Functional Review of the Ministry of Education, Science and ...
Functional Review of the Ministry of Education, Science and ... Functional Review of the Ministry of Education, Science and ...
C.2. Sequencing In this section, the report presents a proposed sequencing of activities for implementation of the review recommendations. The activities are divided into three groups: immediate (execution of activities within 1 year – by the end of 2010), short-term (execution of activities within 2 years – by the end of 2011), medium-term (execution of activities within 5 years). C.2.1 Immediate activities (by the end of 2010) In this section, those activities are included that are workable within 1 year. It comprises the following: Start execution of all organizational recommendations of the section C.1. Prepare a short-term interim plan for HR development of MEST employees in the most urgent areas (financial and IT literacy, new regulations, languages). Build a database of learning activities that were provided by donors and their participants as well as those activities that are under preparation and use it in managing the MEST’s capacity building. Resolve the most serious shortcomings of the financial management area – commence conduct of MEST’s accounting and nominate asset officer In the plan of activities of internal audit, concentrate on priority areas identified by the Auditor General. Ensure central in-house IT-maintenance service provision for hardware and for basic software. Prepare the new EMIS project using the standard professional information system development approach. Prepare an internal regulation about submission of materials and organization of meetings of the MEST’s management. Prepare in cooperation with international experts within the upcoming SWAP FOR EDUCATION project a strategic document on HR capacity building. C.2.2 Short-term activities (by the end of 2011) In this period, the MEST’s organizational transformation should be essentially completed and the capacity building and other proposed activities should be stepped up. Strengthen staff numbers for the R&D area and special support area Define more precisely the role of inspection in higher education in the law on inspection. Elaborate a system of internal administration of finances including the review of the current structure of the MEST’s budget. Based on the adopted system of internal administration of finances perform training of financial literacy for all levels of the MEST’s management. Equip the corresponding units of the MEST with software products for basic administration support. Prepare a strategic document on information services development. Ensure area-based (PreUE, HE, R&D, financing, planning,...) IT-support service provision for software. Prepare conditions for gradual completion of key departments by IT support staff familiar with the department’s subject. Prepare and implement a project of electronic registration of documents. Prepare strategy in the R&D area. 26
Based on the new R&D strategy decide about further position of research institutes; in case the institutes remain in the current setting, improve conditions for their work. C.2.3 Medium-term activities (within 5 years) In this period, the efforts embodied in the elaborated strategic documents would continue to be implemented. Additionally, this is the appropriate time frame for: Devolution of the school construction / procurement to municipalities. Establishment of a grant agency for R&D support. C.3. Gender impact of recommendations The terms of reference of the project stipulate that the project should also assess “possible differential gender impact of recommendations, given workforce profile”. This requires analysis of the gender composition of the MEST employment, which is presented in the Table 4. 10 Table 4: Current gender composition of the MEST staff Male % Female % Total MEST 94 57 70 43 164 By positions Department directors 7 78 2 22 9 Division heads 10 71 4 29 14 Others 77 55 64 45 141 By department Department of the administration of pre-university education 13 59 9 41 22 Department for developing preuniversity education 10 42 14 58 24 Higher education department 7 64 4 36 11 Department of Science and Technology 3 75 1 25 4 Department of finance and personnel 5 38 8 62 13 Legal Department 2 50 2 50 4 Procurement department 3 60 2 40 5 Department of Infrastructure and technical services 17 77 5 23 22 PS Office 7 44 9 56 16 Minister’s Cabinet 4 44 5 56 9 Other units 23 68 11 32 34 Source: own calculations based on the MEST data from February 2009 As we can see, the gender balance (male: female) in the MEST as a whole is 57:43. As for department directors and heads of division, the ratios are similar (78:22 and 71:29), but much more in favor of males 10 ) In accordance with the approach used in comparisons of personal capacities with EU-6 countries, we do not take into account the Inspection Department. 27
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Based on <strong>the</strong> new R&D strategy decide about fur<strong>the</strong>r position <strong>of</strong> research institutes; in case <strong>the</strong><br />
institutes remain in <strong>the</strong> current setting, improve conditions for <strong>the</strong>ir work.<br />
C.2.3 Medium-term activities (within 5 years)<br />
In this period, <strong>the</strong> efforts embodied in <strong>the</strong> elaborated strategic documents would continue to be<br />
implemented. Additionally, this is <strong>the</strong> appropriate time frame for:<br />
Devolution <strong>of</strong> <strong>the</strong> school construction / procurement to municipalities.<br />
Establishment <strong>of</strong> a grant agency for R&D support.<br />
C.3. Gender impact <strong>of</strong> recommendations<br />
The terms <strong>of</strong> reference <strong>of</strong> <strong>the</strong> project stipulate that <strong>the</strong> project should also assess “possible differential<br />
gender impact <strong>of</strong> recommendations, given workforce pr<strong>of</strong>ile”. This requires analysis <strong>of</strong> <strong>the</strong> gender<br />
composition <strong>of</strong> <strong>the</strong> MEST employment, which is presented in <strong>the</strong> Table 4. 10<br />
Table 4: Current gender composition <strong>of</strong> <strong>the</strong> MEST staff<br />
Male % Female % Total<br />
MEST 94 57 70 43 164<br />
By positions<br />
Department directors 7 78 2 22 9<br />
Division heads 10 71 4 29 14<br />
O<strong>the</strong>rs 77 55 64 45 141<br />
By department<br />
Department <strong>of</strong> <strong>the</strong><br />
administration <strong>of</strong> pre-university<br />
education 13 59 9 41 22<br />
Department for developing preuniversity<br />
education 10 42 14 58 24<br />
Higher education department 7 64 4 36 11<br />
Department <strong>of</strong> <strong>Science</strong> <strong>and</strong><br />
Technology 3 75 1 25 4<br />
Department <strong>of</strong> finance <strong>and</strong><br />
personnel 5 38 8 62 13<br />
Legal Department 2 50 2 50 4<br />
Procurement department 3 60 2 40 5<br />
Department <strong>of</strong> Infrastructure<br />
<strong>and</strong> technical services 17 77 5 23 22<br />
PS Office 7 44 9 56 16<br />
Minister’s Cabinet 4 44 5 56 9<br />
O<strong>the</strong>r units 23 68 11 32 34<br />
Source: own calculations based on <strong>the</strong> MEST data from February 2009<br />
As we can see, <strong>the</strong> gender balance (male: female) in <strong>the</strong> MEST as a whole is 57:43. As for department<br />
directors <strong>and</strong> heads <strong>of</strong> division, <strong>the</strong> ratios are similar (78:22 <strong>and</strong> 71:29), but much more in favor <strong>of</strong> males<br />
10 ) In accordance with <strong>the</strong> approach used in comparisons <strong>of</strong> personal capacities with EU-6 countries, we do not take into<br />
account <strong>the</strong> Inspection Department.<br />
27
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