UNDP MoSS Project Board Meeting 30062012

STRENGTHENING THE CAPACITY
OF THE MINISTRY OF SOCIAL
SOLIDARITY PROJECT

The Project Board Meeting 30/6/2012

Ministry of Supply and Internal Trade Ministry of Insurance and Social Affairs Ministry of Foreign Affairs

Prepared by :
Consultant Eng. Moheeb Aabdel Sattar July 2012
UNDP Project Manager
1

STRENGTHENING THE
PROJECT CAPACITY OF THE
ACHIEVEMENTS 2011 MINISTRY OF SOCIAL
SOLIDARITY PROJECT

CONTENTS:

I. Introduction

II. Executive Summary

III. Conclusions

IV. Recommendations

V. Lessons Learnt

VI. Project Expected Outputs: (Progress)

2

STRENGTHENING THE
Introduction: CAPACITY OF THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 The project was launched in 2006 with a timeframe of 2006-2009
with a total budget of US $2.2 Million
(MOSS contribution US$ 1.851 Million and UNDP contribution
amounting to US$ 350 Thousand).

 The Project Board has agreed to increase the project’s funding
by US $2,650 thousand to continue and expand its activities as follows:
 US$ 900 thousand in 2010/2011.

 US$ 900 thousand in 2011/2012.

 US$ 850 thousand in 2012/2013.

 In April 2011 the Project Board has agreed to extend the project duration
until the end of year 2012.
3

STRENGTHENING THE
Introduction: CAPACITY OF THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

The project aims to:
 Develop and build the capacity of the Ministry of Social
Solidarity (MOSS) to design and implement social policies.

 Increase the relevance and efficiency of social protection
schemes and social intervention including local development.

 Contribute to elaborating a new social contract, namely in the
field of poverty reduction through better empowerment and
participation of the poor and civil society organizations.

 Establishing an advisory support unit for policy advice and
capacity building in MOSS is a key output of this project and an
entry point to other outputs and activities.

4

STRENGTHENING THE
Executive Summary: CAPACITY OF THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

The project has six outputs:

 The first output (MOSS TAU Established):
To support MOSS in recruiting outside expertise to assist it carry out the
project’s targets.
 The second output (MOSS NEW STRUCTURE):
To developing MOSS’ mission & vision to respond to its new mandate.
 The third output (MOSS CAPACITY DEVELOPMENT):
To develop capacity building for MOSS and NGOs.
 The fourth output (ACCREDIT & ELIGIBILITY for NGOs):
To create an accreditation & eligibility system for NGOs in Egypt.
 The fifth output (NEW SOCIAL PROTECTION SYSTEM):
To design a more effective system for social protection.
 The sixth output (IMPROVING NASSER SOCIAL BANK):
To evaluate NSB and prepare it for restructuring.
5

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 The rank of the first Output is satisfactory.
 The analysis shows that the rank of the second output is satisfactory.
 The progress of the third output and its expected outcome seem marginally
satisfactory.
 The rank of the fourth output and its expected outcome are unsatisfactory.
 For the fifth output :
 MOSS developed the productive families associations, link them to other
institutions in Europe that provided them with design and training, and then
marketed their products abroad.
 MOSS investigated leakage in the subsidies system.
The solution was to use ICT to monitor and follow-up on disbursed solidarity
checks, subsidized food items, such as cooking oil, and distributing gas
cylinders to the deserved population through the use of coupons.
 The efforts of the project, and MOSS at large, to achieve this output and its
outcome are remarkable, and thus the fifth output ranks as satisfactory. 6

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 The sixth output was to evaluate NSB. Project experts elaborated an
assessment, and recommendations for an action plan for NSB.
The development and upgrading NSB has taken steps in the right directions,
yet there are more needed actions.
Assessment of NSB and its improvements are also a step towards enhancing
the environment for both the workers and the clients.
The rank of this output and its outcome is highly satisfactory.

 Consequently, UNDP project to strengthen the capacities of MOSS is
satisfactory.
 Resources allocated to project activities, as indicated in the auditors’ annual
report, seem to be efficiently used.

