• Business Dilemma:
  The Israeli Government published Government Resolution 4753, which aims to increase the use of government information for the purpose of improving government policy, promote research at the state institutions, and increase the effectiveness of government actions. As part of this decision, it was decided to establish a government data lake in the Central Bureau of Statistics (CBS), as a supportive research infrastructure for advanced data-driven policies.
  TASC was asked by CBS to assist in planning this unified data infrastructure’s architecture.

• Process:
  While collaborating with various government ministries and conducting best practice research for advanced data solutions, our data team designed the unified data infrastructure’s architecture.
  The team also reviewed a variety of technologies and tools that will assemble and support the various layers of the unified data infrastructure, including data warehouses, ETL tools, orchestration tools, data catalogs, and more.

• Strategic solution:
  The client approved the architecture and the implementation started in the middle of 2021.

For more information: Otniel Ben Amara, Otniel@dev.tasc-consulting.com

• Business Dilemma:
  Israel was hurt dramatically by the COVID-19 virus, creating a severe economic crisis and an unemployment problem. TASC was asked to assist a major government ministry by creating a post COVID-19 recovery plan during the first wave of the pandemic.

• Process
  The plan included a few major steps: -Defining basic principles for a national recovery plan for the ministry, with focus on a timely, targeted and temporary plan – Recommending list of short and long term steps to preserve the ministry’s goals and the main principles mentioned above – Builting scenarios based on possible developments of the crisis and identifying vulnerable sectors and populations.

• Strategic Solution & Impact:
  A recovery plan was design formulating these principles, steps and scenarios. The plan aims to minimize the recovery period and get the ministry’s field back on track as soon as possible while dealing with the crises’ consequences.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  The global COVID-19 pandemic has led to a prolonged closure of the Israeli economy and caused significant damage to it. TASC was asked by the Ministry of Science to map the economic benefits of investments in applied economic research, emphasizing the importance of doing so in times of an economic crisis.

• Process
  The mapping incuded a number of segments: -Identifying the benefits arising from public investment in applied scientific research, such as direct economic contribution to GDP, encouraging further private sector investments, enriching human capital and assisting in “restoring minds” to Israel – Examination of best-practice countries’ performance in times of an economic crisis – public investments in applied R&D and their impact on their status as “innovative” and as an indication of their future economic growth.

• Strategic Solution & Impact:
  The study was formulated into a comprehensive position paper and submitted to the Ministry of Science and Technology as part of a successful recovery plan to assist Israel in emerging out from the crisis.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:

Unit designation update based on world tax authorities benchmark and internal analysis of the unit’s capabilities and effectiveness. In accordance with the unit’s designation, update of operating concept, core activity, and organizational structure.

• Process:

First, TASC performed current mapping of the unit’s activity, through interviews and analysis of customer internal materials. Subsequently, an international benchmark was conducted to examine the manner of audit and enforcement of tax compliance with leading tax authorities. In England and the United States, an examination of effectiveness was performed by comparing internal analyzes to results and indices abroad. In accordance with the conclusions, an operating concept was formulated along with activity types tailored to the new unit objectives. Following the unit’s redefined designation, an organizational structure was defined

• Project Outcome & Impact:

According to the new operating model that was formed for the small businesses unit, a new organizational structure was designed to better suit the small businesses segment needs along with the unit’s current capabilities and resources. The organizational structure was adapted to the unit’s updated main work process and in an attempt to pursue effectiveness in the operating model. The structural change included a whole new division to 6 districts, re-definition of current roles alongside the addition of several new positions.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:

Adapting the organizational structure to the core activities and functions derived from ILA’s mission and strategy

• Process:

TASC conducted organizational diagnosis and mapped gaps in the organizational structure, distinguishing between professional headquarters, supportive headquarters, and geographic units. Following this, TASC formulated recommendations for a desirable organizational structure, including strata of roles and composition of forums and work teams at ILA headquarters. The consultation was completed with a manpower standardization for the new structure.

• Project Outcome & Impact:

TASC work has streamlined processes – reducing time and costs, along with creating professional narrow management. As part of adapting the organizational structure to the work processes and consolidating similar processes, roles that were no longer needed were removed and new necessary roles were added. Moreover, the administrative and operational independence of the districts was increased.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  Due to a gradual increase in its workloads that caused bottlenecks in its daily operations, the inspection agency experienced a decrease in its efficiency and effectiveness. The agency approached TASC to review and redesign its organizational structure, systems, and work processes to adapt to the changes.

