UNITED NATIONS PUBLIC SERVICE FORUM WORKSHOP 7

Session: Leadership Training in BIPA

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

By: Ishaq Mohammed Ameen, Executive Director – Leadership Programs, BIPA 25 -26 June 2013

Government Expenditure of Training in Bahrain – How much is it?

Total government expenditure on training during 9 years (2003 2011) was 230, 856, 532 Bahraini Dinars (US $ 610,731,566)

Inside Bahrain 40 Million Dinars 17% of the total expenditures

Outside Bahrain 13,044,818.00 13,859,109.00 16,515,748.00 20,240,624.00 17,570,811.00 20,691,363.00 30,138,684.00 29,745,812.00 29,051,371.00 190,858,340.00 Inside Bahrain 1,834,973.00 2,597,731.00 2,869,682.00 4,272,458.00 4,977,711.00 4,861,606.00 6,309,629.00 5,692,678.00 6,591,064.00 40,007,532.00 Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total Source: Source: Ministry of Finance Kingdom of Bahrain LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

About BIPA

Established by a Royal Decree in 2006 … Actual Operation and budget allocated 2009….Number of Employees: Approximately 55 BIPA Mission Statement Acting as change Agent for sustained Transformation through training, learning and development (Research & Consultancy) in the public sector Develop an evidence-based research agenda within BIPA Develop human capacity Develop organizational capacity BIPA Vision Partner of choice Developing First Class Civil Servants Develop a strategic agenda for Public Sector in line with Vision 2030 BIPA's ambition is to become a ‘ issues in the Public Sector Think tank ' for the Public sector and proactively respond to strategic

Main Questions to be Answered

• What were main attempts of BIPA and contributions to provide leadership development programs for the public sector in the Kingdom of Bahrain in the past 4 years?

• Where does BIPA fit within the concept of transformational Government?

• Are BIPA leadership development programs tuned and in line with the concept of Transformational Government (t Gov)?

• What actions are necessary based on the answers for Q1 and Q2?

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Establishment of BIPA & 2030 National Economic Vision Role

Gov. Entity Gov. Entity Gov. Entity Gov. Entity Gov. Entity BIPA Gov. Entity Gov. Entity Gov. Entity Gov. Entity

BIPA Mandate Article 2: BIPA will work for the purpose of improving public administration in the Kingdom of Bahrain and providing training for government entities to develop Government employees in a way that enhances PA and supports economic and social plans. Vision 2030 and National Economic strategy (derived out of it) stated: “Create a prestigious leadership program to develop leaders in the public sector. Top-quality government requires top quality talent in its ranks”.

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The Concept of Transformational Govt. (T-Gov)

The expressions: transformational government, transformative e-government, reinventing government, innovative government and citizen centric government are often used in close proximity, by both politicians and academics. Bannister & Connolly (2010)

e-government is: “.. a technological innovation and move from an inefficient and mainly unaccountable bureaucracy to a new entrepreneurial culture”. Blackstone et al (2005)

“Transformational Government….

encompasses a new "virtual" business layer within government which allows an integrated, government-wide, citizen focused service to be presented to citizens across all channels, but at no extra cost and without having to restructure government to do so..” OASIS

“Government transformation is about

change management facilitated by technology

“t-Government would seem to be a

mixture of e-government, business process re-engineering and business scope re definition

Bannister & Connolly (2010)

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The Importance of Leadership in the Context of Transformational Govt.

Streamlining and Change Managemen t E-Gov Capabilitie s

Leadership

Building Capabilities at all Levels T Government

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The Concept of Transformational Govt.

A study by the University of Manchester found that 35% of e-government projects in developing countries resulted in total failures; and that 50% were partial failures.

Source: Working Paper, University of Manchester, U.K. Higher Education Admission Center (HEAC) Heeks, R.

