Administrative Status Report and.....

​Introduction: The Vision of Investing in Human Capital

​In light of a reality exhausted by war, the local authority of Taiz Governorate, led by Governor Nabil Shamsan, has adopted a pioneering developmental approach. This approach is predicated on rehabilitating "Human Capital" as a fundamental entry point for the restoration of state institutions. This vision was not merely administrative but a strategic political decision, manifested in entrusting the General Directorate of Administrative Development Research and Training to a cadre of elite academics. This stems from the conviction that the battle for institutional building requires merging scientific expertise with executive reality.

​I. Training as a Capacity-Building Tool (Impact and Inclusivity Analysis)

​By employing an approach that links institutional needs to outcomes, training programs were implemented to maintain the minimum threshold of state functionality. Data indicates the following:

​_Demographic Distribution: A total of 1,319 participants were trained over three years (2023–2025). There has been a notable improvement in qualitative vocational inclusion (gender mainstreaming), aligning with Sustainable Development Goal 5 (SDG 5).

​_ Quantitative and Qualitative Evolution: Despite a decrease in total numbers (from 584 in 2023 to 330 in 2025), this phase was characterized by a qualitative shift toward specialization and direct skill acquisition.

​_ Consultancy and Decision-Making: The provision of 523 specialized consultations contributed to creating a "consultative work environment" that supports Directors-General in making knowledge-based decisions.

​II. Taiz on International Platforms (Building Developmental Partnerships)

​International participation was not merely representational; rather, it served as "administrative diplomatic channels" for the besieged city of Taiz:

​_Bridging the Gap: Participation in 12 international conferences and the release of 25 scientific publications aimed to transition the discourse on Taiz from a "crisis context" to a "development and scientific research context."

​_Policy Improvement: Partnerships with UNESCO, the Arab Towns Organization, and the American Academy have placed Taiz’s administrative apparatus on the map of international governance standards.

​III. Transparency and Systems Reform (Addressing the Data Crisis)

​In a step that reinforces the principle of "transparency" in public policy, the report acknowledges the absence of a unified statistical system.

_ Developmental Proposal: The report explicitly calls for a transition from "paper-based documentation" to the establishment of a unified central database. This is essential to ensure accurate impact measurement, as the total beneficiaries (4,620 employees) require a digital tracking system to link training with improved field performance.

​IV. Future Outlook (Towards E-Government 2027)

​The governorate’s administrative policy is shifting from "emergency response" to "strategic planning":

​_Future Requirements: Targeting 4,800 employees during the period (2023–2027).

​Qualitative

_Transformation: The upcoming objective moves beyond slogans toward "Skill and Technology," focusing on E-Government requirements as a strategic choice to reduce bureaucracy and enhance integrity.

​Executive Summary (2023–2025)

​The report demonstrates that Taiz Governorate has transitioned from "Crisis Management" to "Management through Administrative Development." Despite wartime conditions, the local authority succeeded in training and qualifying over 4,600 employees while building qualitative international partnerships. This indicates that investing in human resources is the sole guarantee for state survival and service improvement in liberated areas— like Taiz ,a model that can be emulated by other regions in similar contexts.

​Key Policy Recommendations

​1. Fundamental Recommendations for Systems Development

​To transition from the "Training Phase" to "Digital Governance":

​-Establishment of a Unified Personnel Database: Immediate shift from manual statistics to a central system linking the General Directorate of Research with all executive offices to monitor staff movements and needs in real-time.

_​Automation of Administrative Processes (E-Governance):Initiating the digitization of high-demand public services in Taiz as a pilot phase.

​-Development of Quality Standards (ISO): Formulating Standard Operating Procedures (SOPs) for every department to ensure standardized administrative performance.

​2. Executive Recommendations for Process Improvements

​To improve expenditure efficiency and maximize training ROI:

​-Adopting the "Training for Impact" Principle: Moving beyond trainee counts to implementing pre- and post-evaluations to measure improvements in speed and accuracy.

​-Activating the "Administrative Policy Lab": Utilizing the Directorate’s academic staff to analyze chronic administrative issues (e.g., jurisdictional overlap) and provide scientific solutions.

​_Enhancing Gender and Youth Balance: Continuing the integration of women and youth into middle and senior management levels.

https://www.atyafye.com/report/yemen-a-decade-of-conflict-and-the-path-to-recovery-20152025-20-aa9474c1?lang=en