7

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 The output concerned with NGOs needs more attention. Having
a database is not enough. There is a need to revise the law, and other
elements of the institutional framework that governs the work of NGOs
to stimulate them.
 There is a need to evaluate these experiences, then draw lessons learnt
and best practices to scale-up the use of these tools to a national policy.
 The project will need to elaborate a log-frame with indicators, risks,
external factors and other elements of designing an intervention, and
propose means for integrating the various outputs.
 The project needs to lay-out a plan for phasing out, and
A strategy of sustaining the achievements.
8

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 Obviously, there is a need for another phase, but with a design
based on a different philosophy to meet the current aspirations
following the January 25th revolution.
 The new phase has to seek linkages between the various entities
of MOSS. It also needs to pay more attention to NGOs to be a
complete partner and able to reach those who live in informal
areas and rural settlements.
 The new phase has to experiment with tools for enabling and
empowering the people who live in misery to be in-charge of
their resources and future.

9

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

 The project faced number of challenges, such as lack of reliable,
valid and complete information; financial limitations,
cooperation of other public bodies, resistance to change, etc.

 The main factor for the success of this project is the support and
attention that the former Minister paid to the project.
The advisors have authority, and working closely with their
counterparts by coaching them to make presentations to the
former Minister, involving them in the different processes, such
as conducting a study or an assessment.

10

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 1: An Advisory Unit established
The first output is a Technical Advisory Unit (TAU) at MOSS. This
unit will be responsible for:
• Strategic policy advice including strategic options, research and
coordination, and situation and prospective analyses;
• Restructuring MOSS including organizational structure, internal
governance, human resources and mainstreaming the use of
Information Technology (IT); and
• Program implementation support, such as training,
communication, etc.

11

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 2: MOSS new proposed structure submitted for
decision making
• Proposing an organizational structure for MOSS is central to fulfilling
its mandate and mission.
• The “merger” of two established institutions, i.e., the Ministry of
Supply and Ministry of Social Affairs requires a new organizational
structure to assure smooth cooperation and synergies within the newly
established institution.
• The “split” of Ministry of Solidarity and Social Justice into two
established institutions, i.e., the Ministry of Supply and Internal Trade
and Ministry of Insurance and Social Affairs requires a new
organizational structure to assure smooth cooperation and synergies
within the newly established institutions.
12

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 3: Capacity Development of key staff institutionalized
• The project avails training to key staff at MOSS, such as
social workers, and their partners, particularly NGOs.
• In addition to delivering training, the project will contribute to
elaborating an efficient and dynamic communication strategy
to convey relevant messages to the population, properly
reflect the image of MOSS.

13

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 4: A system for accrediting NGOs developed
• MOSS is the official regulatory body for NGOs active in Egypt.
• NGOs are instrumental in achieving the mission of MOSS, and thus are
among the most significant partners of MOSS.
• They are able to reach those marginalized and unprivileged sub-population
groups, such as female-headed households.
• NGOs receive financial and technical support. For this reason, it is of utmost
importance that MOSS has a system for monitoring NGOs to effectively
eradicate poverty. Thus a database of the 20 thousand NGOs registered with
MOSS is essential to achieve the mission and mandate of MOSS.
• Equally important is to setup a system of accrediting and eligibility for
NGOs. These two steps are central to producing a periodic report on NGOs,
to monitor their activities, and provide them with necessary support.

14

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 5: A more developed and effective system for social protection
• Today, capability poverty substitutes the notion of monetary measure of
poverty.
• Several studies indicated that fallacy of Poverty Lines (PL). Capability
poverty provides means for targeting the poor, who are they? Where
they live? What exactly they need to move to an improved standard of
living.
• Designing an adequate social protection system requires a better
mechanism for targeting the poor. This mechanism serves as a vehicle
to setting priorities straight, efficient and effective interventions to
alleviate poverty.

15

STRENGTHENING THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output 6: Nasser Social Bank evaluated
• The project funded that assessment of Nasser Social Bank (NSB),
and its role.
• The assessment highlights the strengths and weaknesses of NSB, as
well as the available opportunities for improving its role in poverty
alleviation in areas such as sponsoring Small and Micro Enterprises
(SMEs) and threats, i.e., risks, in the external environment of NSB
that might limit its effectiveness.
• UNDP helped in recruiting a team of national and international
experts to conduct the assessment and layout a business plan for NSB
emulating successful experiences in Asia and Latin America.

