Q4 2011 Progress Report MoSS

Annual Review Fourth Quarter Report for 2011
Deliverable Description Date: 15 March 2012

Purpose/Description of the Target Annual Progress Report for 2011:
An annual project progress report should be prepared toward the end of
each year to document the performance of each project and communicate
it to appropriate stakeholders. This review will focus on the extent to which
progress is being made towards production of deliverables required to
generate output and identification of project issues and their solutions.

Format:

Any standard appearance to which the Deliverable must conform:

Annual Project Progress Report Atlas

Derivation/Inputs:
Annual Progress Report receives inputs from:
 Deliverable Descriptions
 Quality Log
 Issues Log
 Risks Log

Quality Control Method:

Project Assurance will review the Annual Progress Report and ensure that
progress is properly documented including % progress towards deliverables,
risks and issues.

Accountabilities:

Accountabilities for producing the Annual Review Report:
 Project Manager

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Annual Report

DATE:
Award ID: 00044225
Description: Annual Review Report of Strengthening the Ministry of Social Solidarity
Implementing Partner: Ministry of Social Solidarity
Period Covered: 2011
Project Issues:

Updated Project Risks: Updated Project Risk Management

1. MoSS has a weak infrastructure mainly in its 1. The Project hired a Senior Accounting
financial reporting capacity due to the lack of Manager, with strong financial
international experience with donors. background, to ensure the proper
financial management of the project
resources in accordance with rules
and regulations.

2. The capacity of the MoSS staff to adapt and 2. The Project has supported and
absorb changes introduced by the project is expanded all types of training
limited. programs of MoSS staff, in order to
ensure adoption of introduced
reforms by MoSS’ staff.

3. Mainstreaming and inclusion of the Project 3. The Project management ensured
Management Unit (PMU). The PMU that all contracted Senior Advisors,
operates in seclusion of the remainder of the Consultants, and Specialists are
Ministry and is not yet fully integrated with assigned to interact and work directly
MoSS. with MoSS’ senior and middle level
staff, in order to ensure transfer of
Knowledge & expertise.

4. The newly formed ministry MoSS’s complex 4. Extensive efforts are underway to
and changing mandate has made it difficult formulate and broadcast MoSS’
for both Ministry staff and other government reform mandate and its vision of
counterparts to interpret its role and reform to both its staff and to the
activities. public. A broad communication
message will be launched in 2009.

5. Expected changes in both the Egyptian NGO 5. The Project/UNDP has advocated a
law and social policy pertaining to subsidies participatory approach towards both
might result in increased social pressures. change processes in order to
incorporate inputs and perspective
from a wide variety of stakeholders,
including the set-up of various internal
and external NGO Policy Review
Committees.

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Project Performance:

OUTPUT 1: MOSS TAU ESTABLISHED

Project ID: 00044225
Description: To support MOSS in recruiting outside expertise to assist it carry out the project.

YYYY target:

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.

YYYY Achievement:

1. 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.

OUTPUT 2: MOSS NEW STRUCTURE
Description: To developing Moss’ mission & vision in order to respond to its new mandate

YYYY Target:

1. Central Agency for Reconstruction projects:
Follow-up establishment of (80) projects to be implementing as follow:
 Establishment of (62) projects.
 Development of (18) projects.

2. Educational Buildings Authority projects:
Follow-up establishment of (21) projects to be implementing by the holder as follow:
 Establishment of (10) projects.
 Development of (9) projects.
 Raising the efficiency of (2) projects.

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

4. Court building project for the new ministry building in Agouza:
Follow up the implementation of the project, which is implemented by the Department of
Military Works of Armed Forces and planned to be completed in 31/12/2011 to be outfitted
with fiscal year plan 2012/2013.

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5. Raise the efficiency of social units project:
Follow-up the upgrading of (33) units, Social Directorates in Governorates were approved to
raise the efficiency of social units according to fiscal year plan 2010/2011 & 2011/2012.

