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Good
Governance Monitoring Report – Issue no. 1
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3.5 Institutional and Organizational Development
The institutional and organizational development
efforts made during the period under review were largely limited to reviews
and revisions of the ministerial and non-ministerial organizational
structures and development plans (that have been approved by the previous
government in 2005), and the annexing a few non-ministerial institutions to
line ministries. Cabinet decisions
related to the latter can be summarized as follows: ·
Annexing
the Civil Aviation Authority and the Seaports Authority to the Ministry of
Transport. ·
Canceling
cabinet decision number 19/12/09 of 2005 which annexed the Fatwa and
Legislation Bureau to the Cabinet, and, instead, attaching it to the Ministry
of Justice (under the Minister's direct supervision). ·
Attaching
the House of Poetry, the High Council of Education, Culture, and Science, and
the National Book House to the Ministry of Culture. Though these decisions provide indications of a
logical, technocratic approach to organizational reform, in practice they
based on consultation or in-depth studies and were not part of a
comprehensive, objective and transparent program. However, many pre-existing and long-standing
problems (including duplication of roles at the PNA institutions, excessive
numbers of employees, lack of material and human resources) remain unsolved.
It is worth noting that the new Cabinet – unlike former Cabinets – has not
had access to technical assistance in organizational and institutional
development; this may go some way towards explaining its relative inactivity
in this area. Nevertheless, the following organizational and institutional
issues remain urgent reform priorities: ·
Defining
gaps and overlaps in the roles of the ministerial and non-ministerial
institutions and dealing with them through amending rules and executive
regulations. ·
Restructuring
ministries and government institutions, enhancing job descriptions and
documenting operating procedures. ·
Provision
of training for employees at ministries and non-ministerial institutions in key
core skills area as well as more technical areas such as policy-making,
planning, public financial management and human resources management. ·
Unifying
policies, procedures and systems of cross-cutting and common functions across
all government institutions (e.g., financial management, human resources
management, IT administration, etc.) ·
Develop
mechanisms of retrenchment, redistribution and retraining of human resources
in accordance with comprehensive review of the mandate, efficiency and
effectiveness of the entire PNA apparatus. Published by Good
Governance Initiative - 2006 |