16

STRENGTHENING THE
Conclusions : CAPACITY OF THE
MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Consequently, UNDP project to strengthen the capacities of
MOSS is satisfactory.
• The project used number of tools to ration subsidies, such as targeting
the poor and the use of smart cards.
• There are other practices to alleviate poverty, such as CCT and
productive families.
• Assessment of NSB and its improvements are also a step towards
enhancing the environment for both the workers and the clients.
• The output concerned with NGOs needs more attention. Having a
database is not enough. There is a need to revise the law, and other
elements of the institutional framework that governs the work of NGOs
to stimulate them.
17

STRENGTHENING THE
CAPACITY OF THE
Recommendations : MINISTRY OF SOCIAL
SOLIDARITY PROJECT

• The project is coming to an end, yet there are some unfinished businesses and
loose ends to tie. There is a need to evaluate these experiences, then draw
lessons learnt and best practices to scale-up the use of these tools to a national
policy.
The project will need to elaborate a log-frame with indicators, risks, external
factors and other elements of designing an intervention, and propose means for
integrating the various outputs.
The project needs to lay-out a plan for phasing out, and a strategy of sustaining
the achievements.
• Obviously, there is a need for another phase, but with a design based on a
different philosophy to meet the current aspirations following the January 25th
revolution. The new phase has to seek linkages between the various entities of
MOSS, It also needs to pay more attention to NGOs to be a complete partner
and able to reach those who live in informal areas and rural settlements.
The new phase has to experiment with tools for enabling and empowering the
people who live in misery to be in-charge of their resources and future. 18

STRENGTHENING THE
CAPACITY OF THE
Lessons learnt : MINISTRY OF SOCIAL
SOLIDARITY PROJECT

• ICT is not always the solution, particularly in a country that lacks reliable,
valid and continuous data. ICT can help in development, but has limits.
• Strengthening the capacities of a public institution is extremely difficult as it
requires transformations in beliefs. Change is possible, but often is resisted
from within the public institution.
• If MOSS wants to succeed in fulfilling its mandate and mission, then there is a
need to engage private-sector companies and NGOs in the processes of
decision-making to assure their ownership and responsibility for
implementation.
• Most of the decisions made within public bodies are based on “political'”
rather than “technical" considerations. Among the reasons for this situation,
that future is sometimes uncertain. Conditions within the public institution and
outside it always changes, thus precise prediction, projection and forecasting
are not often possible. 19

STRENGTHENING THE
CAPACITY OF THE
Lessons learnt : MINISTRY OF SOCIAL
SOLIDARITY PROJECT

• When a public institution engages with another institution, whether public,
private or non-profit, then the element of change is probably of special
importance. The other institution tries to impose change on the public
institution, thus forcing the institution to consider serious counter-measures.
• Public institutions often do not advertise action plan action in advance to avoid
opposition.
• To the contrary, private-sector companies are radically different.
Decisions are made to maximize profit and minimize costs.
For this reason decisions are based on technical considerations as well as
political and social acceptances.
Private-sector companies always have the shareholders, clients, competitors
and collaborators, such as financing institutions, in perspective.
Thus advertising is important, and the image is crucial to test ideas, target
specific groups and so forth.
20

STRENGTHENING THE
PROJECT CAPACITY OF THE
ACHIEVEMENTS 2011 MINISTRY OF SOCIAL
SOLIDARITY PROJECT

CONTENTS:
I - PROJECT EXPECTED OUTPUTS: (PROGRESS)
1 - ADVISORY UNIT

2 - RESTRUCTURING

3 - CAPACITY BUILDING

4 - NGO’S ACCREDDITATION SYSTEM

5 - SOCIAL PROTECTION SYSTEM

6 - NASSER SOCIAL BANK

II- PROJECT FINANCES

III- PROJECT’S RISKS & ITS MANAGEMENT

IV- FUTURE PLANS & CHALLENGES

21

STRENGTHENING THE
I - PROJECT CAPACITY OF THE
MINISTRY OF SOCIAL
EXPECTED OUTPUTS SOLIDARITY PROJECT

THE FOLLOWING OUTPUTS SHALL BE ACHIEVED DURING THE
PROJECT’S DURATION (year 2011).

Output: 1 Advisory Unit is Established.

Output: 2 Proposed New Structure is Submitted

Output: 3 Capacity Development is Institutionalized.