6. Investment plan for the fiscal year 2011/2012:
Monitor the implementation of the investment plan for Social Affairs Sector and Supply
sector. (25.7 million L.E. allocated from Social Affairs Sector and 9.19 million L.E. allocated
from Supply Sector of an item of non-residential buildings) to complete implementation the
projects.

YYYY Achievement:

1. Projects of the Central Agency for Reconstruction (Completed):
 Establishment of (20) projects (out of 62 total projects).
 Development of (9) projects (out of 18 total projects).
2. Educational Buildings Authority projects (Been completed):
 Establishment of (5) projects (out of 10 total projects).
 Development of (7) projects (out of 9 total projects).
 Raising the efficiency of one project (out of 2 total projects).
3. Housing Directorates Projects in Governorates:
Follow-up establishment of (15) projects being implemented by housing directorates in
Governorates.
4. Court building project for the new ministry building in Agouza:
Been ratified by the Ministry of Planning and International Cooperation, transferred of 8
million L.E. from (16 million L.E.) allocated for Court building project for the new ministry
building in Agouza and paid for Military Works Department of Forced Armed as down
payment.

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

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OUTPUT 3: MOSS CAPACITY DEVELOPMENT

ID: 00044225
Description: To develop capacity building for MOSS (and NGOs).

YYYY target:

YYYY Achievement:

First : Information Technology Activities:

1. Smart Cards:
 Defined the rules of matching the input data for the ration cards with the exchange
data and sent it to the Smart Cards Companies.
 The smart cards companies designed programs necessary to the matching.
 Testing the matching programs in some Gov. Such as Port Said - Ismalia - Aswan.

2. Family Database System:
 Finalize rollout of the system in 27 governorates
 Technical support for Family Database

3. Targeting:
 Technical support for Targeting Program
 Exporting Targeting data for the completed governorates in a format that easy for
SPSS statistics

4. Social Solidarity Pensions from Post Offices
 Following up the monthly payment 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 the Governorates and social administrative offices with the
Information Center to solve all the networks and technical problems of the project.

5. NGOs Application
 Enhancement the system to meet the requirements of NGOs central department.
 Implementation of the new screens include (training programs, membership,
contributions, committees, directors board members, directors board meetings,
assembly members, assembly meetings, volunteers, NGO problems, research
experience, revenues and expenses, budget).
 Added and redesign some required reports (Statistics & detailed data).

6. Pilgrimage System :
The program is divided into:
A- Electronic lottery program:
 Hajj applications for members of NGOs' directorates & ministry staff.
 Implementation of all required amendments to the electronic lottery program.

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B- Hajj Information System:
 Includes data for the winners of the Hajj, supervisors data, financial receipts,
hotels, hotels accommodation, flights, fellow-up reports.
 The current screens have been updated to increase the level of performance.
 Design a new set of reports.
 Enhancement for running Hajj Program.
 Adding and redesign some of the Hajj program features.
 Implementation a program to print the identity cards of the pilgrims and supervisors
including their data and personal photos.
 Providing technical support for Hajj Program users.

7. Call Center Project:
 Finalize system updates, which include the following:
o Adding new services (Botagaz , Productive Families , Customer services).
o Create new complaint forms for the new services.
o Changing the mandatory/optional filed according to our business need.
o Customizing the Citizen form.
o Editing the Validation rules.
 Continue established training courses for users:
o Follow up Department in Tamween Sector.
o Follow up Department in Sheoon Sector.
 Keep the project on track, by continually monitoring the departments’ performance
through monthly reports.

8. ERP Project:
A. Regarding (Payroll and HR applications for Sheoon sector):
 Finalizing the register employees records process (1600 record) and update
their information which include:
o General information (name, birth date, ID, Graduation information,
employee rank, promotions).
o Basic salaries.
o Training courses.
o Motivation bounce.
o Yearly bounce.
o Vacations.
 Continue running the audit process of reviewing the employee’s payroll data, to
be able for issuing electronic payroll lists.
B. Regarding (Accounting, budgeting applications for Sheoon and Tamween sectors):
 The employees work on day to day basis, and they deliver the Application
Output every month, as required.
C. Regarding (Inventory and purchasing applications for Sheoon and Tamween sectors):
 The employees register departments data and keep it updated.

