the solution, particularly in a country that lacks reliable,

valid and continuous data. ICT can help in development, but has limits.

• Strengthening the capacities of a public institution is extremely difficult as it

requires transformations in beliefs. Change is possible, but often is resisted

from within the public institution.

• If MOSS wants to succeed in fulfilling its mandate and mission, then there is a

need to engage private-sector companies and NGOs in the processes of

decision-making to assure their ownership and responsibility for

implementation.

• Most of the decisions made within public bodies are based on “political'”

rather than “technical" considerations. Among the reasons for this situation,

that future is sometimes uncertain. Conditions within the public institution and

outside it always changes, thus precise prediction, projection and forecasting

are not often possible.


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Lessons learnt :

• When a public institution engages with another institution, whether public,

private or non-profit, then the element of change is probably of special

importance. The other institution tries to impose change on the public

institution, thus forcing the institution to consider serious counter-measures.

• Public institutions often do not advertise action plan action in advance to avoid

opposition.

• To the contrary, private-sector companies are radically different.

Decisions are made to maximize profit and minimize costs.

For this reason decisions are based on technical considerations as well as

political and social acceptances.

Private-sector companies always have the shareholders, clients, competitors

and collaborators, such as financing institutions, in perspective.

Thus advertising is important, and the image is crucial to test ideas, target

specific groups and so forth.


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CONTENTS:

I - PROJECT EXPECTED OUTPUTS: (PROGRESS)

1 - ADVISORY UNIT

2 - RESTRUCTURING

3 - CAPACITY BUILDING

4 - NGO’S ACCREDDITATION SYSTEM

5 - SOCIAL PROTECTION SYSTEM

6 - NASSER SOCIAL BANK

II- PROJECT FINANCES

III- PROJECT’S RISKS & ITS MANAGEMENT

IV- FUTURE PLANS & CHALLENGES


PROJECT

ACHIEVEMENTS 2011

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I - PROJECT

EXPECTED OUTPUTS


THE FOLLOWING OUTPUTS SHALL BE ACHIEVED DURING THE PROJECT’S DURATION (year 2011).

Advisory Unit is Established.

Proposed New Structure is Submitted

Capacity Development is Institutionalized.

NGO’S Accreditation & Eligibility System is in Place.

An Effective Social Protection System is Designed.

Nasser Social Bank is Evaluated.

Output: 1

Output: 2

Output: 3

Output: 4

Output: 5

Output: 6

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ADVISORY UNIT IS ESTABLISHED

In 2011 the project contracted 7 additional consultants &technical support staff and assigned them to various taskswithin MoSS’ departments, and in direct contacts with MoSS’senior & middle level staff, including:

Minister Consultant for mega bakeries,

Minister consultant for media, and

6 technical support & administrative staff.

9 consultant, technical support & administrative staff quite.

The project now has 40 contracted staff in total.

I - PROJECT

EXPECTED OUTPUTS

PROGRESS(year 2011)

Output: 1

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PROPOSED NEW STRUCTURE IS SUBMITTED

PROGRESS(year 2011)

Central Agency for Restructuring Projects ( Completed ):• Establishment (20) projects (from a total of 62 draft)• Development (9) projects (from a total of 18 draft)

Educational Buildings Authority projects (Been completed):• Establishment (5) projects (out of 10 total projects)• Development (7) projects (out of 9 total projects)• Raising the efficiency of one project (out of 2 total projects)

Housing Directorates Projects in Governorates :Follow-up completion of (15) projects being implemented by housing directorates in Governorates.

Court building project of the new ministry building in Agouza: Been ratified by the Ministry of Planning and International Cooperation, the transfer of 8 million L.E. of building allocations General Board (16 million L.E.) paid for Military Works Department of Forced Armed as down payment.

Raise the efficiency of social units Projects :Upgrading of (9) social units (out of total 33 units) planned to be raised the efficiency.

I - PROJECT

EXPECTED OUTPUTS

Output: 2

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PROGRESS(year 2011)

Smart Cards:• Defined matching rules of the input data for the ration cards with the exchange

data and sent it to the smart cards companies.• Smart cards companies designed programs necessary to be matching.• Testing the matching programs in some Governorates Such as Port Said & Aswan.

Family Database System:• Finalize rollout of the system in 27 Governorates.• Technical support for Family Database.