Output: 4 NGO’S Accreditation & Eligibility System is in Place.

Output: 5 An Effective Social Protection System is Designed.

Output: 6 Nasser Social Bank is Evaluated.

22

STRENGTHENING THE
EXPECTED OUTPUTS MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output: 1 ADVISORY UNIT IS ESTABLISHED

PROGRESS  In 2011 the project contracted 7 additional consultants &
(year 2011) technical support staff and assigned them to various tasks
within MoSS’ departments, and in direct contacts with MoSS’
senior & middle level staff, including:
 Minister Consultant for mega bakeries,
 Minister consultant for media, and
 6 technical support & administrative staff.

 9 consultant, technical support & administrative staff quite.

 The project now has 40 contracted staff in total.

23

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 2 PROPOSED NEW STRUCTURE IS SUBMITTED
 Central Agency for Restructuring Projects ( Completed ):
• Establishment (20) projects (from a total of 62 draft)
• Development (9) projects (from a total of 18 draft)
PROGRESS
(year 2011)  Educational Buildings Authority projects (Been completed):
• Establishment (5) projects (out of 10 total projects)
• Development (7) projects (out of 9 total projects)
• Raising the efficiency of one project (out of 2 total projects)
 Housing Directorates Projects in Governorates :
Follow-up completion of (15) projects being implemented by housing
directorates in Governorates.
 Court building project of the new ministry building in Agouza:
Been ratified by the Ministry of Planning and International Cooperation, the
transfer of 8 million L.E. of building allocations General Board (16 million
L.E.) paid for Military Works Department of Forced Armed as down payment.
 Raise the efficiency of social units Projects :
Upgrading of (9) social units (out of total 33 units) planned to be raised the
efficiency. 24

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 3 CAPACITY DEVELOPMENT IS INSTITUTIONALIZED
(Information Technology)
 Smart Cards:
• Defined matching rules of the input data for the ration cards with the exchange
data and sent it to the smart cards companies.
PROGRESS
• Smart cards companies designed programs necessary to be matching.
(year 2011) • Testing the matching programs in some Governorates Such as Port Said & Aswan.
 Family Database System:
• Finalize rollout of the system in 27 Governorates.
• Technical support for Family Database.
 Targeting:
• Technical support for Targeting Program.
• Exporting Targeting data of finished Governorates to a format of SPSS statistics.
 Social Solidarity Pensions from Post Offices:
• Following up the monthly implantation circulation of Social Solidarity Pensions
from Post Offices.
• Transferring Social Solidarity Pensions database of El-Monofeya , Kafr El Shiekh
and El-Gharbya from SIO to Family Profile Program.
• Co-operation with Governorates and social administrative offices and Information
Center of MoSS to solve all the networks and technical problems. 25

STRENGTHENING THE
SOLIDARITY PROJECT

 NGOs Application:
• The system has been updated according to the requirements of the central
department of NGO’s.
PROGRESS
• Adding new screens (training programs - Membership & Contributions –
(year 2011) Committees Members of Board of Directors - Meetings of Board of Directors -
Members of the Assembly - the Assembly meetings - volunteers - NGO
problems - research experience - revenues and expenses - budget).
• Designed of the required reports (Statistics - detailed data).
 Pilgrimage System:
• Finalize system updates.
 Call Center Project:
 ERP Project:
 Designing of a new system for distributing subsidized Natural Gas
Cylinders is completed . 26

STRENGTHENING THE
SOLIDARITY PROJECT


 GIS System:
GIS work includes 3 main items:
PROGRESS 1. GIS Web Portal linked to Ministry main web site.
(year 2011) 2. Mapping Supply services:
Creating GIS maps for the current supply services on the street level detailed
maps (scale 1:5000) covers all Egypt Governorates.
3. Mapping Target Project results:
Creating GIS printouts highlight the result of targeting project with co-operation of
institute of social study.

 Redesign & development of MoSS Website:
• 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 development the new
website.
• Creating the design of the new web site, and implementing sample homepage
and an internal page.
27

STRENGTHENING THE
SOLIDARITY PROJECT


PROGRESS  Productive families projects were increased by 8000, with 11000
(year 2011) beneficiaries.