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BIPA National Leadership Programs Timeline

BIPA leadership development programs have gone through the following milestones:

200 8 Some initiatives existed but were not systematic 200 9 Design & development of leadership programs started 201 0 Systematic Training started (Programs started) 201 201 2 A draft policy for National Leadership Development brought up 201 3 Kawader Program started National Policy for Leadership Development to be endorsed Other Programs to start in 2014 Nokhba & Takween International Partners engaged with BIPA e.g. NSG, Oxford, AHRI BIPA more visible on the International Arena

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BIPA Training Priorities in the first 4 years

BIPA worked in the first 4 years of operation on the following priorities: • • • • • • • Build reputation are you?) for BIPA as training provider for the public sector “Who Build track record for its training capability Build enablers ( Infrastructure for the training process ) to take place smoothly and with sustainable quality Build Training facilities, a general framework for training in BIPA, a network of skilled trainers, facilitators, coaches, developers etc… Building experience and developing expertise in leadership development Building partnership fields to BIPA work with international bodies specialized in related Building leadership development programs which are tailored needs of the public sector in Bahrain. to the

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National Leadership Program Objectives

• • • • • • • •

BIPA leadership development programs generally focus on the following strategic objectives: Endeavoring to develop government officials in terms of following structured and established methodologies performance and potential To familiarize Program participants with major may face in the public sector current and future challenges that they To equip participants with tools to better understand self and others in the workplace To provide opportunities for the participants to widen their networks and develop relationships within the public sector toward a corporate culture as much as possible To contribute to the achievement of the goals as per Bahrain’s National Economic Vision 2030 and the program of the Government To provide opportunities for participants and their public organizations to each other by sharing best practices related to common areas of interest.

learn from To familiarize Program participants with the major laws and statutory requirements which govern the public sector in the Kingdom of Bahrain. In the Future: To introduce trainees to “ Evidence-based policy Making ” skills LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Important Terms

National Legislations

means laws passed by the legislature or the legislative authority in the country and are bound-laws, upon which the government issues the appropriate policies as executive authority.

Government policies

can be defined as the rules and regulations governing the work or the way the rules are set for the work by senior government authorities which vary depending on the policy of the state or the government curriculum.

National Legislations Government Policies Strategies Work Execution ذي تاعيرشتلا ةينطولا ةيموكحلا تاسايسلا لمعلا تايجيتارتسا فنتلا تايلآو تاردابم Strategy

is the method of work according to the system established by the state or government, in other words it is the way of reaching the goals that are set in accordance with existing policies in the state.

Implementation mechanisms

are the means, methods and operational tools that are used to complete the work in accordance with the strategies.

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Strategies that were followed by BIPA

Determining the general strategic directions of the design and implementation of the training programs.

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Training & Learning Framework

Top Leaders Program Nokhba Qeyadat Kawader Takween Short Courses (Single Competency) Induction to Government Consultancy & Research

Strategies that were followed by BIPA

National Leadership Development Program

Target Group

Assistant Undersecretaries & Undersecretaries Nokhba

Duration

TBD Directors Induction to Senior Civil Service Qeyadat 16 Weeks Section Heads 12 Weeks Kawader Supervisors/Group Leaders Takween 6 Weeks A General framework for government leadership development programs was tailored Tailored Courses The above is a process that is about to be endorsed by the Civil Service Council as a government policy LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Our Leadership Building Approach:( Hands-on, Theoretical, Practical and Involves all Parties)

Action Learning Case Studies Knowledge Sharing

International Professional Partner Public Sector Private Sector

Field Visits Mentoring and Coaching Projects IDPs Theories Interactive lecturing and Interviews

Strategies that were followed by BIPA

Linking leadership and training programs and courses with Major laws governing the public sector in Bahrain, such as: Civil Service Law, Tender Law, National Audit Court, and others Tailored Courses Designing training programs in accordance with national models related to the local nature and prevailing educational patterns Learner-Focused LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Strategies that were followed by BIPA

Applied the principle of “Locally design and Internationally recognize” Global Spread Best Practices Linking the design of training programs with the strategic constants for the Kingdom Tailored Courses LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

A Clear Model that focuses on the customer and Delivering Results

Build a clear yet simple model for leadership programs designed by BIPA Deliver Results Set Direction & Lead Take Care of Customers & Stakeholders Control & Develop your Organization Develop your team LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Strategies that were followed by BIPA

* Focusing on local expertise in training delivery

Leadership programs adopted the concept of “

Leaders as Teachers

” and hence utilizing the expertise from within the local public sector.

