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April 29, 2008 OECD Fourth Regional Meeting of GDF Working Group, Amman Regional Capacity Building Seminar on Drafting Legislation and Oversight Bodies.

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Presentation on theme: "April 29, 2008 OECD Fourth Regional Meeting of GDF Working Group, Amman Regional Capacity Building Seminar on Drafting Legislation and Oversight Bodies."— Presentation transcript:

1 April 29, 2008 OECD Fourth Regional Meeting of GDF Working Group, Amman Regional Capacity Building Seminar on Drafting Legislation and Oversight Bodies for Regulatory Quality Eng. Ghada Labib The Head of the Institutional Development Program

2 GL – OECD -Amman29/4/2008 2/19 Overview Strategy of Ministry of State for Administrative Development (MSAD) MSADs Capacity Building Policy Institutional Development Program (IDP) IDP Approach IDP and Capacity Building IDPs Outlines for Human Resources Development Capacity Building in the Legislation Domain

3 GL – OECD -Amman29/4/2008 3/19 Strategy of Ministry of State for Administrative Development (MSAD) MSAD has been mandated to develop the Government body to be more flexible, competent, efficient and effective

4 GL – OECD -Amman29/4/2008 4/19 MSADs Capacity Building Policy Towards this goal MSAD has adopted a policy that has incorporated the capacity building via: Fostering a new generation of government leaders Adopting intensive human resource development programs Improving incentive and salary schemes

5 GL – OECD -Amman29/4/2008 5/19 Institutional Development Program (IDP) Since the Capacity Building of the Human Capital is a pivotal step towards the administration development, MSAD has assigned the IDP this task IDP is a program launched by MSAD to align the governmental institutions to the National Strategies and directions to radically improve the institutional performance and creating an effective and efficient governmental body

6 GL – OECD -Amman29/4/2008 6/19 IDP Approach IDP undertook before initiating any step towards the capacity building to review first the existence and effectiveness of: Long and short termed strategic plans Simple organizational structures Well defined roles and responsibilities Capacity building programs (top/middle management) Legislation amendment

7 GL – OECD -Amman29/4/2008 7/19 Legalization Amendment (e.g. Civil Service Law) IDP has proposed a law project to enforce its plan for upgrading its HR capital via drafting the Civil service law that: Attracts qualified calibers to work in the different governmental entities, by offering them competing wages Teachers Cadre Defines a set of procedures to be followed in the process of hiring the right person for the right job based on their qualifications and skills IDP and Capacity Building

8 GL – OECD -Amman29/4/2008 8/19 IDP and Capacity Building (Continued) Then IDP Develops current personnel department within the governmental entities to HR department that includes new redefined: Structure Functions Responsibilities Training system

9 GL – OECD -Amman29/4/2008 9/19 IDPs Outlines for Human Resources Development Objective: Maximize return on investment from the organizations human capital Mission: Develop a competitive workforce in an environment of industrial harmony and social justice

10 GL – OECD -Amman29/4/ /19 IDPs Outlines for Human Resources Development (Continued) Functions and Activities: Developing and providing the following human resources services, advice, support, and assistance to employees: Recruitment Compensation Promotions Managing Relations Designing training materials Training Employees Planning and implementing HR policies, programs, communications plans, and information management systems Comprehensively analyzing, evaluating, and improving HR activities and the effectiveness of HR programs, services, and initiatives.

11 GL – OECD -Amman29/4/ /19 IDPs Outlines for Human Resources Development (Continued) Typical Time Devoted to HR activities:

12 GL – OECD -Amman29/4/ /19 IDPs Outlines for Human Resources Development (Continued) HR Reform Policy: Strategic alignment of staff management systems with strategic objectives of the organization may lead to improved government effectiveness. Leadership commitment is necessary Must understand the underlying political system to make sense of or improve public staff management: To make a difference, an understanding of politics is every bit as important as an understanding of HRM itself. Governments are well advised to start reform from current situation and adjust gradually to best practice requirements rather than start from scratch and try to build a new system.

13 GL – OECD -Amman29/4/ /19 IDPs Outlines for Human Resources Development (Continued) HR Reform Policy (Continued): Before tackling more complex issues, a solid foundation should be in place (e.g. institutionalizing a unified merit-based career civil service) In order to be binding, Reform should be: Voluntary (not imposed by outside agents against governments better judgment) Explicit (clear and straightforward) Challenging (leads to significant improvements) Public (leaders publicize their commitment to reform in mass media) Irrevocable (no turning back if things get hard)

14 GL – OECD -Amman29/4/ /19 IDPs Outlines for Human Resources Development (Continued)

15 GL – OECD -Amman29/4/ /19 Capacity Building in the Legislation Domain The main Role of IDP in reforming legislations: new civil service law, ERRADA Coordination with the State Council: Legislation sector Legal advise department Capacity Building : Faculties of Law – Egyptian Universities Juridical Academy Project IDLO (International Intergovernmental Organization)

16 GL – OECD -Amman29/4/ /19 OECD – EGYPT Partnership Thank you!


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