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9. GIS System:
GIS work includes three main billers, each has its status according to its scopes needs
and details, these billers are:
A. GIS Web Portal
GIS Webpage linked to Ministry main web site:
 Updating the GIS portal through linking the current GIS database with the
updated version of family database (Automatically updated link) on 3
aggregation levels (Governorates, Districts, Sub districts).
 Adding more web functions (zoom in/out & info) to facilitate the usage of
the portal.
 Working on customizing more technical function such print layouts function
using VB studio ver.10
B. Mapping Supply services
Goal: Creating GIS maps for the current supply services on the street level detailed
maps (scale 1:5000) covers all Egypt Governorates.
Participants:
 MOSS Central Department of Planning.
 Al-Massryen Company.
 CAPMAS.
 MOSS GIS unit.
Roles and responsibilities :
 CAPMAS: Based on verbal agreement between the Minster and General
Abu-Bakr Al Gindy (Head of CAPMAS), CAPMAS provides MOSS GIS unit
with complete set of GIS vector data on street level (1:5000) for all Egypt
Governorates, these maps will be used to locate the supply services
starting by subsidized bakeries with its linked outlets.
 MOSS GIS unit: receiving maps from CAPMAS then prepare the paper
layouts and print each sub district separated in map size A0.
 Central planning department receives the paper print outs maps to be
disseminated to different other departments responsible for Bakeries and
Outlets distribution.
 Al-Massreyn Company is responsible for mapping the bakeries and outlets,
in addition to submit all details related to the bakeries such as (name, type,
quota, separated or not, address..etc).
 Then all data to be back again to MOSS GIS unit to do the following actions:
o Build complete access database contains the gathered data related to
each bakery and attached its outlets.
o Locate both bakeries and outlets on the Maps which enable the decision
makers to judge the equality of their distribution over certain location.
Work status:
 After many periodical visits to CAPMAS; a complete detailed digital maps
for 6 Governorates had been delivered to the MOSS GIS unit. these
governorates are:
(Giza, Cairo, Qaluobia, Gharbia, Sharkia, Behira).
 The project starts with mapping bakeries and outlets on the governorate of
Greater Cairo Area (Cairo, Giza and Qaluobia).

 The work achievements % shown in the following table:

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% work
Governorate Remarks
Achievements
Cairo 100%
Giza 100%
Qaluobia 100%

Note: All finished and revised maps original copies are kept in GIS unit.

C. Mapping Target Project results:
Goal: Creating GIS printouts highlight the result of targeting project with co-operation
of Social Study Institute (Dr Ibtsam Al Gafarawy).
Work status :
 GIS unit was responsible for receiving the targeting data and then preparing
the layouts which shows the result of targeting project to be printed on the
complete report, starting by Al Behira Governorate with its district.
 All the work in this phase has been done and sent it to Dr Ibtsam.
A sample of the map produced showed as:

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D. GIS Handover
 Starting from 15 September 2011; The GIS unit had been delivered completely to
a technical committee of MOSS Information Center.
 The GIS unit handover includes the flowing:
- GIS Hardware:
3 units - original Dell PC’s
1 unit - Plotter
1 unit - A4 Black& white laser printer
1 unit - A4 Colour printer
1 unit - Scanner
- GIS Software:
Handover 3 Original GIS licenses (2 ARCGIS Editor – and 1 ARC Server)
and Installation packages needed for plotter and printers and scanner.
- GIS Work situation :
Detailed hand over notes and delivery reports had been submitted to the
information center committee , in addition to give them 13 days on job
training to let them be able to complete the needed whole GIS work on time .