Targeting:• Technical support for Targeting Program.• Exporting Targeting data of finished Governorates to a format of SPSS statistics.

Social Solidarity Pensions from Post Offices: • Following up the monthly implantation circulation of Social Solidarity Pensions

from Post Offices. • Transferring Social Solidarity Pensions database of El-Monofeya , Kafr El Shiekh

and El-Gharbya from SIO to Family Profile Program.• Co-operation with Governorates and social administrative offices and Information

Center of MoSS to solve all the networks and technical problems.


CAPACITY DEVELOPMENT IS INSTITUTIONALIZED (Information Technology)

I - PROJECT

EXPECTED OUTPUTS

Output: 3

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PROGRESS(year 2011)

NGOs Application:• The system has been updated according to the requirements of the central

department of NGO’s.• Adding new screens (training programs - Membership & Contributions –

Committees Members of Board of Directors - Meetings of Board of Directors -Members of the Assembly - the Assembly meetings - volunteers - NGO problems - research experience - revenues and expenses - budget).

• Designed of the required reports (Statistics - detailed data).

Pilgrimage System:• Finalize system updates.

Call Center Project:

• Finalize system updates.

ERP Project:• Finalize system updates.

Designing of a new system for distributing subsidized Natural Gas Cylinders is completed .



I - PROJECT

EXPECTED OUTPUTS

Output: 3

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PROGRESS(year 2011)

GIS System:GIS work includes 3 main items:

1. GIS Web Portal linked to Ministry main web site.2. Mapping Supply services:

Creating GIS maps for the current supply services on the street level detailedmaps (scale 1:5000) covers all Egypt Governorates.

3. Mapping Target Project results:Creating GIS printouts highlight the result of targeting project with co-operation of institute of social study.

Redesign & development of MoSS Website: • Analysis of the current web site, and identifying the restructuring needed and

the information and services to be included on the new website.• Developing the new website information structure.• Selecting and evaluating the platform to be used in development the new

website.• Creating the design of the new web site, and implementing sample homepage

and an internal page.



I - PROJECT

EXPECTED OUTPUTS

Output: 3

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PROGRESS(year 2011)

Productive families projects were increased by 8000, with 11000 beneficiaries.

The training of (1128) MoSS’ employees is completed. The training programs’ specifics included the following breakdown:• Training (30) of Executive Management ,• Training (728) of Social Employees at the Social Services Units,• Training (250) of Social Services Units’ Secretaries

(Transfer Training),• Training (120) of Daman staff members and Information Centre's

employees on MoSS Family Profile Database of 23 Governorates,



I - PROJECT

EXPECTED OUTPUTS

Output: 3

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PROGRESS(year 2011)

Activities of short term National Consultants:

• Prepare draft version of “the National Body of Food Subsidy” law. • Prepare Case Study on “General Structure of MEGA Bakeries and merging of Small

Bakeries”.• Prepare Case Study on “Supply Chain Study” to the Minister. • Finalize Case Study of “Measuring of the Balady Bread Production Cost” through

field survey on 5 bakeries. • Prepare TOR of “Build and design a new efficient and effective system for Balady

Bread through removing government intervention from initial stages of the BaladyBread Supply Chain to its last stage.

Cooperation with WFP and international experts:• Review Egyptian country strategy for the World Food Program 2012 to 2016. • Build and design a new efficient and effective system foe Balady bread.• Draw structured implementation plan for the new Balady Bread system.• Design a pilot project for the first phase of the implementation of the new

enhanced and efficient Balady Bread system.



I - PROJECT

EXPECTED OUTPUTS

Output: 3

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PROGRESS(year 2011)

NGO’S ACCREDITATION & ELEGIBILITY SYSTEM

I - PROJECT

EXPECTED OUTPUTS

to develop a system for accrediting NGOs,MOSS in collaboration with CAPMAS and the Union for NGOs, establisheda database of NGOs, and set a system for accreditation of NGOs, which has not be functional yet. There is limited cooperation between the project staff responsible for this output and their counterpart within MOSS.

The NGOs Accreditation Criteria and the form for implementation were finalized,

• Implementation for 100 NGOs and results analyzed.

• Additional criteria were developed for NGOs dealing with disability.

The NGOs’ Database is being revamped. Its aim to develop a database for the NGOs in Egypt and produce unified statistics. The work achieved during this period includes:

• Defining data items to be added into the System (required by CAPMAS & Union of NGO’s),

• Design and development of the system are completed.

