Interdisciplinary Journal of Research in Business ISSN:
2046-7141
Vol. 2, Issue. 9, (pp.13- 25)
|
2013
01
Enhancing the design of the management information database and
developing key performance
indicators (KPIs)
Developing a decision-support system (DSS)
Integrating further the budgetary databases and procedures with the MIS
Building “sustainable” capacity in the agenci
es concerned
Strengthening the interaction between the detailed performance measures developed through the pilots
(“micro” level), the strategic objectives of the ministries concerned (“meso” level)
and Egypt’s national
policies (“macro” level).
4.2.1.6 Recommendations of the Review Mission
Proceed with the immediate establishment of a ministerial committee to guide the results-oriented
budgeting program and to serve as champion for the pilots
Hold a government roundtable by end of Phase 1
project term
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to exchange views between
government and other stakeholders in order to ensure the continuance of the PBB learning process and
to identify new pilots for project expansion
Continue with capacity building efforts of new local consultants to support the growing demands for
introduction of new pilots to the program
Build the necessary information base for possible replication to other pilots
Consider the establishment of a committee of government officials, below
ministerial rank, to review
technical issues related to the development of information systems, budgetary procedures and
performance measures; and to improve the technical analysis and reporting
of information from the
pilot studies. This should facilitate the more rapid dissemination of the work, and the unification of
methodology and approaches among the various pilots (Allen and Kusek, 2003).
4.2.2 Phase 2: A Year Down The Road
A year into the project lifecycle which was near completion, there was an increasing demand from within the
ministries to roll-out additional pilots. Such an expansion would require a time extension of the current project,
in addition to the continued technical
support of the present pilots, which were at different stages of
development. Accordingly, the GOE and the WB agreed on a project extension for one more year
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to replicate
knowledge and cautiously expand the number of pilots.
4.2.3 Matrix Reloaded
Given the project extension, two activities were envisioned. First, upon guaranteeing its success as a model for
other pilots, the Phase 1 Project Action Plan Matrix will be reloaded in the coming period for the new pilots. As
for the older subliminal pilots, as was previously mentioned, it was acknowledged
by the last WB review
mission in December 2003 that some pilots have started their results-orientation activities prior to launching of
the project and were ready to work without technical assistance; other group of pilots achieved as planned; and a
third group was behind due to some institutional and cultural resistance to change which was within tolerance
levels.
In the following Phase 2 (FY2004/05), the technical assistance team planned to free some of its time to take on
more pilots either within the same pilot ministry, or a new pilot ministry. As for the second group of pilots
mentioned above, the local consulting team planned to continue working with the pilots that were off-schedule,
in addition to the new ones. Third, the newly starting pilots will be assigned new working teams that were
identified as qualified providers. The strategy was to continue with the successful approach of inviting specialist
review missions and technical support from the WB.
Starting December 2003, MOF has received an overwhelming number of requests from Egyptian ministries to
join the project. The received applications were from ministries that
were included at the inception, and have
add-on pilots, while other ministries intended to join for the first time. Up to July 2004, applications from 22
ministries were received together with 49 subliminal pilots besides the existing ones. This reflects the success of
the project and the dedication of all stakeholders involved in making it a genuine success story that was
supposed to leave its mark on the citizens of Egypt for years to come.
However, despite the great potential of the long list of new pilots and affiliated entities, MOF accepted the WB
expert advice not to spread too thin at this initial stage of the project’s life. The project has indeed, demonstrated
its success through adoption in the 13 mentioned subliminal pilots instead of the planned 5
pilots at project