 The training of (1128) MoSS’ employees is completed. The training
programs’ specifics included the following breakdown:
• Training (30) of Executive Management ,
• Training (728) of Social Employees at the Social Services Units,
• Training (250) of Social Services Units’ Secretaries
(Transfer Training),
• Training (120) of Daman staff members and Information Centre's
employees on MoSS Family Profile Database of 23 Governorates,

28

STRENGTHENING THE
SOLIDARITY PROJECT


 Activities of short term National Consultants:
PROGRESS • Prepare draft version of “the National Body of Food Subsidy” law.
• Prepare Case Study on “General Structure of MEGA Bakeries and merging of Small
(year 2011) Bakeries”.
• Prepare Case Study on “Supply Chain Study” to the Minister.
• Finalize Case Study of “Measuring of the Balady Bread Production Cost” through
field survey on 5 bakeries.
• Prepare 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.

 Cooperation with WFP and international experts:
• Review Egyptian country strategy for the World Food Program 2012 to 2016.
• Build and design a new efficient and effective system foe 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.

29

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 4 NGO’S ACCREDITATION & ELEGIBILITY SYSTEM

 to develop a system for accrediting NGOs,
MOSS in collaboration with CAPMAS and the Union for NGOs, established
a database of NGOs, and set a system for accreditation of NGOs, which has not be
PROGRESS functional yet. There is limited cooperation between the project staff responsible
(year 2011) for this output and their counterpart within MOSS.

 The NGOs Accreditation Criteria and the form for implementation were finalized,
• Implementation for 100 NGOs and results analyzed.
• Additional criteria were developed for NGOs dealing with disability.

 The NGOs’ Database is being revamped. Its aim to develop a database for the
NGOs in Egypt and produce unified statistics. The work achieved during this period
includes:
• Defining data items to be added into the System (required by CAPMAS &
Union of NGO’s),
• Design and development of the system are completed.

30

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 5 NEW SOCIAL PROTECTION SYSTEM
 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.
PROGRESS  The smart card companies designed programs necessary to the matching.
Testing the matching programs in some Governorates such as Port Said and
(year 2011) 
Aswan.

 Targeting Database Project:
 Technical support for Targeting Program.

 Exporting Targeting data for the completed governorates in a format that easy

for SPSS statistics analysis.

 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.
31

STRENGTHENING THE
MINISTRY OF SOCIAL

Output: 6 IMPROVING NASSER SOCIAL BANK
 Revamping the current data center at NSB Head Office to enable the operation of
a newly developed state-of-the-art digital network.
PROGRESS  Established an NSB Human Capital Development Center (HCDC).
(year 2011)
 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.

32

STRENGTHENING THE
MINISTRY OF SOCIAL


The bank is undertaking an aggressive human capital development
initiative and succession plan. The initiative will begin with a massive
PROGRESS human capital assessment and gap analysis phase followed by a
(year 2011) customized human capital development program that targets
employees across the organization to change/improve its culture.

The bank has developed a three-year plan to revamp its ninety
branches across Egypt.

 In 2010, NSB managed to develop a model for the newly branded
branches and revamped three branches. Now the processes, consulting
offices, and implementation contractors are on board and according to
the plan the bank revamped 19 branches in 2011 and the remaining
branches will be done by 2014.

33

STRENGTHENING THE
CAPACITY OF THE
MINISTRY OF SOCIAL
II – PROJECT FINANCES SOLIDARITY PROJECT

THE PROJECT FINANCES : 2006 - 2011

Output Description 2006 2007 2008 2009 2010 2011

Output 1 Advisory Unit $51,893.65 $198,255.7 $313,102.98 $314,442.12 $361,160.83 $248,303.73

Output 2 Restructuring _ _ $17,163.56 $117,375.12 $150,801.85 $145,691.64

Output 3 Capacity Building _ _ $7,560.06 $16,067.22 $30,775.01 $26,525.80

NGOs Accreditation
Output 4 _ _ $290.14 $93,686.15 $84,071.56 $65,524.80
System

Social Protection
Output 5 $11,783.96 $29,635.5 $56,251.8 $140,757.76 $58,844.01 $41,004.69
System

Output 6 Nasser Social Bank _ $52,784.5 $31,974.47 $112,959.51 $149,693.27 $38,069.48

Total $63,677.61 $280,675.70 $426,343.01 $795,287.88 $835,346.53 $565,131.50

34

STRENGTHENING THE
CAPACITY OF THE
II – PROJECT FINANCES MINISTRY OF SOCIAL
SOLIDARITY PROJECT

THE PROJECT FINANCES : 2006 - 2011

The project was able to achieve major financial savings as a direct result of the
following contributing factors:

 The nature of the work planned and achieved for this project is intentionally carried out in
gradual, incremental in order to ensure future sustainability.

