Organizational Performance Development Department:
The Organizational Performance Development Department was established in the Ministry of Digital Economy and Entrepreneurship with the aim of raising the efficiency and effectiveness of work and improving the Organizational performance of the Ministry, by aligning the executive work plans with the strategic plans of the Ministry, and following up on their implementation through standards and KPIs to measure progress and achievement, which works to provide the necessary support to empower decision makers of making appropriate decisions.
On the other hand, the department works on documenting, simplifying and updating work procedures on an ongoing basis, conducting internal audits, issuing the necessary corrective actions, following up on their implementation as required, and monitoring and analyzing the KPIs of operations in the Ministry with the aim of continuous development and improvement.
- Improving the Organizational performance of the Ministry by aligning the annual plans with the strategic plans of the Ministry, following up on their implementation, and applying the necessary mechanisms and methodologies for this.
- Raising the efficiency and effectiveness of the Ministry in carrying out its tasks and providing its services through developing the organizational structure, developing the services provided, documenting, evaluating, simplifying and continuously updating work procedures.
- Monitoring and Evaluation Division (M&E):
Contribute to the preparation of annual plans for directorates, departments and units in the Ministry:
Monitoring and Evaluation Division (M&E) prepares annual plans for directorates, departments and units in the Ministry and reviews them to ensure their consistency with the strategic and operational objectives and the availability of financial allocations, and that there is no conflict between the various activities, projects, and programs of the Ministry in coordination with the concerned organizational units in the Ministry.
Preparing performance-monitoring plans for directorates, departments and units in the ministry and preparing work progress and achievement reports:
The division monitors the progress of work and achievement in the implementation of the strategic plan and annual plans on a regular basis, and issues reports showing the progress of work and the achievement percentages for each directorates, departments and units in the ministry.
The reports show the extent of deviation in the achievement percentages from the planned, with a detailed explanation of the reasons for the deviation, in addition to summarizing the disbursement percentages from the general budget, to be submitted to the top management for review and to give instructions to address the deviations and take the necessary corrective actions.
The division acts as a representative of the Ministry and a liaison officer with all concerned parties to monitor plans and expenditures, in order to submit the necessary reports to follow up the performance and projects entrusted to the Ministry according to national plans and government priorities.
Identifying and evaluating potential risks at the strategic and operational levels and their impact on the Ministry's systems and performance:
The division is also responsible for identifying risks at a strategic level, assessing the level of risk by assessing the impact and likelihood of risks, and developing control response plans; Its goal is to transform these risks into opportunities or/and reduce their negative effects, and thus ensure the removal of obstacles to achieving the strategic objectives, and the continuation of the implementation of operations and services efficiently and effectively in various circumstances.
This process includes, identifying risks, assessing the level of risks, determining the necessary procedures and responsibilities to control and monitor these risks, and finally evaluate and control the actions and plans taken to manage risks within specified periods.
Identifying the ministry's partners and evaluate their performance in coordination with the organizational units in the ministry:
The division’s employees annually manage the strategic partners and decision-making partners, by identifying the strategic partners for the strategic projects and initiatives that are being implemented, and defining the role played by each of them, based on the scope of work of each of these projects and initiatives and the parties concerned with their implementation. The Higher Planning Committee in the Ministry identifies the decision-making partners.
The department, in coordination with the organizational units in the Ministry, evaluates each partner based on the tasks expected to be achieved through it, which were previously determined, and then analyzes the assessments and calculates the percentage of partners’ achievement based on their tasks. After that, specifying a list of partners whose rating is less than 80%; the reasons for their low evaluation are listed and submitted to the top management.
- Operations and Total Quality Management Division:
The Operations and Total Quality Management Division aims to maintain the implementation of the quality management system and achieve a high level of performance of the internal processes and procedures used, through the following tasks:
Documentation of operations (procedures, policies, methodologies, work instructions):
All the main and supporting internal operations and procedures of the Ministry are documented in accordance with the applicable regulations and laws, and the requirements of international standards ISO 9001: 2015, the first version of the Quality Management System (QMS) was issued in 2005, work procedures, methodologies and policies are constantly being reviewed and developed according to the requirements of work in the ministry and by reviewing the best practices.
The quality management system is followed up and monitored and the procedures, effectiveness and accuracy of their implementation are constantly ensured through the implementation of periodic internal audits by the independent internal audit team, trained and assigned to implement it, with the participation and supervision of the Operations and Total Quality Management Division. The results of the internal audit operations are documented in special periodic reports, and the necessary corrective measures are issued and their implementation is followed up according to specified rules. These reports include suggestions and recommendations for continuous improvement and development of the system, so that they are submitted periodically to the top management to take the appropriate decisions.
Monitoring and analyzing operational performance indicators:
The efficiency and effectiveness of the Ministry's operations in achieving its objectives is monitored by setting (efficiency and effectiveness) performance indicators for the main and supporting operations for most of the Ministry's work procedures and methodologies. Where performance indicators are defined in a clear, understandable way to be measurable and linked to targeted values in reference to best practices. Performance indicators are one of the main methods used by the Ministry to measure the progress made in achieving its goals and implementing processes within the required level of performance. Performance indicators are monitored periodically and analyzed, reports and recommendations are issued for the purposes of correcting deviation (wherever there is), then meeting and make discussion with concerned persons to ensure the process of continuous improvement.
Simplification and continuous improvement:
A documented methodology is followed for the simplification and continuous improvement of the processes used within the ministry, where the processes to be simplified are determined according to scientific methodologies, and then these processes are analyzed by scientific means and tools to identify weaknesses and inefficiencies in their implementation with the participation of all concerned persons in order to solve them and correct and develop the current situation. Then a detailed report is prepared which includes recommendations for improvement and simplification, submitted to the top management for approval, and then circulated to the concerned internal and external parties to be implemented accordingly. The impact of the simplification process is also measured after an appropriate and predetermined period, in order to know the results of simplification and ensure its positive impact on improving the performance of the process.
Measuring the satisfaction of partners and service recipients:
The satisfaction of suppliers, partners and service recipients in the public and private sectors is measured according to the nature of the cooperation with the Ministry, as well as the employees in the Ministry and their needs are investigated periodically, with the aim of determining the current level of satisfaction, in order to work on raising it, identifying strengths to enhance and enrich them and identify opportunities for improvement to work on it and improve it continuously and thus achieve the requirements and expectations of service recipients and partners. Several questionnaires are prepared according to the target group to survey their opinions and observations and determine their requirements and expectations on several axes such as reputation, general impression, service, relations, and transparency.
Management and follow-up of complaints:
Complaints, observations, and all inquiries of service recipients, partners, and employees are managed and followed up through the internal complaints management system, which is worked in according to several criteria, including objectivity, responsiveness, transparency, confidentiality of information, focus on service recipients and partners, and the principle of continuous improvement and development.
This starts with receiving complaints, analyzing them and finding out their root causes until they are effectively resolved and addressed by taking appropriate measures that will prevent their recurrence in the future, thus fulfilling the requirements of service recipients and ministry employees and raising their level of satisfaction, and submitting an annual report to the top management to take the necessary measures. All complaints and inquiries that are within the scope of the Ministry's work are received through the "At your Service" governmental platform, which was launched by the Prime Ministry in 2018.