EEPP   Program Support Unit 

Functions and Team Building for the PFTC Department, EEAA 

Functions and Organizational Structure of the PFTC 

Dr. Mike Smith started the exchange concerning the organization of the PFTC.  He reviewed 

the organizational chart for the department presented in the June, 1995 TEAM Misr 

document, presented in Attachment 7., EEAA Organizational Chart for the Technical Support 

Central Department and the Planning General Department.   This document with organization 

charts and TORs for positions was approved by the Central Agency for Organization and 

Administration  (CAOA, Tanzim) as the official EEAA structure and staffing plan.  Dr. Mike 

Smith concluded that the operations of the existing PFTC correspond to the functions of two 

general departments in the 1995 organizational structure.   He recommended a return to the 

1995 organizational set up with the following modifications: 

the two departments be merged, i.e., the Central Department for Technical Support 

(with 3 operational units) and the General Department for Planning and Follow Up 

(with 2 units), 

the Disaster Management unit be transferred out of Technical Support to be an 

operational unit elsewhere  

the existing executive support functions of the Agency be recognized and allocated to 

the Technical Support Central Department (a single unit). 

These modifications are captured in Attachment 8., Proposed Organization Chart for 

Technical Support, in which the Technical Support Department manages a total of six units:  

Executive Support, Middle East Agreements (MEA), Project Development and Funding, 

Technical Support,  Program Planning and, lastly, Work Planning and Follow Up. 

A first response to the six unit proposal for PFTC was that, in the short run, it would not be 

feasible because: 

a.) 

the level of specialization (6 areas) is beyond the immediate needs of the current 

operations of the PFTC.  Program planning and follow up for the Agency are not 

yet full time functions.  Although they are receiving greater priority, for the time 

being,  they should remain a single specialization. 

b.) 

filling the two mid level management positions (Director Generals) would be 

difficult.  These individuals would need to be technically competent and 

possessing management skills 

c.) 

Project development, funding and technical support could be combined and 

devoted to reach out to all stakeholders in the environment sector of the country.   

Insights from this work at the national level would be coordinated and shared with 

the Agency planning and follow up group to improve strategic, long term and 

annual programs. 

The Executive Support function was ambiguous to the participants.  It was seen as a cluster 

of activities that would change daily according to the requirements of the Minister and CEO.  

Highly responsive staff would be needed and the work would need daily supervision of each 

and every task.  Executive support activities would be difficult to package into longer term 

tasks that a staff member could achieve with some independence. 

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INTERNATIONAL RESOURCES GROUP