10. Established Ministry of Supply & Internal Trade Website:

 Coordinating with Project IT Team, the ministry's IT department and Media
Consultant to gather information about the current MSS 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.
 Selecting and evaluating the platform to be used in the development of the new
website.
 Preparing the development environment.
 Creating the design of the new web site, and implementing sample homepage and
an internal page.
 Published the first version of the new website of Ministry of Supply & Internal Trade
keeping the old domain name www.mss.gov.eg

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Secondly : Training Activities:

1. Transformative training for secretarial staff units and centers of social work assistants
social workers (180 were trained).
2. Training of social workers and managers and heads of units and centers on the
development of social skills and functional capabilities (30 were trained).
3. Training departments of social workers to incorporate social data (10 were trained).
4. Development of skills for Social Workers Public Relations, Media department and
directorates (20 were trained).
5. Development of specialist skills to the public service directorates (20 were trained).
6. Development of specialist skills and training coordinators at directorates (20 were
trained).
7. Develop the skills of specialist training to behavior modification directorates (19 were
trained).
8. Family education program for employees and their families in the ministry at the Emiri
year and directorates (80 were trained).
9. Evaluating the performance of teams to build capacity and central directorates (215
were trained).
10. Meetings and review and make a difference to help build capacity directorates (250
were trained).
11. Training of personnel in the English language (15 were trained).
12. Senior management training on topics of modern management and implemented by
IBM Corporation (none).
13. Senior management training program on the leaders of change (none).
14. Computer training (60 were trained).

Thirdly : Research & Development:
Activities of the short term National Consultants:
 Scientific Coordinator with World Food Program.
 Prepared memos to the minister regarding economic and management issues.
 Participated in the Minster’s Meetings that related to economic issues.
 Reviewed Egyptian Country Strategy for the World Food Program 2012 to 2016.
 Participated in the preparation of the draft of “the National Body of Food Subsidy” law.
 Prepare case study on “General Structure of MEGA Bakeries and Merging of Small
Bakeries”.
 Finalized and Present the final result of the “Supply Chain Study” to the Minister.
 Finalized conduct study of “Measuring of the Balady Bread Production Cost”.
 Prepared the TOR of “Build and design a new efficient and effective system for Balady
Bread through removing government intervention from initial stages of the Balady
Bread Supply Chain to its last stage”.

Ongoing conduct in collaboration with WFP and international experts:
 Build and design a new efficient and effective system for 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.

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Responsible of the following files:
 World Bank: meetings on behalf of his Excellency the minister; drafts & executive
 Islamic Bank for Development: meetings with his Excellency, drafts & executive
 Summaries of MoS&SJ vision & strategies, proposed plan of collaboration.
 NGO: work follow‐up & reviewing of proposed new NGO, follow‐up of successful
experiences all over the world to acquire experience in targeting the poorest.
 Developing Egyptian NGO map ( geographic distribution, activities, total numbers of
beneficiaries, etc…).
 UN World Food Programme: executive summary of monthly reports related to
Work in Egypt (FFT).

Executive summaries of studies & reports:
 Evaluating the performance of help & social development sector in MoS&SJ.
 The disaster fund.
 Targeting the most vulnerable groups.
 Evaluating the national module to reduce poverty.
 The role of NGO in promoting human development.
 Aya company for consultancy & development.

OUTPUT 4: ACCREDIT & ELIGIBILITY SYSTEM FOR NGO

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

2011 Targets:

1. Demonstrate and train governorates relevant staff on application of the eligibility criteria
form.
2. Evaluation and analysis of results of the application of the criteria on waves of NGO’s.
3. Establishing the Audit Committee, and implementation of its role and responsibilities.
4. Application of the grant "struggle and success" for disabled persons and relevant NGO’s.
5. Application for the data base for disability and the standards for NGO’s working in
disability.

