The National Center for Management Development and Information Technology
Establishment
The National Center for Management Development and Information Technology was established in 1970 and was known at that time as (The National Center for Consulting and Management Development). Where it was entrusted with the task of building and strengthening the capabilities of workers in the government administrative apparatus and other sectors (private, Mixed) which contributes to the achievement of administrative development. In 1988 it was merged with the National Planning Institute. And after abolishing the Ministry of Planning in 1994 and downgrading its organizational level to an authority, The center was merged with the Financial and Accounting Training Center and became linked to the Ministry of Finance. In 1996, the center was re-established and linked to the Ministry of Planning. And after the issuance of the new Ministry of Planning Law No. (19) for the year 2009, in 2011 the center was merged with the Al Quds School for Computers, It became known as the National Center for Management Development and Information Technology. The center has branches in the governorates (Mosul, Basra and Diwaniyah).
The center undertakes the following tasks
Building and strengthening the capabilities of workers in state agencies, sectors (public, private and mixed) and civil society organizations.
Enhancing the concepts of management information systems and informatics culture.
Implementing quality management systems in accordance with international standards.
Preparing and qualifying administrative leaders.
Expanding the center’s activities at the level of regions and governorates that are not organized in a region.
Developing scientific research methodology in the areas of administrative development and information technology.
Strengthening cooperation bonds with the concerned local, regional and international bodies.
Providing technical advice in the fields of administration and information technology in order to raise the efficiency of institutional performance.
The strategic directions of the center
The center is constantly keen to update its strategic directions to upgrade the Iraqi administration to keep pace with global developments in the fields of Management development and information technology. The center’s strategic directions are:
Vision
message
The National Center for Management Development and Information Technology seeks to raise the efficiency of the Management apparatus and develop the performance of institutions through:
Creating a flexible Management apparatus capable of managing state institutions to achieve Management reform.
Providing advisory services to state ministries that live up to their expectations to achieve their goals and aspirations.
Implementing training programs according to the latest international models and standards to enrich knowledge and refine management skills within a training environment that adheres to quality standards.
Implementation of specialized activities in the preparation of research and studies.
strengthen communication and partnerships with national, regional and international bodies.
institutional values
Creativity and innovation
Honesty
Integrity
Teamwork
Share
Effective investment in human capital
Stakeholders
Ministry of Planning .
State ministries and entities not associated with a ministry .
the private sector .
Civil society organizations .
International, and regional organizations .
workers in state institutions .
workers in the center .
strategic goals
Providing highly specialized and effective administrative and technical training.
Professionalism in providing services through the application of quality standards.
Achieving the objectives of government institutions through training and development.
Raising the efficiency of the administrative apparatus and human resources to keep pace with global changes and achieve leadership, success and excellence in business.
Focusing on all workers in the development process and creating an environment of mutual trust to put forward ideas, discuss performance obstacles and find solutions.
Focusing on work ethics and developing job loyalty among all employees.