Output: 4

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PROGRESS(year 2011)

NEW SOCIAL PROTECTION SYSTEM

I - PROJECT

EXPECTED OUTPUTS

Smart Cards: Defined the rules of matching the input data for the ration cards with the

exchange data and sent it to the smart card companies. The smart card companies designed programs necessary to the matching. Testing the matching programs in some Governorates such as Port Said and

Aswan.

Targeting Database Project: Technical support for Targeting Program. Exporting Targeting data for the completed governorates in a format that easy

for SPSS statistics analysis.

Social Solidarity Pensions from Post Offices: Following up the monthly operation of Social Solidarity Pensions from Post

Offices. Extracted and transferring Social Solidarity Pensions database of El-Kaliopia and

El-Behira from Social Insurance Organization, SIO to Family Profile Program. Co-operating with Governorates and social administrative offices and Information

Center of MoSS to solve all the networks and technical problems of the project.

Output: 5

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PROGRESS(year 2011)

IMPROVING NASSER SOCIAL BANK

Revamping the current data center at NSB Head Office to enable the operation of a newly developed state-of-the-art digital network.

Established an NSB Human Capital Development Center (HCDC).

Developed new/revised bank regulations.

Developed a model for the look-and-feel of rebranded bank branches, hired well over 400 new employees based on predefined set of selection criteria, and opened 3 new branches conforming to the new rebranded branch model.

NSB automation project will fully automate all NSB services and connect all of its 90 branches through a sophisticated/secured network. It will also ensure that the bank uses state-of-the-art technologies and information systems. The project will incorporate an efficient business continuity solution to ensure data integrity and around the clock availability of services. In addition, the project will enable the bank to provide a set of services that it is not currently possible due to the nature of its legacy/outdated information systems and technologies.

I - PROJECT

EXPECTED OUTPUTS

Output: 6

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PROGRESS(year 2011)


The bank is undertaking an aggressive human capital development initiative and succession plan. The initiative will begin with a massive human capital assessment and gap analysis phase followed by a customized human capital development program that targets employees across the organization to change/improve its culture.

The bank has developed a three-year plan to revamp its ninety branches across Egypt.

In 2010, NSB managed to develop a model for the newly branded branches and revamped three branches. Now the processes, consulting offices, and implementation contractors are on board and according to the plan the bank revamped 19 branches in 2011 and the remaining branches will be done by 2014.

I - PROJECT

EXPECTED OUTPUTS

Output: 6

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II – PROJECT FINANCES


THE PROJECT FINANCES : 2006 - 2011

Output Description 2006 2007 2008 2009 2010 2011

Output 1 Advisory Unit $51,893.65 $198,255.7 $313,102.98 $314,442.12 $361,160.83 $248,303.73

Output 2 Restructuring _ _ $17,163.56 $117,375.12 $150,801.85 $145,691.64

Output 3 Capacity Building _ _ $7,560.06 $16,067.22 $30,775.01 $26,525.80

Output 4NGOs AccreditationSystem

_ _ $290.14 $93,686.15 $84,071.56 $65,524.80

Output 5Social ProtectionSystem

$11,783.96 $29,635.5 $56,251.8 $140,757.76 $58,844.01 $41,004.69

Output 6 Nasser Social Bank _ $52,784.5 $31,974.47 $112,959.51 $149,693.27 $38,069.48

Total $63,677.61 $280,675.70 $426,343.01 $795,287.88 $835,346.53 $565,131.50

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THE PROJECT FINANCES : 2006 - 2011

The project was able to achieve major financial savings as a direct result of the following contributing factors:

The nature of the work planned and achieved for this project is intentionally carried out in gradual, incremental in order to ensure future sustainability.

All costs related to MoSS’s developing of social units were funded from MoSS’ budget.

All costs related to MoSS’s training programs were funded from MoSS’ budget, but the training programs were devised and supervised by the Project’s contracted staff.

All the costs related to upgrading MoSS’ IT infrastructure, including software, hardware, and other equipment were paid from MoSS’ own budget or through MCIT and MSAD.

All the costs related to Nasser Social Bank’s training programs and IT upgrading, including the purchasing of software, hardware, as well as other reform/restructuring expenditures were paid from the bank’s own budget.

