1. 20 May 2001Ibrahim1 The Future of the Egyptian Survey Authority in the evolution of the National Geospatial Data Infrastructure vision, achievements and lessons learned.

2. 20 May 2001Ibrahim2 Egypt Area: 1 million sq. km. Currently arable: 5%, planned 10%. Population: –Overall (1973) 35.6 million, (1993) 57 million. Cairo 5million, 15 million Incorporated in Cadastre 53 % rural, 20 % urban

3. 20 May 2001Ibrahim3 Principal Mandate of ESA (since 1898) Standardization and production of surveys and mapping activities funded by Government, Maintenance of the related archives, Production and dissemination of geodetic coordinates incl. heights, maps and related information Establishing and maintaining National Cadastre Maintenance of International Boundaries Religious calendar Funded almost entirely by government

4. 20 May 2001Ibrahim4 The Future Our Vision: Our dedicated and professional staff is committed to manufacturing high quality geographic information products and delivering professional surveying and mapping services to government and private sector end-users at a reasonable cost and with minimal government subsidy.

5. 20 May 2001Ibrahim5 The Future Our Mission:As a specialized Authority, the National Surveying and Land Information Authority produces, maintains and distributes current and accurate geographic data in support of national needs. These data describe the Egyptian landmass,its cultural features and the ownership of the land. They are delivered in the form of surveys, digital databases, maps, and related products and services.

6. 20 May 2001Ibrahim6 The path to modernization Late 1980s: significant injections in technological modernization, leading to efficiency improvements Early 1990s major technology and organization development program funded by USAID (USD 41 million). Establishment of ESA Strategic Plan, Mid 1990s to date, continuing technological renewal and management development program for 400 managers, Netherlands government supported through ITC.

7. 20 May 2001Ibrahim7 ESA Strategic Plan 7 Spearheads 1- Raising the level of stature of ESA and reconsidering its regulatory position and corporate governance. By mid 2001 ESA will be an Independent Economic Authority; 2-Rethinking ESA’s traditional ways of marketing, pricing and distribution along the lines of a commercial organization; 3-The consequence of “2” is liability.Hence the need to develop a transparent Quality Management System which begins with the quality of the staff.

8. 20 May 2001Ibrahim8 ESA Strategic Plan 7 Spearheads 4- Competent technology management to justify and protect the large capital investments required; 5- Organization development to achieve excellence beginning at the top of the organization 6- Implementing reward systems that encourage competent staff to stay (and poor performers to leave)

9. 20 May 2001Ibrahim9 ESA Strategic Plan 7 Spearheads 7-ESA’s task is too large to be carried out by it alone. It will continue to pursue public/public as well as public/private partnerships nationally as well as internationally to accomplish its mission.

10. 20 May 2001Ibrahim10 Human Resources Development Technology training, Technology Management training, Management Development

11. 20 May 2001Ibrahim11 Management Development Awareness of processes of knowledge transfer and technology transfer. Identification of the reasons for resistance to change and what can be done about it Managing in a technologically integrated production and service environment Managing the requirements of product diversity in an ICT environment

12. 20 May 2001Ibrahim12 Management Development Management through team processes for development and implementation of QMS, Awareness of modern cost accounting systems, Management development affects the whole hierarchy of the organization, requiring at each level focused approaches.

13. 20 May 2001Ibrahim13 Developing Management Training Capacity at ESA The Program of training (400) managers and Supervisors at ESA. (TMS/ESA) a 5 year project ESA’s leading partner: –International Institute for Aerospace Survey and Earth Sciences (ITC),

14. 20 May 2001Ibrahim14 TMS/ESA Project ITC’s partners: –Maastricht School of Management, –Dutch Cadastre and the Landesvermessungs Amt Nord Rhein- Westfalen in Germany, –Regional Information Technology Institute (RITI) in Cairo, –University of Cairo, –The Center for Adult and Continuing Education, American University of Cairo –A number of consultancy offices in Egypt.

15. 20 May 2001Ibrahim15 TMS/ESA Project Components Training the ESA teachers in the Netherlands, Developing the curricula for the ESA training facility in Egypt, Transferring the courses to ESA, ITC guidance in the first local courses, Training additional trainers, focused on ESA management cases, Consolidating the results.

16. 20 May 2001Ibrahim16 What has been learned? A selection of items: –The sequence of development undertaken since the late 1980s has been natural and practical, –The Strategic Plan has been essential as a stable reference in our progress, especially the 7 spearheads, –The project requires Executive level continuity and the undivided attention, visible involvement and commitment of the CEO,

17. 20 May 2001Ibrahim17 What has been learned? Cabinet level support is crucial and must be nurtured and supported by regular success stories Development of support of significant clients is essential for survival, Continuing support from the majority of the staff is essential for progress. Regular personal access to the CEO must be made

18. 20 May 2001Ibrahim18 What has been learned? A deliberate management development program such as the TMS/ESA project should have been undertaken about five years earlier than we did. Earlier design and rapid production of a simplified topographic database (unlike digital topographic maps) structured in several useful ways for the GIS community would have facilitated GIS applications and the foundation for the NGDI;

19. 20 May 2001Ibrahim19 What has been learned? The transition process is complex and needs constant attention and adaptation which should be the priority of the CEO and all management personnel; The process takes time, commitment of all concerned, and There are no shortcuts!