 All costs related to MoSS’s developing of social units were funded from MoSS’ budget.

 All costs related to MoSS’s training programs were funded from MoSS’ budget, but the
training programs were devised and supervised by the Project’s contracted staff.

 All the costs related to upgrading MoSS’ IT infrastructure, including software, hardware, and
other equipment were paid from MoSS’ own budget or through MCIT and MSAD.

 All the costs related to Nasser Social Bank’s training programs and IT upgrading, including
the purchasing of software, hardware, as well as other reform/restructuring expenditures
were paid from the bank’s own budget.

 All the administrative aspects of the project fixed assets were funded by MoSS, including
furbishing, equipments, IT requirements, etc,

35

STRENGTHENING THE
III – PROJECT RISK & CAPACITY OF THE
MINISTRY OF SOCIAL
ITS MANAGEMENT SOLIDARITY PROJECT

THE PROJECT RISKS & RISK MANAGEMENT:

PROJECT RISKS PROJECT RISK MANAGEMENT

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

The Project management ensured that
all contracted Senior Advisors,
The PMU is not fully integrated with Consultants, and Specialists are assigned
MoSS. to interact and work directly with MoSS’
senior and middle level staff, in order to
ensure transfer of Knowledge &
expertise.

36

STRENGTHENING THE
IV – FUTURE PLANS & CAPACITY OF THE
MINISTRY OF SOCIAL
CHALLANGES SOLIDARITY PROJECT

THE PROJECT’S FUTURE PLANS AND CHALLENGES:

Here are the project’s future plans to implement and the challenges to be
addressed during year 2012:

• Conduct a Project Evaluation Exercise during the first quarter of 2012, in order
to measure progress achieved during year 2011, identify shortfalls, effectiveness
and efficiencies (through the contracting of an expert/company).

• Project extended to the end of December 2012.

• Financing is required from the Ministry of Finance to fund MoSS’s large-scale
services improvement and development programs.

37

STRENGTHENING THE CAPACITY OF
THE MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Effectiveness and Efficiency of Current Information Systems
(Strengths and Weaknesses)
• Strengths:
1. Users need assessments was done to meet MoSS requirements.
2. Team work consisted of national consultants working together with MoSS
staff to build and increase their capabilities to be able to operate and
maintain the MoSS Information System in the future.
3. MoSS Information System was built using the up-to date technology with
standards documentation (to be completed).

• Weaknesses:
1. Lack of exchange data between the Governmental Agencies.
2. MoSS Information Strategic Plan Not established at the beginning of the project.
3. System Design was not built to ensure databases integration.

38

STRENGTHENING THE CAPACITY OF
THE MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Constrains and barriers to manage and improve availability and
accessibility of data and information.
The most significant constraint to establish Integrated Information
Systems in Egypt :

1. The lack of reliable and timely information.
2. The existing data and information is not sufficient managed.
3. The lack of financial resources (MoSS), trained workforce, awareness and
availability of information and/or institutional setup.
4. The processes of Socio-Economic information collection, production and
dissemination are not clear in Egypt.
5. The monitoring organizations do not feed their results into a common
information system.
6. Absence of a comprehensive methodology.
39

Implementation Challenges : OF THE MINISTRY OF SOCIAL
SOLIDARITY PROJECT

1. Management of expectations.
2. Knowledge and assimilative capacity of Governmental
Agencies initially low making it difficult for them to express
their needs.
3. Lack of realistic performance measures.
4. Rapid changes in technology.
5. Reluctance to provide or share data due to concerns about
implications for data owners.

40

Lessons Learned: OF THE MINISTRY OF SOCIAL
SOLIDARITY PROJECT

1. The MoSS Information System started small rather than big
by building capacity and slowly increasing the scope of work.

2. Use the RBM to create realistic work plans and to manage
expectations.

3. Reporting is most effective when done on an outcome and
output basis with accurate reporting of results and
scheduling.