YYYY Achievement:

1. NGO’s Eligibility System
A. Gathering more information and data to be included in the NGO’s report/guiding book, It
is supposed to cover regulations and directives aspects, criteria, statistics, challenges,
examples of promising and successful NGO’s, granting parties, kinds and conditions of
support, large networking groups and valuable partnerships projects, volunteers roles,
regional NGO’s, ministry's targeted social solidarity activities, recommendations, etc …
B. Follow-up with the NGO’s Central Department the implementation of NGO’s eligibility
criteria, The total number of NGO’s evaluated by this form has increased to 150 central

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NGO’s, Results of the evaluation form have been analysed and registered.
C. Drafting proposals to act positively towards loses deriving after 25/1/2011 actions as:
 Recommending urgent audit missions focusing on large NGO’s and related to ex-
regime.
 Proposing activities to NGO’s to play a constructive role towards the revolutionary
action.
 Propose a project to Collect optional donation from the ministry staff to be directed to
feed the account opened in Nasr Social Bank to reimburse harmed and injured people.
 Proposals conveyed through the minister s office to relevant departments for
consideration.
D. Follow up with the cooperation of NGO’s department the remarks and recommendations
related to audit findings and NGO’s activities.
E. Respect the other projects that were proposed for 2011, Please note the following:
 As for establishing an Audit Committee to supervise the nationwide annual audit
activities on NGO’s and implementing the risk based audit methodology, The proposal
was conveyed by the minister's office to the Head of the NGO’s Central Department for
consideration, we are following them to discuss the issue and to provide their
comments.
 As for organizing a Seminar to demonstrate the eligibility criteria to the Governorates,
the NGO’s, and the granting parties. The head of NGO’s Central Department
mentioned that due to the current circumstances it will be postponed.
 As for tailored Training Courses to cover main weakness elements in a majority of
NGO’s, will be done upon the application of the criteria form on most of NGO’s.
F. Preparing power point presentation for the NGO’s eligibility criteria to be demonstrated at
the seminar and workshop targeted to declare the eligibility criteria and explain its
application form to relevant participants from governorates, NGO’s, and stake holders. The
NGO’s department is proceeding to arrange for this seminar to be held on December 2011
after the arrangements related to the Pilgrimage season.
G. Following with the NGO’s department the implementation of the NGO’s eligibility criteria,
The number of NGO’s evaluated by this form has increased to 180 central NGO’s, Results
of the evaluation form have been analysed and registered. As for the Tailored Training
Courses to cover main weakness elements in a majority of NGO’s, will be done upon the
application of the criteria form on a larger number of NGO’s.
H. Discuss with head of NGO’s department the proposal of establishing audit committee to
supervise the nationwide audit activities on NGO’s and implement risk based
methodology, preliminary positive consideration was reached, we are following to provide
us comments.
I. Follow with relevant departments the proposals to act positively towards loses deriving
after the 25/1/2011 revolution.

2. Disability:
A. Following with the rehabilitation department to provide the approval of the governorates
on the proposed components of the database form respect NGO’s working in fields of
disability and the disabled persons dealing with them.
B. Following with the rehabilitation department the implementation of the additional criteria
(standards) respect NGO’s working in fields of disability and to provide us copy of their
visit reports respect assessing the implementation of these standards in a sample of
NGO’s, and clarifying challenges, comments and recommendations.
C. The implementation of the grant "struggle & success" for challenging disabled persons

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and their supporting NGO’s, is under review in coordination with the head of rehabilitation
department.
D. Received from the rehabilitation department application of 8 Governorates that already
fulfilled the components of the disability database form respect 42 NGO’s working in
fields of disability and the disabled persons dealing with them.
Reviewing the contents to present recommendations in order to extend application, and
add components of the disability database form to the new electronic NGO’s database,
It will enable to start a stone detailed database on disabled persons dealing with NGO’s
working in field of disability, which can help in providing objective views and decisions,
Following the rehabilitation department to provide fulfilled forms from remaining
governorates.
E. Received from the rehabilitation department reports from 4 Governorates respect the
implementation of the additional criteria (standards) in NGO’s working in fields of
disability, they mentioned some obstacles specially in old NGO’s, as for new ones it is
fulfilled. Reviewing these reports to identify challenges, comments and recommendations.
F. The implementation of the grant "struggle & success" for challenging disabled persons
and their supporting NGO’s, is postponed due to insufficient funding for the time being.