All the administrative aspects of the project fixed assets were funded by MoSS, including furbishing, equipments, IT requirements, etc,

II – PROJECT FINANCES

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III – PROJECT RISK &

ITS MANAGEMENT


THE PROJECT RISKS & RISK MANAGEMENT:

PROJECT RISKS PROJECT RISK MANAGEMENT

The capacity of the MoSS staff to adapt and absorb changes introduced by the project is limited.

The Project has supported and expanded all types of training programs of MoSS staff, in order to ensure adoption of introduced reforms by MoSS’ staff.

The PMU is not fully integrated with MoSS.

The Project management ensured that all contracted Senior Advisors, Consultants, and Specialists are assigned to interact and work directly with MoSS’ senior and middle level staff, in order to ensure transfer of Knowledge & expertise.

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IV – FUTURE PLANS &

CHALLANGES


• Conduct a Project Evaluation Exercise during the first quarter of 2012, in order to measure progress achieved during year 2011, identify shortfalls, effectiveness and efficiencies (through the contracting of an expert/company).

• Project extended to the end of December 2012.

• Financing is required from the Ministry of Finance to fund MoSS’s large-scale services improvement and development programs.

THE PROJECT’S FUTURE PLANS AND CHALLENGES:

Here are the project’s future plans to implement and the challenges to be addressed during year 2012:

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Effectiveness and Efficiency of Current Information Systems

(Strengths and Weaknesses)

• Strengths:

1. Users need assessments was done to meet MoSS requirements.

2. Team work consisted of national consultants working together with MoSS

staff to build and increase their capabilities to be able to operate and

maintain the MoSS Information System in the future.

3. MoSS Information System was built using the up-to date technology with

standards documentation (to be completed).

1. Lack of exchange data between the Governmental Agencies.

2. MoSS Information Strategic Plan Not established at the beginning of the project.

3. System Design was not built to ensure databases integration.

• Weaknesses:

STRENGTHENING THE CAPACITY OF THE MINISTRY OF SOCIAL

SOLIDARITY PROJECT

39

Constrains and barriers to manage and improve availability and

accessibility of data and information.

1. The lack of reliable and timely information.

2. The existing data and information is not sufficient managed.

3. The lack of financial resources (MoSS), trained workforce, awareness and

availability of information and/or institutional setup.

4. The processes of Socio-Economic information collection, production and

dissemination are not clear in Egypt.

5. The monitoring organizations do not feed their results into a common

information system.

6. Absence of a comprehensive methodology.

STRENGTHENING THE CAPACITY OF THE MINISTRY OF SOCIAL

SOLIDARITY PROJECT

The most significant constraint to establish Integrated Information

Systems in Egypt :

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1. Management of expectations.

2. Knowledge and assimilative capacity of Governmental

Agencies initially low making it difficult for them to express

their needs.

3. Lack of realistic performance measures.

4. Rapid changes in technology.

5. Reluctance to provide or share data due to concerns about

implications for data owners.

Implementation Challenges : STRENGTHENING THE CAPACITYOF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

41

1. The MoSS Information System started small rather than big by building capacity and slowly increasing the scope of work.

2. Use the RBM to create realistic work plans and to manage expectations.

3. Reporting is most effective when done on an outcome and output basis with accurate reporting of results and scheduling.

4. Accepted and worked in consideration of the assimilative capacity of MoSS which has substantial grown.

5. Make provisions for rapid changes in technology by creating flexibility in work plans (i.e. short duration activities).

Lessons Learned: STRENGTHENING THE CAPACITYOF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

42

6. Ensure counterpart staff are available at a management level ,also useful at a technical level.

7. Use of a participatory approach at all levels in MoSS requiring daily interaction with MoSS Agencies.

8. Need for continuous communication with UNDP.

9. Need to arrange a monthly meeting with all partners to follow up all MoSS implementation activities.

10. It is very important for all MoSS focal points & coordinators to attend all the technical meetings.

11. Need to assign incentives for all employees of MoSS that already auditing the data and using the system.

(Cont.)STRENGTHENING THE CAPACITYOF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

Lessons Learned:

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Annual Work Plan

AWP 2012


Description: Annual Review Report of Strengthening the Ministry of Social Solidarity

Implementing Partner: Ministry of Social Solidarity, MoSS is divided into 2 ministries

(Ministry of Supply and Internal Trade & Ministry of Insurance and Social Affairs)

Project Issues:

Updated Project Risks:

1. MoSS has a weak infrastructure mainly in its financial

reporting capacity due to the lack of international

experience with donors.