* Partnering with international bodies specialized in leadership development International Recognition LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Outsourcing

The use of a range of qualified trainers and the formation of a network of relationships with them Cooperation with others to develop National policies and Legislations that impact the process of training in the public sector National Legislations تاعيرشتلا ةينطولا Government Policies Strategies ةيموكحلا تاسايسلا لمعلا تايجيتارتسا Work Execution ذي فنتلا تايلآو تاردابم LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Outcome of the Strategies followed

BIPA has yet to conduct a thorough study on the impact of leadership programs conducted by BIPA (2009-2013) Some indicators for the level and quality of the results obtained to date do exist No. of Participants & Graduates

100 80 60 40 20 0 45 41 50 44 46 44 24 25 42 19 20 20 25 25 13 15 19 20 20 17 1 ةعفدلا 2 ةعفدلا 3 ةعفدلا 4 ةعفدلا 5 ةعفدلا 6 ةعفدلا 7 ةعفدلا رامعلاا طسوتم نيجيرخلا دادعا نيكراشملا دادعا 25 20 15 10 5 0

Levels of Qualification

1 1 12 2 8 2 9 1 4 2 1 8 10 1 8 8 2 14 1 ةعفدلا 2 ةعفدلا 1 4 1 3 ةعفدلا 11 1 8 3 9 1 8 4 ةعفدلا 5 ةعفدلا 6 ةعفدلا 7 ةعفدلا ةماع ةيوناث سيرولاكب يلاع مولبد ريتسجام هاروتكد 20 15 10 5

Gender Distribution

16 9 13 12 12 3 13 6 15 5 15 5 12 5 ركذ سنجلا ىثنا سنجلا 0 1 ةعفدلا 2 ةعفدلا 3 ةعفدلا 4 ةعفدلا 5 ةعفدلا 6 ةعفدلا 7 ةعفدلا 400 300 200 100 0 141 121 312

All Batches

8 62 7 59

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5 96 45

Outcome of the Strategies followed

Level of Satisfaction by Participants

100 90 80 70 60 50 40 30 20 10 0 88,75 89,79 84,23 86,58 88,16 86,67 89,67 Batch 1 Batch 2 Batch 3 Batch 4 Batch 5 Overall Satisfaction Batch 6 Batch 7

There are many success stories that are not documented and need proper research LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Conclusions

• •

Transformational Government needs proper leadership and hence BIPA has been engaged in this process since it started its activities in 2009.

“Transformational government cannot be as such transformational if it is

not the result of a negotiated process between a number of actors or within a network. It has to be configured beyond the boundaries of government

operations and out of the box marked: e-government"

Quote from workshop ToR

•

The transformation Government must satisfy two components: the Hardware and the Software: 1. The

Hardware

is the latest technology available 2. The

Software

is the negotiated process between a number of actors within the network which includes training, building trust, leadership development, collaboration, etc…

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Conclusions

•

There are a number of government entities which need to interact and complement each other in the effort for adopting and implementing the concept of t-Gov. These include but not limited to BIPA, e-Gov and CIO.

• •

All above entities have to work together and to engage other pubic sector entities to achieve objectives of the transformational government

•

The concept of t-G to be imbedded within leadership programs in BIPA

•

A government policy to be issued to further formalize and strategize the process of leadership development in the public sector

•

Government policies can be further supported by national legislations to protect policies endorsed

•

It would be ideal to come up with a national policy regarding adoption of the concept of t-G which could be endorsed by the cabinet

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Thank You

Ishaq Mohamed Ameen BIPA Kingdom of Bahrain

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