4. Accepted and worked in consideration of the assimilative
capacity of MoSS which has substantial grown.

5. Make provisions for rapid changes in technology by creating
flexibility in work plans (i.e. short duration activities).

41

Lessons Learned: (Cont.)
SOLIDARITY PROJECT

6. Ensure counterpart staff are available at a management level
,also useful at a technical level.

7. Use of a participatory approach at all levels in MoSS requiring
daily interaction with MoSS Agencies.

8. Need for continuous communication with UNDP.

9. Need to arrange a monthly meeting with all partners to follow
up all MoSS implementation activities.

10. It is very important for all MoSS focal points & coordinators to
attend all the technical meetings.

11. Need to assign incentives for all employees of MoSS that
already auditing the data and using the system.

42

Annual Report 2012

STRENGTHENING THE
Annual Work Plan CAPACITY OF THE
MINISTRY OF SOCIAL
AWP 2012 SOLIDARITY PROJECT
Description: Annual Review Report of Strengthening the Ministry of Social Solidarity
Implementing Partner: Ministry of Social Solidarity, MoSS is divided into 2 ministries
(Ministry of Supply and Internal Trade & Ministry of Insurance and Social Affairs)

Project Issues:

Updated Project Risks: Updated Project Risk Management:

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

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

3. The PMU is not fully integrated with MoSS. 3. 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.

43

STRENGTHENING THE
MINISTRY OF SOCIAL

THE FOLLOWING OUTPUTS SHALL BE ACHIEVED DURING THE
PROJECT’S DURATION.

Output: 1 Advisory Unit established at the MOSS

Output: 2 Proposed New Structure for decision making

Output: 3 Capacity Development is Institutionalized

Output: 4 NGO’S Accreditation & Eligibility System is in Place

Output: 5 More Effective Social Protection System

Output: 6 Nasser Social Bank Evaluated

44

STRENGTHENING THE
AWP 2012 MINISTRY OF SOCIAL
SOLIDARITY PROJECT

Output: 1 Advisory Unit established at the MOSS

Description: To support MOSS in recruiting outside expertise to assist it carry out the
project’s targets.

YYYY target: 2012

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.

45

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 2 Proposed New Structure for decision making

Description: To developing Moss’ mission & vision to respond to its new mandate.
YYYY Target: 2012

1. Follow-up establishment of (80) projects being implemented by Central Agency for
Reconstruction.
2. Follow-up establishment of (21) projects being implemented by Educational Buildings
Authority.
3. Follow-up establishment of (15) projects being implemented by Housing Directorates in
Governorates.
4. Follow-up establishment of new ministry building in Agouza being implemented by the
Military Works Department of Armed Forces which planned to be completed in
31/12/2012 to be outfitted with fiscal year plan 2012/2013.
5. Follow-up the efficiency raising of (33) social units in many Governorates by local
contractors.
6. Ratification to start establishment of (13) new social services centers and development
of (15) social units in addition to equipped (103) service projects in many
Governorates. 46

STRENGTHENING THE
SOLIDARITY PROJECT


Description: To develop capacity building for MOSS and NGO’s.

YYYY target:2012

1. Family Database System:
 Interface with Smart Card Companies via web services.
 Interface with Social Insurance Organization via web services.
 Finalize rollout of the system for all governorates.
 Hosting Family Database at Social Insurance Organization Information Center.

2. GIS System:
 Produce GIS reports for targeting system.
 Integrate with systems of Ministry of State for Administrative Development
(E. Government).

47

STRENGTHENING THE
SOLIDARITY PROJECT



3. Establishing the Ministry IT infrastructure:
 Finalize outsourcing Hosting of Data Center at Social Insurance
Organization Information Center.
 Finalize setting up a Disaster Recovery Center.

4. NGOs System:
 Develop the system to meet all the needs of Central Department of NGO’s
of Ministry of Insurance and Social Affairs.
 Complete the design of the required reports (statistics - detailed data).

5. Pilgrimage System :
 Enhancement for running Hajj Program.
 Design a new set of reports.

48

STRENGTHENING THE
SOLIDARITY PROJECT


6. MOSS Website:
Develop the website of the 2 ministries (Ministry of Supply and Internal Trade & Ministry of Insurance
and Social Affairs) through:
 Coordinating with Project IT Team, the ministry's IT department and Media Consultant to gather
information about the current MoSS 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.
 Preparing the development environment.
 Creating the design of the new web site, and implementing sample homepage and an internal page.