• Process:
  TASC conducted an organizational analysis using combined diagnostic methods (qualitative and quantitative), which led to recommendations for changes regarding the whole organizational system ‒ organizational design, work processes, managerial practices, work routines, and workforce reskilling.TASC also helped the agency translate the recommendations into an actionable work plan that included operational tasks, KPIs, and timelines. TASC closely supported management during the plan’s implementation by establishing a change administration committee, information gathering, and ongoing monitoring of the plan’s execution.

• Strategic solution & impact:
  The organizational change was implemented, leading to a 50% increase in the agency’s work capacity while focusing its operations on areas of greater impact.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  Future investments in the field will increase in the next decade and will require qualified human capital. TASC was asked by the Prime Minister’s Office and the Budget Division of the Ministry of Finance to examine gaps in human capital and recommend possible steps and measures to reduce these gaps

• Process
  The examination was based on several steps: – Mapping the gaps in human capital for infrastructure, while conducting over 40 meetings and interviews – Conducting a quantitative assessment of the gaps based on a supply and demand model (which weighs the existing engineers’ inventory), training and retirement expectations and demand in light of the increase of investment – Gathering a long-list of possible measures and steps to reduce the gaps, for engineering and non-engineering human capital, in the short, medium and long term

• Strategic Solution & Impact:
  The findings were presented to all major stakeholders and were instrumental in the approval of the needed steps as part of the 2020 budget

• Process:
  TASC has helped the ministry’s management team define a methodology for its annual planning process. Based on this new methodology, TASC helped build and implement support mechanisms for the process; crafted a communication strategy; and supported units’ managers in developing operational tasks and performance measurements (KPIs) for their annual work plan. All of these were done while focusing on measurable KPIs; reinforcing specific cultural changes, and strengthening employee engagement in the process via behavioral incentives

• Strategic Solution & Impact:
  Since the transformation, the annual planning process has become part of the ministry’s yearly cycle. TASC’s solutions helped increase managerial and employee engagement in the annual planning process; enrich the strategic planning capacity of the ministry’s units, and spur collaboration between units.TASC has continued to support the ministry in its planning and monitoring processes for three years. Moreover, TASC has become a trusted advisor to many government ministries and agencies in helping transform their organizational mindset

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  In order to improve government procurement processes and in light of the State Comptroller’s report on the subject, TASC was asked to formulate a new strategic plan for the Government Procurement Administration.

• Process
  The plan was based on several steps: – Identifying the main difficulties and barriers of government procurement, based on interviews, the Comptroller’s report on the subject, and international benchmark research in countries identified as similar in its structure of operations (mainly Ireland and the UK) – Formulating new goals and initiatives and outlining a multi-year strategic plan – Recommending an organizational structure compatible with the new strategy and objectives of the Procurement Administration.

• Strategic Solution & Impact:
  The new strategy consisted of new goals and initiatives to be implemented over a 3 year period, including a suggested new high-level organizational structure. The plan was accepted by the GPA and presented to the accountant general in the Ministry of Finance.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  The employment market in Israel faces many challenges due to external and demographic changes taking place in Israel. TASC was asked to assist the Labor branch in formatting a strategic multi-year digital plan, which will reflect and face these challenges and promote data-driven decision-making.

• Process
  The plan was based on several steps: – Conducting trend reviews in the employment market in Israel, including over 30 interviews with Labor officials and other stakeholders, and researching strategic programs of Labor Offices around the world – Conducting workshops to format the plan and assimilate it among the branch’s employees – Formatting the Branch’s purpose, vision, goals, objectives, KPIs and determining its moves for the upcoming years.

• Strategic Solution & Impact:
  The plan was approved and implemented in the Labor Branch’s work plan for 2019, in order to raise Israel’s productivity in the labor market and assist in integrating diverse populations into the employment circle

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  Israel’s Central Bureau of Statistics wanted to reach its data’s full potential to promote data-driven governance while digitizing its operation and infrastructure. TASC was asked to assist CBS in formatting a multi-year digital strategy plan, including a digital transformation plan.
  

• Process
  The plan was based on a number of steps: – Diagnosing CBS’s producers and consumers, hundreds of business processes and identifying best practice bureaus around the world – Redesigning the bureau’s vision, mission, and goals, and recommending 17 digital moves – Constructing an innovative operating concept to support the plan

• Strategic Solution & Impact:
  The program will be carried out during the next decade and will affect all the state authorities and consumers and producers of statistical information, in order to base governmental decisions on accurate and relevant data

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  Due to growing social and economic gaps between the Arab sector and other sectors, the government decided to formulate an economic development plan for that group. TASC was asked to assist in formulating a plan based on the budgetary reallocation

• Process:
  Construction of the plan was based on three main pillars:

• • Social and economic gap analysis between Jews and Arabs in Israel
  • Existing policy review including budgetary distortions diagnosis
  • International benchmark aimed at introducing new budgetary mechanisms
  • Interviews with all representatives of all stakeholders were conducted in order to better coordinate between them and engage them with the plan

• Strategic Solution & Impact:
  The project resulted in a roadmap for changing budgetary allocation mechanisms of various ministries, ensuring that Arab citizens would be budgeted in accordance with their 20% share society and often with preferential resource allocation. The program has been authorized by the Knesset and TASC’s team is working on the implementation of the program.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  sometimes very different- units, the Ministry’s management decided to formulate a strategic plan. The challenge was to relate to all units while addressing their broad denominator.

