Results-oriented budgeting in Egypt

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2013
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consultants and pilot ministries. Open channels were secured between the local consulting teams, the 
ministers at the pilots and the MOF in order to overcome any implementation bottlenecks. 
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All subliminal pilots developed their own mission statements and objectives. For some pilots, this 
exercise was performed for the first time in their operational histories, while for others it was helpful in 
updating the previously developed ones based on revised mandates over time. 
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Ongoing awareness creation had resulted in the special tailoring of multi-level results-oriented 
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dgeting capacity building programs in order to enable the creation of a “culture of performance.”
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Awareness was created not only in the form of workshops, but also through the use of exploratory 
questionnaires, personal interviews, brainstorming sessions, special and committee meetings. 
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Many pilots had specific operational programs that lacked performance indicators. Their participation 
in the results-oriented budgeting program enabled them to develop performance indicators for the first 
time.
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Cultural resistance to change was experienced in some pilot ministries. This resistance was alleviated 
by peer pressures that valued the benefits of performance measurement and the importance of 
restructured reforms to generate baseline and periodic data for decision making. 
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All pilots’ staff came to appreciate the necessity for developing data management systems as an 
indispensable tool for informed decision making within a sustainable monitoring and evaluation system 
and budgeting for performance. 
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A focus on customer service and public service delivery started to emerge while work progressed. 
Many of the pilots considered this to be of special importance, to the extent that it was reflected in their 
newly designed or revised mission statements. 
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The sustainability of the core team for effecting budgets-for-performance was supported by developing 
modular committees that encouraged people to voice their strategic visions of the future of their 
organization and the means to measure their organizational goals. 
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Not all pilots possessed a performance cost-accounting system for the relevant centers in order to 
measure effective costs and to accurately link them to programs and activities. Local consultancy was 
offered in this respect.
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Readiness of pilot sites for the implementation of results-oriented budgeting varied, and progressed at 
different rates. 
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Some pilots were able to align their strategies to their organization/government agency; others to those 
of the overall purpose of their relevant ministries. Most had not linked yet their new budgeting exercise 
to the overall economic development plan of the country (the link between national and corporate 
policies, programs and projects). 
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Pilots’ progress and approach to the completion of their first PBB/M&E
budget and systems were at 
various stages, yet all were tuned to present their first PBB/M&E budget to MOF and the Parliament 
for FY2004/05.
4.2.1.4 Piloting Status from the World Bank
’s
 Perspective 
The WB review mission arrived in December 2003 and was met by the pilots who were keen on receiving 
feedback on the time and effort expended over the past months to implement the results-oriented budgeting 
monitoring and evaluation system. Many of the pilots were newcomers to the exercise and were met for the first 
time by the WB team. The mission documented the progress made in the pilots over the past 12 months