Trade Enhancement Programme - Management Support to Reform of Customs Administration
Gordon Gullan - Change & Management Development expert & Lead tutor Gaetan Turgeon - Customs management training specailist & Co-tutor
The EC-funded Trade Enhancement Programme TEP-C (â¬3.5million over 30 months) was designed to overhaul and reform the functions of the Egypt Customs Administration (ECA). Component IV of the TEP called for the training of all ECAâs senior and middle managers focusing on planning and managing change under reform driven by modernaisation of all ICT systems. This â¬0.7 million project component was designed to deliver, on behalf of the Customs Reform Unit, the necessary intensive residential programmes under a tight schedule over 10 months.
Urwick Group member, Gordon Gullan, designed and, with co-tutor Gaetan Turgeon (ex-Canada Revenue & Customs), delivered three 6-day intensive change management development programmes (MDP) for the top 50 senior managers of the Egypt Customs Administration (including representatives from the Ministry of Finance). All senior managers identifuied change Action Plans for impmentation in 3-4 months by their teams. Each Plan was reviewed and assessed by detailed interviews and formal Presentations of results by selected middle manager teams. The entire process was set up on a competitive basis to highlight the most effective change impacts. This was followed by nine iterations of a reorientated and closely related intensive residential 4-day programme for 225 middle managers, which were conducted in Alexandria, Cairo and Port Said.
All programmes were run with the support of a team of five interpreters, who were involved in the translation into Arabic of the significant Change Management Manual to accompany the programme. A special Glossary of terms and related phrases was designed and prepared to support all participants.
The main objective was to build a management âmind-set changeâ in alignment with the reform process in order to facilitate the long-term sustainability of the entire reform programme. This was achieved by developing the agreed strategic objectives into operational plans with support in key associated critical managerial skills.
All programmes were completed with notable success in achieving a cross-functional modern management style, and reinforced development of strategic objectives in all business units and central departments. 45 senior managers participated in follow-up review of actual results of action plans for reform and impact of MDP on their work and managerial approach. Full evaluation of outcomes and impacts was made for sustaining the initiatives started.