Public Sector Assignment in Sudan

Situation.

The Government of Sudan received financing for the Public Sector Reform, Decentralization, and Capacity Building Program (PSCAP) Project to commission a six-month interim management assignment to assess the Management Development Centre’s (MDC) capacity to support the government reform efforts in public sector management.  I was invited as an independent specialist to devise a proposal to modernise MDC’s operational model to achieve a competitive advantage in international markets.

Tasks.

·         Entry.    I met virtually with the PSCAP Director to clarify requirements. PSCAP arranged for me to meet virtually with a Sudanese subject matter expert (SME). The SME explained that Sudan is a multilingual country with a tradition of using colloquial Arabic. I also met with the Director of the Embassy of the Republic of Sudan in London to better understand Sudan’s values like honour, dignity and self-respect. As a result, I adjusted my expectations and understood the need to be flexible. I positioned myself as a facilitator rather than the lead author for the final product.

·         Diagnosis. In situ, I used various techniques to find the information necessary to uncover MDC issues. I used participatory approaches to engage and build buy-in, including facilitating focus groups and interviewing senior and managerial stakeholders within MDC, PSCAP, Ministry of Labour and Administrative Reform, Ministry of Human Resources Development, National Council for Strategic Planning, Arab-British Chamber of Commerce, and Sudanese Chamber of Industries. I also reviewed key reports including ‘The Sudan Republic: MDC: Monthly Managerial Forums’, ‘MDC: Consultancy Reports’, and ‘MDC Annual Reports’.

o   As a result, I discovered that MDC:

A.    Was an autonomous body but was attached to the Minister of Labour and Administrative Reform.

B.    Had a high public profile.

C.   Had no comprehensive long-term direction or strategy in place.

D.   Lacked governance oversight as the MDC Board had not met over the past two years.

E.    Lacked financial control to invest in new developments.

F.    Lacked growth as demand decreased by 82% over the past five years.

G.   Did not mitigate the risk that it will continue to lose its client base and reputation as an influential, credible and valuable training provider in Sudan.

H.   Found it difficult to develop its services with real growth potential or generate surpluses to reinvest.

I.      Could not plan and control its activities as all income was reverted to the government general account, with a percentage returned to the MDC.

The proposed solution changed significantly from what was initially envisaged. According to the MDC Board, the biggest challenge is separating ownership of MDC from government control.

·         Proposal.

o    I prioritised local knowledge and expertise and developed a proposal with the MDC Board. The proposal drew heavily on Sudanese officials’ insights and recommendations. I asked a member of the Board to draft key sections in Arabic to increase accessibility and ownership. I focused on practical application and avoided using management speak. I ensured MDC officials were lead owners of the proposal, with me in supporting roles. The proposal addressed risks and gaps sensitively and focused on sustainable capacity building using a phased and structured approach aligned with The Republic of Sudan’s Twenty-Five-Year National and Federal Strategy.

·         Implementation.

o   Given the lengthy timeframe to implement the proposal, I worked with the MDC Board to appoint a project manager and transferred programme management skills. I secured high-level champions and influential MDC and Government leaders who would advocate for the proposal.

·         Exit.

o   As the assignment concluded, I positioned my support as facilitating a Sudanese-led process rather than delivering an externally driven product. This increased the likelihood of ownership and sustainable implementation. Over the next twelve months, I continued to give occasional ad hoc guidance virtually, depending on the situation’s needs.

Results.

·         Pioneered a revised business model, leading negotiations for successful divestment of MDC from the Government over six months.

·         Co-created a three-year strategy, which retooled offering and resourcing driven by industry needs on Sudan’s growth sector (cement production and agriculture).

Francis Maietta

Member of the UK Institute of Interim Management (IIM)