“ANGSPE brought together 200 managers designated by the 57 EEPs under its portfolio, as well as several directors general of EEPs, to announce the launch of an ambitious project dedicated to improving the performance of the Agency’s scope” , indicates ANGSPE in a press release, specifying that this event, organized in Rabat, marks a significant step in the implementation of the EEP reform.
The same source indicates that the strategic management of EEPs and the monitoring of their performance constitute the basis of a profound reform of the EEP sector, in accordance with the High Royal Instructions.
One of the levers of this reform provided for by framework law No. 50-21, is the establishment of a system for monitoring the performance of EEPs. Also, as provided in Article 5 of Law No. 82-20 establishing the ANGSPE, one of the Agency’s missions is to “ensure the property interests of the State shareholder, manage the holdings of the State and ensure the monitoring and assessment of the performance of public establishments and enterprises.
And to recall that the Strategic Directions of State shareholder policy, adopted during the Council of Ministers of June 1, 2024, confirmed this provision. Orientation 7 emphasizes the need to “strengthen the exemplary role of public establishments and enterprises in terms of governance and performance”, with the objective of active management of the public portfolio, aiming at optimal valorization of tangible and intangible assets. , as well as an improvement in the performance of EEPs.
During this launch event, ANGSPE initiated a project to manage the performance of EEPs which will make it possible to set up a global management architecture within its scope, to standardize the system and the performance measurement tools. financial and operational and to strengthen the management dialog between ANGSPE and the EEPs concerned, as well as the performance culture within its portfolio.
This project will provide the State shareholder with an essential monitoring tool to better understand the strengths and areas for improvement of each EEP and further rationalize the Agency’s portfolio while allowing a projection of the financial trajectory on a consolidated basis, based on individual business plans.
This project also constitutes a complementary project to the initiatives already launched, in particular those relating to the consolidation of the accounts of the State shareholder in IFRS standards and the promotion of good governance practices.
The management system must be linked fluidly with the State’s shareholder policy and the contracts established with the EEPs, the press release concludes.
How does ANGSPE plan to overcome resistance during the implementation of performance monitoring systems?
Interview between Time.news Editor and ANGSPE Expert
Time.news Editor (T.E.): Good day, and thank you for joining us today to discuss the recent gathering organized by ANGSPE in Rabat. It seems like a pivotal moment for the management of State-owned enterprises. Could you start by giving us an overview of the significance of this event?
ANGSPE Expert (A.E.): Thank you for having me! The gathering in Rabat brought together 200 managers from various public establishments and enterprises (EEPs) under ANGSPE’s portfolio. This event is significant as it marks a crucial step toward implementing the reform strategy mandated by the High Royal Instructions. It’s all about enhancing the performance and strategic management of these public entities.
T.E.: That sounds like a substantial initiative. You mentioned the implementation of the EEP reform. Can you elaborate on what this involves and why it’s important for the overall economic landscape?
A.E.: Absolutely. The reform aims to establish a more effective system for monitoring the performance of EEPs. Framework law No. 50-21 outlines various levers, one of which is a performance monitoring system. By closely monitoring these entities, we can enhance accountability, ensure efficient resource allocation, and ultimately improve public service delivery. This is vital for optimizing state investments and fostering economic growth.
T.E.: Performance monitoring sounds crucial. How does ANGSPE plan to ensure that these monitoring systems are effective?
A.E.: Great question! One of ANGSPE’s core missions, as per Article 5 of Law No. 82-20, is to oversee the performance of these entities. We’re developing a comprehensive framework that includes key performance indicators, regular assessments, and feedback loops to adapt strategies as needed. The idea is to create a culture of transparency and continuous improvement.
T.E.: Transparency and accountability are certainly essential. In terms of the strategic directions of State shareholder policy, what are some of the key changes being implemented in this reform?
A.E.: The strategic directions we are adopting focus on aligning the objectives of EEPs with broader economic goals. We aim to streamline operations, reduce inefficiencies, and foster innovation within these public establishments. The ultimate objective is to ensure that EEPs not only fulfill their mandates but also contribute positively to the national economy.
T.E.: It sounds like a comprehensive approach. However, changing established systems can often meet resistance. What challenges do you foresee in implementing these reforms?
A.E.: Change is always met with challenges, particularly in established organizations. Resistance may arise from stakeholders accustomed to certain ways of operating. We anticipate the need for robust change management strategies, including stakeholder engagement and clear communication about the benefits of the reforms. Training and capacity building will also be crucial to equip managers with the skills needed for this transformation.
T.E.: It seems like fostering a cultural shift will be essential. Lastly, what outcomes does ANGSPE hope to achieve in the near future as a result of these reforms?
A.E.: Our primary goal is to see a marked improvement in the efficiency and effectiveness of EEPs. We want these entities to be self-sufficient, impactful, and responsive to the needs of citizens. In the long run, we hope to build a more sustainable and progressive public service framework that can adapt to changing societal demands and ultimately boost public trust.
T.E.: Thank you for this insightful discussion. It’s clear that ANGSPE has a challenging but rewarding journey ahead, and we look forward to seeing the positive changes in the EEP sector.
A.E.: Thank you! It’s been a pleasure to share our vision, and we are committed to making these reforms a success for the benefit of all.