An example to follow
The Bibliotheca Alexandrina is a model of dynamic modernisation, writes Mohsen Youssef*
The official inauguration of the Bibliotheca Alexandrina was followed by numerous cultural and scientific activities. In its first year the library hosted more that 170 seminars, conferences, lectures, art exhibitions and concerts, covering a wide variety of topics, from women and development to biotechnology, the ethics of scientific research, youth problems, water, food, mathematics and calligraphy, all attracting a large number of foreign participants. Writers and commentators have reflected on the ancient history of the library and its contemporary rejuvenation, highlighting its role, both past and present, as a centre of learning not only for Egypt and the Middle East, but the world.
Less noted, but no less important, are complementary developments in the administrative structure of the library as an institution. The administrative structure adopted by Ismail Serageddin, the director of the Bibliotheca Alexandrina, is an important aspect of a process of modernisation adopted at the library. As such, the history of the library, and a review of its modernised administrative structure, is instructive for other Egyptian institutions and organisations.
The Bibliotheca Alexandrina was established by a special law from the People's Assembly (Law No. 1 for the year 2001) directly attaching the project to President Mubarak, freeing it as an institution from the red tape saddling other government organisations. The president drew up a set of rules monitoring its financial as well as administrative structures in Presidential Act No. 76/2001. He also stressed the unique nature of the institution -- being an Egyptian institution managed by a Council of Patrons composed of a number of presidents, even kings and queens, from all over the world, as well as a Board of Trustees composed of ministers, notable figures, and a number of international celebrities. The Board of Trustees, chaired by Mrs Suzanne Mubarak, took the responsibility of drawing up the regulations of the library, as well as appointing its director. The Board of Trustees unanimously endorsed the well-known Egyptian scholar Ismail Serageldin for the position of director.
The policy charter adopted for running the library, prepared by its director and approved by the Board of Trustees, aims to achieve and maintain excellence, transparency, flexibility and accountability through a number of innovative reforms inspired by other lead-edge global institutions. One principle is the delegation of authority, allowing managers to take a full role in the making of decisions. Another is a refocusing of the standards of success, taking in not only administrative procedures, but a broader understanding of real achievements. The first year has proven a fruitful period of amazing successes. As well as hosting conferences and exhibitions, and increasing its acquisitions, the library received more than a quarter-of-a-million visitors.
In terms of personnel, the library has chosen to invest in its human resources. Although the library continues to benefit from the experience of specialists, it has adopted a policy of capacity building, focusing on dynamism and youth rather than seniority. The average age of employees at the library is 24 years. Adopting the same principle in the managerial structure (focusing on efficiency over seniority), means that most of the library's employees have reason to be ambitious, efficient and professionally motivated. Additionally, the library itself invests in its employees through its continuous programme of in-service training. Efficient young women are encouraged, and indeed the number of specialist female employees exceeds that of male employees in most departments, except security and service. Many have assumed managerial posts.
In addition to these general personnel policies and the dynamic way in which the library was established, the library has adopted a "one-team" policy of relations between employees. This policy centres on continuous training, which all employees, including managers and the director, undertake. An evaluation system is devised to enable each employee to evaluate his/her performance in accordance with proscribed goals. Other employee supervisors participate in the evaluation of each employee so that an objective view of each individual's performance may be achieved. This process ensures excellence of performance and accuracy as it only evaluates 10 per cent of the employees as being excellent no matter how high the performance of the institution is as a whole. The process is also transparent to all employees, who have the right to object to the results of the evaluation through channels created for this purpose. Finally, the director of the library holds general meetings with all the staff, as well as meetings with individual departments or sections, where all issues related to the library are discussed freely.
The library has drawn up a set of regulations similar to those employed in other international scientific research centres, governing the arrangement of work as well as the selection of employees. One basic rule adopted by the library is that employees are hired for a certain task for a specified period of time, according to a contract (usually a three-year term). This kind of contract arrangement motivates employees to do their best to improve their performance, as well as to gain experience and knowledge through continuous training. The relationship between the institution and the employee in this case is one of mutual need and acceptance. The library chooses staff and employees who possess appropriate and necessary skills -- such as having mastered foreign languages or computer skills -- that guarantee their ability to improve professionally and to accept the principles of continuous training.
In terms of the working environment, the library depends heavily on modern technology. For example, all employees at the library communicate with each other via e- mail -- a means of communication that saves money, time and energy, while guaranteeing speed and efficiency. In addition, the library uses computing technology in all administrative, financial, and logistic operations, including bookkeeping, salaries, and budgets. A standard database is developed for all workers to use to record their operations and keep information. Such a system guarantees continuous monitoring of all operations undertaken in the library. Electronic copies of all documents, including financial documents, are also archived electronically, allowing them to be retrieved easily whenever necessary.
Finally, the director of the library -- an eminent scholar whose contributions in various fields are most valuable -- has secured the library a wide network of relationships with other international institutions as well as scholars. As an example of a modernised institution, the library operates on local, regional and international levels. Through organising international conferences the library has strengthened its connections with centres of learning all over the world, providing local researchers with the opportunity to exchange ideas with colleagues from other institutions. At a regional level, the library stands as a model of its kind, exemplary in its practices of documentation and information storage, as well as its experiments in areas such as education and learning, with the aim of enhancing the true spirit of academic research. Two such courageous projects undertaken by the library are the "digital archive", storing all the sites published on the Internet (a huge enterprise undertaken by only one other organisation, based in California, USA) and a project documenting the cultural and natural heritage of Egypt.
The example of the Bibliotheca Alexandrina, as an institution, is already encouraging other organisations and institutions to reconsider their operational systems and activities -- a healthy phenomenon leading to the creation of an atmosphere that enhances competition and creativity.
* The writer is an advisor to Ismail Serageldin, director of the Bibliotheca Alexandrina.
