This chapter focuses on the NIGSD’s collaboration with Egyptian and international stakeholders, highlighting the importance of strategic partnerships in activities such as training for civil servants. It proposes recommendations to help the NIGSD establish structured, strategic partnerships, enhance cross-government co-ordination and improve monitoring and evaluation of existing collaborations.
Institutional Review of the National Institute for Governance and Sustainable Development in Egypt
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4. Building partnerships with Egyptian and international stakeholders
Copy link to 4. Building partnerships with Egyptian and international stakeholdersAbstract
Building partnerships is an essential element of the National Institute for Governance and Sustainable Development’s (NIGSD) activities. As stated in the Prime Minister Decree n°1880/2020 and in their mission statement, the institute aims to “Conduct research and statistical activities and surveys, in partnership with regional, national and international research institutions (Arab Republic of Egypt Prime Minister, 2020[1]). It also offers private and public sector training and consultancy in good governance practices, competitiveness and sustainable development, building partnerships not only with target entities but also with CSOs and academia that provide support to this end.
Following the reorganisation and revamping of the mandate and strategy to expand activities in 2018, the NIGSD has been increasingly developing national, regional and international partnerships with a large range of actors, notably governmental entities and public institutions, international and regional organisations in Egypt and abroad, private companies, national and international universities, research centres, as well as CSOs. The reinforced collaboration with stakeholders responds to three main objectives: scale up and deepen NIGSD’s activities in line with their mandate to promote good governance and sustainable development in Egypt; increase the quality, reach and relevance of training, consultancy and research activities; and build their reputation as a reference actor on good governance and sustainable development at the national and international level. In this regard, the NIGSD should consider further formalising these strategic partnerships using such co-ordination tools as Memoranda of Understanding between its key partners, as it does with MPEDIC, to clearly codify the shared roles, responsibilities, deliverables and their timelines, and resource-allocation and pooling initiatives so as to facilitate the common pursuit of strategic policy objectives of mutual interest (see Chapters 3 and 4). The MoU with MPEDIC can be used as a blueprint for future partnerships.
This chapter presents an overview of the NIGSD’s partnerships with Egyptian and international stakeholders. It focuses on the current characteristics of the partnerships and the existing opportunities to further deepen them, building on the impetus for more strategic engagement with partners and NIGSD’s ambition to scale up outreach activities. It represents a key opportunity for the NIGSD to build capacities and resources, as well as affirm their position on the national and international stage.
The NIGSD is expanding activities for governance for sustainable development and competitiveness
Copy link to The NIGSD is expanding activities for governance for sustainable development and competitivenessIn recent years, the NIGSD has increasingly developed partnerships, in line with the expansion of their activities as a service provider. As illustrated in Table 4.1, there is a large variety of partnerships developed by the NIGSD. Partnerships take different forms depending on the profiles of the partners, their needs and the areas of cooperation identified (consultancy, training, and research), although they are all linked to the promotion of governance, sustainable development and competitiveness. Due to its position in the Egyptian institutional landscape, the NIGSD collaborates particularly closely with some key actors such as MPEDIC on a large range of topics and activities.
Table 4.1. The NIGSD has a large number and diversity of partnerships with international, national and local stakeholders.
Copy link to Table 4.1. The NIGSD has a large number and diversity of partnerships with international, national and local stakeholders.Overview of select NIGSD’s partnerships
|
Type of institutions |
Areas of partnership |
Type of partnership |
Selected partners and programmes in this area (if relevant, type of activities, topics covered, etc.) |
|---|---|---|---|
|
Egyptian governmental actors and public institutions |
Training Consultancy Research |
|
Cooperation with 32 governmental agencies, including:
|
|
Universities, schools research centres and affiliated entities (private and public) in Egypt |
Training Research |
|
|
|
International universities and research entities (based abroad) |
Training Research |
Co-manage programmes and initiatives with the NIGSD · Beneficiate from NIGSD’s programmes and trainings · Contribute to research activities and publications · Conduct evaluations for the NIGSD |
|
|
Private sector entities |
Consultancy Traininq Research |
|
|
|
Civil society organisations |
Training Consultancy Research |
|
|
|
International organisations |
Research Training |
|
|
|
National development agencies and other governmental entities / International and regional organisations |
Research Training Consultancy |
|
|
|
National and international foundations |
|
|
Note: This list is not exhaustive and focus on selected partnerships identified by the NIGSD as their main partnerships.
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project and in documents shared by the NIGSD, http://nigsd.gov.eg/.
The scaling up and diversification of partnerships as currently undertaken by the NIGSD is key to ensure the Institute can deliver on their ambitious mandate to promote good governance and sustainable development. The NIGSD also displays prestigious and well-respected international partners which can help strengthen its credibility at the local and international level promote knowledge sharing. Moreover, as OECD studies show (OECD, 2023[2]), collaboration with stakeholders through the development of partnerships can help increase the quality and relevance of services to the needs of users and expand capacities to implement activities and deliver on priorities. It also contributes to building the institute’s reputation as a reference actor on good governance and sustainable development at the national and international level. KDZ is an example of the mutual benefit that partnerships can provide at both national and international levels and could serve as a best practice inspiration for the NIGSD in its efforts to expand and deepen strategically its partnerships network (see Box 4.1). Similarly, CIFAL Flanders can be of interest for strengthening NIGSD’s strategic partnerships (see Box 4.2).
