Support to Civil Service Reform and Managment Capacity of Public Administration - Phase II

Overview

Status: Active

Project duration: 01 January 2017-31 December 2019

Background

The UNDP’s assistance to the Office of the Minister of State for Administrative Reform (OMSAR) has been facilitating the implementation of the reform goals since 1994.

The new Strategy for the Reform and Development of the Lebanese Public Administration necessitated a new vision for support to administrative reform programs, civil society advancement and local development.

The current phase of the project covers the period of 2013-2015. It aims at supporting civil service reform initiatives in order to modernize public sector organizations, provide them with the latest management and ICT tools to further improve their service delivery. This project also backs up the activities that are funded by the EU to develop the technical and managerial capacity of municipalities and non-government organizations.

Expected Results

  1. Governance, accountability and transparency enhanced in the public sector.
  2. Capacity of Public administration developed through the adoption of modern techniques and tools.
  3. Human resources management modernised and developed
  4. Public services efficiency enhanced and the administration/citizens relationship improved
  5. The use of ICT tools enhanced and an E-Government portal established
  6. Technical and Administrative support provided to ensure the proper execution of awarded contract with the scope of the following specialized projects: Solid Waste, AFKAR and LOGO.
  7. Change management techniques introduced and OMSAR reform programs promoted

 

Achievements

From 1996 to 2016 the project at OMSAR achieved the following:

1.      Governance, accountability and transparency enhanced in the public sector.

·     A methodology for Regulatory Impact assessment was developed by OMSAR with the assistance of SIGMA.  And two pilot projects have been identified to be subject to a RIA approach.

2. Capacity of Public administration developed through the adoption of modern techniques and tools.

·     Four strategic plans with operational plans were finalized for four Ministries (Health, Tourism, Social affairs and Industry) and Strategic Planning Methodology and Tool Kit developed.  In addition to conducting the required training in the four mentioned Ministries including the training for the establishment of Strategic Planning Help desk in OMSAR.

·         Launched and started the implementation of a technical Support to the Central Agency for Statistics.

·         31 Key Performance Areas (KPAs) and 1224 Sectoral and Organizational Performance Indicators (KPIs) in six ministries (Education, Finance, Economy and Trade Industry, public works (DG of Urban Planning), Water and Energy (DG of Hydraulic and Electric Resources)) were developed in collaboration with the Central Inspection.  The first reporting based on these indicators is planned to take place by the end of 2017. 

·         Public Procurement National Modernization Strategy was developed. And several standard documents to be used in public procurement were produced and recommendations based on the review of the relevant legal texts (functions of the Tender Board, Public Accounting Law) were developed. Specialized training on PP best practices have been conducted (evaluation using weighted criteria; Change Management, Risk Management

3. Human resources management modernised and developed.

·         The e-learning project was officially launched in the Grand Serail and 1500 applications from government staff to enroll in the e-learning portal were received.

·         Four HR Tools have been developed: (1) A merit-based recruitment system based on competence-based job descriptions; (2) A performance appraisal system; (3) Training Needs Assessment; (4) Advancement and promotion System;

·         25 Task Force members from the CSB, ENA and 4 pilot ministers have completed the workshops assigned on the new HR tools;

·         A Development Plan for the ENA has been developed and approved by the ENA top management;

·         A new job description template has been designed in collaboration with the CSB. Sixteen job descriptions have been developed according to the new template by the CSB and the Task Forces of 4 pilot ministries to test it before replication.

4. Public services efficiency enhanced and the administration/citizens relationship improved.

·         End of phase 1 (assessment of the AS IS situation) and phase 2 (analysis of the AS IS situation). The phase 3 (design of the TO BE situation) expected to be ended in January 2017.

5. The use of ICT tools enhanced and E-Government portal established.

·         A Council of Ministers decision was taken to adopt the first large scale interoperability project including the first version of the Interoperability Framework.

·         The Infrastructure including two data centers and all related equipment for the project of Courts Automation were delivered.  And the testing for the courts automation has started.

·         The project Records Reparation and Micrographics of the National Civil Registry has started in early 2016 and implementation of the record reparation has progressed significantly. Currently,25% of all records were restored.

·         In 2016 a US$ 2.4 million project was scoped and implemented to supply HW servers, computers, printers and scanners to 28 government entities including the successful and timely delivery of equipment to the Ministry of Education that helped the latter to meet some exceptional obligations related to a new design for the student examination system.

·         A new project to support the modernization of the National Social Security Fund was contracted and the project commenced during November 2016.

6. Technical and Administrative support provided to ensure the proper execution of awarded contract with the scope of the following specialized projects: Solid Waste, AFKAR and LOGO.

·     The resource mobilization process of EURO 35 Million (two EU grants) in support of the Solid Waste Program has been finalized and several projects under these grants (2 ‘Work’ contracts and 4 ‘Supply’ contracts and 1 O&M) have been launched after the finalization of the related work design (2 facilities) and the technical specifications (4 facilities). Two other work designs and 3 landfills design are expected to be done by end 2016. Training delivered to OMSAR beneficiary municipalities in collaboration with the MoI under the EU financed Muffin program.

·     Under the AFKAR program all first phase projects (11: local governance, women empowerment, rural development, disability, fair trade …) were finalized, 13 NGOs were contracted (Phase II) and a technical assistance to conduct the CSOs capacity building has been contracted.

7. OMSAR’s institutional reinforcement supported and change management processes established

·         6 KPAs (Key Performance Area) were identified

·         368 KPIs (Key Performance Indicator) were developed

 

The project is facing several challenges that can be summarized as follows:

  1. There is no serious and effective political commitment to administrative reform program.
  2. Lack of an adopted vision for administrative reform. This fact is affecting the ability to set national priorities and diminishing the degree of support to the various initiatives proposed/managed by OMSAR.
  3. The public-policy making process is disrupted and inefficient.
  4. Weak coordination between the various public entities and even between departments within the same entity and lack of proper data and information management as well as lack of timely decision making.
  5. Weak capacity due to inadequate institutional and ICT frameworks that deprive the public entities from being abreast of the latest management and technological developments.
  6. There is no modern organizational context to manage human resources. This limits any possibility for mobilizing the required human resources to institutionalize the administrative reform initiatives and sustain the projects that are being implemented.
  7. Qualified managers and employees in the administration are overburdened with the daily tasks that rarely leave them a room for forward planning and to be effectively involved in the institutional development projects.

Related Documents

Project Document English

Fact Sheet 2017

 

 

 

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