• Process:
  The plan was formulated in three main phases:

• • A review of trends expected to affect the Ministry’s activity in the coming years
  • Two management workshops to formulate the initial infrastructure of the program
  • Several small working groups’ workshops to improve and further detail the plan

Management of all units was involved in conducting the plan, which helped in both optimizing the plan and in better implementing it within the Ministry’s units.

• Strategic Solution & Impact:
  The program was presented by the Ministry’s Director General and Strategy Director at the Ministry’s annual management conference and was recently published on the MOJ website. The plan was detailed into annual unit tasks within the framework of the ministry’s annual work plan, which is practiced by all government ministries in Israel.TASC accompanies the MOJ in executing the strategic plan

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  The PMO is interested in assimilating a streamlining culture among government ministries, and therefore, also based on international learning, has formulated a systematic and consistent methodology for expenditures review to identify areas of inefficiencies and to formulate efficiency plans.The PMO has asked TASC to assist in improving the methodology and in implementing it within the government.

• Process:
  The PMO escort was in two main streamlines:

• • Managing the government process (in terms of timeline, submission formats, training, steering committees etc.)
  • Accompanying specific ministries in the Spending Review process

Lessons learned from both streamlines were used to improve the following year’s process and methodology.

• Strategic Solution & Impact:
  The Spending Review methodology was updated based on lessons learned by all parties. TASC continues to accompany the PMO in improving the methodology and assimilating it among government ministries

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:

The Israeli government through its various branches often employs a BOT/PFI procurement method for large-scale projects involving the private sector. These projects require the construction of detailed and intricate tenders and close management to achieve national interests.

• Process:

TASC provided full financial advisory services to the government throughout all stages of these procurement processes including:

• • Determining possible methods for execution of projects

• • Defining the optimal tender strategy
  • Formulating project risk matrix and defining the various parties’ risk allocation
  • Designing the financial aspects of the tender and allowing the private sector to raise financing
  • Negotiating with bidders in the tender process
  • Examining bids and selecting the preferred bidder
  • Consulting during the closing of the financing and adapting the concession if required
  • Negotiating final agreements with the concessionaire and lenders

• Strategic Solution & Impact:

TASC helped both the Israeli government and governments abroad in procuring large-scale infrastructure projects including power stations, roads, rail projects, desalination plants, and public housing.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
  A policy that would serve as a guiding framework for the government’s plan to stimulate the Israeli economy, bridge the digital gaps, and integrate information and communication technologies (ICT) at the governmental levels. The Digital Israel bureau sought TASC help in developing Israel’s long-term digital vision and strategy]

• Process:
  The project dealt with the means for harnessing the digital evolution to address three national goals:
  • Accelerate economic growth
  • Narrow social and economic gaps
  • Create a friendly and smart government

  Our team conducted a thorough international benchmark to define and compare key targets and strategic objectives for the national plan; At the next step, we merged these insights with further research and discussions with public, private, and third sectors and worked alongside the National Digital Bureau and other governmental offices in writing the national digital strategy.

• Strategic solution & impact:
  The plan was fully adopted by the Bureau’s directors and was later ratified by a government resolution (No. 2273, dated June 11^th, 2017). It is currently being implemented across the Israeli government offices.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com

• Business Dilemma:
• Contrary to accepted practice, the Israeli agriculture sector is based on market-price support rather than budgetary support. As part of the upcoming reform, TASC was asked to assist in formulating a professional position regarding this issue.

• Process:
• In order to build optimal support policy, the team created a comprehensive economic model; executed an international benchmark regarding common policies; and developed policy alternatives. Based on these, the team planned an outline for the transition to a policy based on budgetary support following the Ministry’s goals and objectives. Finally, TASC conducted an economic evaluation of the impact of the policy changes on consumer costs, farmers’ profitability, and the state’s tax revenues.

• Strategic Solution & Impact:
• This was the first time such a robust examination of the Israeli agriculture market was made and the results were eye-opening. Although reform in the sector has not yet been implemented, the Ministry has formulated its position on the subject based on the work performed by TASC.

For more information: Tal Bar Lahav, Tal.Bar@dev.tasc-consulting.com