2. The capacity of the MoSS staff to adapt and absorb

changes introduced by the project is limited.

3. The PMU is not fully integrated with MoSS.

Updated Project Risk Management:

1. The Project hired a Senior Accounting Manager, with

strong financial background, to ensure the proper

financial management of the project resources in

accordance with rules and regulations.

2. The Project has supported and expanded all types of

training programs of MoSS staff, in order to ensure

adoption of introduced reforms by MoSS’ staff.

3. The Project management ensured that all contracted

Senior Advisors, Consultants, and Specialists are

assigned to interact and work directly with MoSS’

senior and middle level staff, in order to ensure

transfer of Knowledge & expertise.

Annual Report 2012

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Annual Work Plan

AWP 2012


THE FOLLOWING OUTPUTS SHALL BE ACHIEVED DURING THE PROJECT’S DURATION.

Advisory Unit established at the MOSS

Proposed New Structure for decision making

Capacity Development is Institutionalized

NGO’S Accreditation & Eligibility System is in Place

More Effective Social Protection System

Nasser Social Bank Evaluated

Output: 1

Output: 2

Output: 3

Output: 4

Output: 5

Output: 6

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Advisory Unit established at the MOSS

Description: To support MOSS in recruiting outside expertise to assist it carry out the project’s targets.

YYYY target: 2012

1. Set-up and organized regular senior staff meetings with regard to presenting the various projects of MoSS to all Consultants, with the purpose of facilitating communication and cooperation among all project staff, Consultants and various task managers.

Annual Work Plan

AWP 2012

Output: 1

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Proposed New Structure for decision making

Description: To developing Moss’ mission & vision to respond to its new mandate.

YYYY Target: 2012

1. Follow-up establishment of (80) projects being implemented by Central Agency for Reconstruction.

2. Follow-up establishment of (21) projects being implemented by Educational Buildings Authority.

3. Follow-up establishment of (15) projects being implemented by Housing Directorates in Governorates.

4. Follow-up establishment of new ministry building in Agouza being implemented by the Military Works Department of Armed Forces which planned to be completed in 31/12/2012 to be outfitted with fiscal year plan 2012/2013.

5. Follow-up the efficiency raising of (33) social units in many Governorates by local contractors.

6. Ratification to start establishment of (13) new social services centers and development of (15) social units in addition to equipped (103) service projects in many Governorates.

Annual Work Plan

AWP 2012

Output: 2

47

Description: To develop capacity building for MOSS and NGO’s.

YYYY target:2012

1. Family Database System:

Interface with Smart Card Companies via web services. Interface with Social Insurance Organization via web services. Finalize rollout of the system for all governorates. Hosting Family Database at Social Insurance Organization Information Center.

2. GIS System:

Produce GIS reports for targeting system. Integrate with systems of Ministry of State for Administrative Development

(E. Government).



Annual Work Plan

AWP 2012

Output: 3

48


3. Establishing the Ministry IT infrastructure:

Finalize outsourcing Hosting of Data Center at Social Insurance Organization Information Center.

Finalize setting up a Disaster Recovery Center.

4. NGOs System:

Develop the system to meet all the needs of Central Department of NGO’s of Ministry of Insurance and Social Affairs.

Complete the design of the required reports (statistics - detailed data).

5. Pilgrimage System :

Enhancement for running Hajj Program. Design a new set of reports.



Annual Work Plan

AWP 2012

Output: 3

49


6. MOSS Website:Develop the website of the 2 ministries (Ministry of Supply and Internal Trade & Ministry of Insurance and Social Affairs) through: Coordinating with Project IT Team, the ministry's IT department and Media Consultant to gather

information about the current MoSS web site and the needs to be met in the new web site. Analysis of the current web site, and identifying the restructuring needed and the information and

services to be included on the new website. Developing the new website information structure. Preparing the development environment. Creating the design of the new web site, and implementing sample homepage and an internal page.

7. Call Center Project : Implement new services and updates. Rollout of MoSS new updates, services and requirements. Integration of Call Center Database and Complains Database on Website.

8. ERP System: Keep the project on track.



Annual Work Plan

AWP 2012

Output: 3

50


9. Training Activities:

A- Ministry of Supply and Internal Trade:

Training (60) directors and managers of the sectors (Senior Management).