OUTPUT 5: NEW SOCIAL PROTECTION SYSTEM

Description: To Review & Improve targeting
YYYY target:
YYYY Achievement:
1. 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.
2. Targeting Database Project :
 Technical support for Targeting Program.
 Exporting Targeting data for the completed governorates in a format that easy for
SPSS statistics analysis.
3. 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.

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OUTPUT 6: IMPROVING NASSER SOCIAL BANK

Description: To assess Nasser Social Bank and prepare it for restructuring.
YYYY target:
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.
 Beta testing of the new NSB website.
 Beta testing of the new NSB intranet site (for internal use).
 Develop a preliminary concept for a revamped main branch at 35 Kasr El Nil-Cairo.
 Review and revise training regulations and prepare the 2010 training program.
 Monitor progress at the three new branches: Nasr City, 6 Oct, and Zakazeek.
 Prepare a human development program for NSB staff.
 Monitor progress to establish a new Human Capital Development Centre (HCDC).
 Prepare NSB legal division’s reform memo.
3. Visit to six NSB branches and a number of “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. Beginning the strategy formulation process with NSB’s executives.
7. Initiate contact with Engineering Authority of armed Forces to revamp upper Egypt branches,
and Initiate a study to formulate functionalities and roles to introduce new NSB access points.
8. Recruited 120 new staff member, which have been internally trained on all NSB services.
9. Revamped, completely, the bank’s database centre, and
Established the bank’s Call Centre, and documenting all operational regulations.

YYYY Achievement:
1. Conduct a fourth round of negotiations with the AFDB in Cairo.
2. Revamping of five NSB’s branches in Upper Egypt.
3. Enable NSB’s main branch to use a single point of contact for all services except cashier
services.
4. Continue to:
 Work on the automation project.
 Establish the “Takafull” day.
 Continue Investigate the feasibility to implement the first social business project in
Sohag.
 Prepared an NSB aggressive Human Capital Development Program.

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NSB’s Reforms Pilot Project has been completed successfully.
Phase-1 of the Reforms Project begins on November 1st, 2010. It focuses on preparing,
publishing, and implementing NSB strategies for the next 3 years including:
full automation of services, executing an aggressive human capital development plan, and
physically revamping all NSB branches:
1. Conduct a third round of negotiations with the African Development Bank (AFDB) in Tunisia.
2. Conduct a fourth round of negotiations with the AFDB in Cairo.
3. Initialized the loan and grant agreement with the AFDB.
4. Prepare memos required to increase take-home pay of NSB employees.
5. Successfully selecting, nominating, and qualifying two NSB staff members to attend a two
month training courses in India sponsored by the African Asian Rural Development
Organization (AARDO).
6. Continued to:
 Work on a comprehensive automation project.
 Investigate the feasibility to implement the first social business project in Sohag.
 Prepare an NSB aggressive Human Capital Development program.
Conclusion:
In November, 2010 NSB’s Reforms Pilot Project has been completed successfully, and began
Phase-1 of its Reforms Project. It focuses on preparing, publishing, and implementing NSB
strategies for the next 3 years including: full automation of services, executing an aggressive
human capital development plan, and revamping all of NSB 90 branches.

The Reforms Pilot Project included: 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.
The bank is undertaking an aggressive Human Capital Development Center 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 while drastically improving on
its human capital assets.
Through the project, NSB was able to upgrade and refurbish the branches of 6th of October,
Zagazig, Mohandiseen, Qous, New Valley, Aswan; then developing Madinet Nasr, and four
other branches will be finished at Asyut, Suhaj, Qena and Luxor.
Furthermore, within 2011, NSB has a plan to upgrade and refurbish 19 other branches.
Other branches are in serious need for upgrading, refurbishing and retrofitting. NSB has a plan
to continue upgrading other branches by the year 2014 through consulting engineering firms and
certified contractors.

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Q4 2011 Progress Report MoSS

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