7. Call Center Project :
 Implement new services and updates.
 Rollout of MoSS new updates, services and requirements.
 Integration of Call Center Database and Complains Database on Website.

8. ERP System:
 Keep the project on track.
49

STRENGTHENING THE
SOLIDARITY PROJECT



9. Training Activities:

A- Ministry of Supply and Internal Trade:
 Training (60) directors and managers of the sectors (Senior Management).

 Training (80) employees of Citizens Service Department (Executive Management).

 Training (45) employees of Public Relations and Media Department (Executive
Management).

 Training (125) inspectors of Central Department for Inspection (Middle Management).

 Training (80) employees of Supply Departments and Offices (Middle Management).

 Training (80) employees of Internal Trade Sector (Middle Management).
50

STRENGTHENING THE
SOLIDARITY PROJECT


9. Training Activities :
B- Ministry of Insurance and Social Affairs :

 Conversion Training (160) of Social Units secretarial employees to work as assistant
social specialist (Executive Management).
 Training (80) social specialists to develop skills and increase functional capacity
(Middle Management).
 Training (160) social specialists to use Family Database System (Middle Management).
 Workshops for )400) of social specialist on the New Social Protection Law (Middle
Management).
 Training (20) of Senior Managers on Total Quality Management (TQM).
 Training (20) of employees on the Computer Skills (Executive Management).
 Training (20) of employees on English language (Middle Management).
51

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 4 NGO’S ACCREDITATION & ELEGIBILITY SYSTEM

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

YYYY Target: 2012

 Establishing the Audit Committee and implementing of its role and responsibilities.

 Training governorates relevant staff on the eligibility criteria forms application.

 Evaluation and analysis the results of the eligibility criteria of NGOs.

 Arrange for tailored training courses to cover the main weakness elements in the
majority of NGOs based on the analysis of the criteria evaluation results.

 Drafting the guiding report for the NGOs.

52

STRENGTHENING THE
SOLIDARITY PROJECT

Output: 5 NEW SOCIAL PROTECTION SYSTEM

Description: To Review & Improve targeting

YYYY target: 2012

1. Targeting Database Project:
 Complete Data entry of 1000 villages.
 Targeting criteria and formula is used.
 Complete Data of supply card beneficiaries to contain all targeting criteria.
 Exporting Targeting data for the completed Governorates in easy format for SPSS
statistics analysis.

2. Smart Cards:
 Rollout of smart cards for Solidarity Pension Service throughout all Governorates.
 Develop and implement interface with wholesale companies.

3. Social Solidarity Pensions from Post Offices:
 Finalize issuing Social Solidarity Pension from any Post Office in the same Governorate
by family smart card.
53

STRENGTHENING THE
MINISTRY OF SOCIAL


Description: To assess Nasser Social Bank and prepare it for restructuring.
YYYY target: 2012
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.
 Develop NSB website.
 Develop NSB intranet site (for internal use).
 Develop a preliminary concept for a revamped main branch at 35 Kasr El Nil-Cairo.
 Implement Year 2012 NBE training program.
 Continue monitoring progress at the three new branches: Nasr City, 6 Oct., and Zakazeek.
 Prepare a human development program for NSB staff.
 Monitor progress of the new Human Capital Development Centre (HCDC).

54

STRENGTHENING THE
MINISTRY OF SOCIAL

Description: To assess Nasser Social Bank and prepare it for restructuring.

YYYY target: 2012

3. Evaluate 6 branches of NSB and “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. Issue the strategy formulation process with NSB’s executives.
7. Initiate contact with Engineering Authority of Armed Forced to revamp upper Egypt branches,
and Initiate a study to formulate functionalities and roles to introduce new NSB access points
8. Revamped, completely, the Information and Computer Center of NSB, connecting 10
Database Centers of NSB branches.

9. Establish the bank’s Call Center, and documenting all operational regulations.
55

SOLIDARITY PROJECT

THANK YOU

56

UNDP MoSS Project Board Meeting 30062012

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (7)

Similar to UNDP MoSS Project Board Meeting 30062012

Similar to UNDP MoSS Project Board Meeting 30062012 (20)

UNDP MoSS Project Board Meeting 30062012