Training (80) employees of Citizens Service Department (Executive Management).

Training (45) employees of Public Relations and Media Department (Executive Management).

Training (125) inspectors of Central Department for Inspection (Middle Management).

Training (80) employees of Supply Departments and Offices (Middle Management).

Training (80) employees of Internal Trade Sector (Middle Management).



Annual Work Plan

AWP 2012

Output: 3

51


9. Training Activities :

B- Ministry of Insurance and Social Affairs :

Conversion Training (160) of Social Units secretarial employees to work as assistant social specialist (Executive Management).

Training (80) social specialists to develop skills and increase functional capacity(Middle Management).

Training (160) social specialists to use Family Database System (Middle Management).

Workshops for )400) of social specialist on the New Social Protection Law (Middle

Management).

Training (20) of Senior Managers on Total Quality Management (TQM).

Training (20) of employees on the Computer Skills (Executive Management).

Training (20) of employees on English language (Middle Management).



Annual Work Plan

AWP 2012

Output: 3

52


NGO’S ACCREDITATION & ELEGIBILITY SYSTEM

Annual Work Plan

AWP 2012

Description: To create an accreditation & eligibility system for NGO in Egypt

YYYY Target: 2012

Establishing the Audit Committee and implementing of its role and responsibilities.

Training governorates relevant staff on the eligibility criteria forms application.

Evaluation and analysis the results of the eligibility criteria of NGOs.

Arrange for tailored training courses to cover the main weakness elements in the majority of NGOs based on the analysis of the criteria evaluation results.

Drafting the guiding report for the NGOs.

Output: 4

53


NEW SOCIAL PROTECTION SYSTEM

Annual Work Plan

AWP 2012

Description: To Review & Improve targeting

YYYY target: 2012

1. Targeting Database Project: Complete Data entry of 1000 villages. Targeting criteria and formula is used. Complete Data of supply card beneficiaries to contain all targeting criteria. Exporting Targeting data for the completed Governorates in easy format for SPSS

statistics analysis.

2. Smart Cards: Rollout of smart cards for Solidarity Pension Service throughout all Governorates. Develop and implement interface with wholesale companies.

3. Social Solidarity Pensions from Post Offices: Finalize issuing Social Solidarity Pension from any Post Office in the same Governorate

by family smart card.

Output: 5

54



Description: To assess Nasser Social Bank and prepare it for restructuring.

YYYY target: 2012

1. Prepare revised set of regulations for NSB Investment, “Takaful”, “Takeraats/Akarats” and Legal divisions.

2. Continue to: Connect central departments to newly commissioned NSB’s digital network. Investigate means to modernize archiving capabilities. Introduce ATM services to NSB clients and employees. Redefine branches’ performance criteria to match NSB’s philosophies/mission. Develop NSB website. Develop NSB intranet site (for internal use). Develop a preliminary concept for a revamped main branch at 35 Kasr El Nil-Cairo. Implement Year 2012 NBE training program. Continue monitoring progress at the three new branches: Nasr City, 6 Oct., and Zakazeek. Prepare a human development program for NSB staff. Monitor progress of the new Human Capital Development Centre (HCDC).

Annual Work Plan

AWP 2012

Output: 6

55



Description: To assess Nasser Social Bank and prepare it for restructuring.

YYYY target: 2012

3. Evaluate 6 branches of NSB and “Zakaat” committees in Southern Egypt.

4. Finalize revised regulations for Investment, “Takaful”, “Takeraats/Akarats” and Legal divisions.

5. Connect central departments to NSB’s newly commissioned digital network.

6. Issue the strategy formulation process with NSB’s executives.

7. Initiate contact with Engineering Authority of Armed Forced to revamp upper Egypt branches, and Initiate a study to formulate functionalities and roles to introduce new NSB access points

8. Revamped, completely, the Information and Computer Center of NSB, connecting 10 Database Centers of NSB branches.

9. Establish the bank’s Call Center, and documenting all operational regulations.

Annual Work Plan

AWP 2012

Output: 6

56

THANK YOU

STRENGTHENING THE CAPACITYOF THE MINISTRY OF SOCIAL SOLIDARITY PROJECT

undp moss project board meeting 30062012

Documents

project capacity

project activities

project needs

project durationuntil

project experts

socialsolidarity project

output moss tau

capacity of theministry