Box 4.1. KDZ has implemented several partnerships to achieve its strategic goals
Copy link to Box 4.1. KDZ has implemented several partnerships to achieve its strategic goalsFor KDZ, collaborative partnerships are the backbone of a sustainable and trustful cooperation. These partners support and co-operate with KDZ in its different endeavours. An illustrative example is the centre’s partnership with the Regional School of Public Administration in the Western Balkans (ResPA), with whom KDZ has been working over the last few years to establish the Western Balkans “Regional Quality Management Centre” (RQMC), inaugurated in 2022. This project is part of the BACID programme (“Building Administrative Capacities in the Danube Region”), that seeks to sustainably advance the development of public administration in the Western Balkans towards EU standards. As a member of this programme, KDZ also founded a “Network for Digitalisation” with NALAS (Network of Associations of Local Authorities of Southeast Europe) to work on measures for the digitalisation of cities and the creation of necessary standards.
Furthermore, in 2023 KDZ will be involved in two multi-lateral TSI projects supporting the Austrian ministry of arts, culture, civil service and sport as partner; as well as in the EU project Weber 3.0 on civil society monitoring of administrative reform in the Western Balkans. The centre has also developed a close partnership with the OECD, supporting SIGMA (Support for Improvement in Governance and Management) with the development of the “Principles of Public Administration” (OECD SIGMA 2017) in relation to the municipal and multi-level governance.
As the Austrian CAF centre, KDZ also has access to the German-Austrian CAF network and to the network of accredited centres. In order to broaden and deepen this collaboration with other organisations in the network, the CAF Centre opted for the digitalisation of its activities and will be able to offer most of its activities online by 2022. This included the development of the CAF digital knowledge platform, which offers access to national and international projects carried out by other accredited centres, best practices, the CAF network, and other CAF-related documents. Additionally, KDZ hosts events to bring together the EFAC practitioners’ network (External CAF Feedback Experts), including the RQMC within ResPA, to exchange professional experience and strengthen practical knowledge in delivering Professional External Feedback Procedures (PEF). Among the activities that KDZ organises with external evaluators is also the organisation of qualifying training sessions for organisations that want to act as EFACs. The exchange of knowledge and experiences in this context is of relevance for KDZ, as the organisations that have applied the framework can undergo the PEF assessment carried out by EFAC practitioners to obtain the “Effective CAF user” certificate.
Source: (KDZ, n.d.[3]); (KDZ, 2023[4]); Author’s notes based on information collected during a meeting organised on June 26th, 2023.
Box 4.2. CIFAL Flanders is a member of several global fora and associations and has implemented partnerships also at the local level
Copy link to Box 4.2. CIFAL Flanders is a member of several global fora and associations and has implemented partnerships also at the local levelCIFAL Flanders relies on its partnerships to achieve its expected goals, especially as 65% of its income is provided by contributions from partners. All CIFAL partners are members of the SDG Learning Network, through which they can exchange information, knowledge, and expertise about their sustainable transitions. Currently, this network includes more than 30 learning partners.
As an active networker, CIFAL Flanders is a member of several global fora and associations. It is one of the co-founders of SDSN Belgium (Sustainable Development Solutions Network), which is part of a global SDSN network of research centres, universities, and academic institutions to promote practical solutions for sustainable development. Members of this network collaborate to support action-oriented research on SDGs and the Paris Climate Agreement. The institute is also a member of the UNA Belgium (United Nations Association), and the UNCG (United Nations Communication Group) in Brussels. Moreover, CIFAL Flanders is part of the Belgian sustainability community “The Shift”, a co-organiser of the SDG-Forum in Belgium, and a close collaborator of UNRIC (United Nations Regional Information Centre for Western Europe).
The institute is also a member of the CIFAL Global Network which comprises 31 UNITAR-affiliated centres worldwide, each of which is a regional hub for capacity development, bringing together public administration, private sector and civil society. This network is an initiative of UNITAR’s Decentralised Cooperation Programme, which coordinates the activities of regional centres for trainings and knowledge sharing. This initiative also enables the establishment of an information network for sharing experiences among cities worldwide that have made progress in sustainable development practices and technologies.
Furthermore, partnerships with local actors are of particular importance to CIFAL Flanders and its aim is to “localise” the SDGs and ensure that its global training offer is relevant to local practitioners. Through co-creation, local partners help develop locally relevant content and strategies to address different SDGs and issues arising in different contexts.
Source: (CIFAL, n.d.[5]); (CIFAL Flanders, n.d.[6]); Author’s notes based on information collected during a meeting organised on 26 June 2023.
Building such partnerships with a wide range of profiles, has already brought a clear added value to the work and reputation of the NIGSD. First, the NIGSD has been developing a strong network of partners both in Egypt and abroad, enabling the institute to reach out to a larger number of beneficiaries and actors in different spheres of societies and at all levels of government. Second, the NIGSD has been able to assimilate and leverage a high diversity of knowledge on a large range of topics linked to public and corporate governance, competitiveness, and sustainable development which they could not develop internally. Such knowledge now has a decisive role to play to improve and expand its service offer. In this sense, the installation of the Egypt Impact Lab in the premises of the NIGSD as part of the collaboration between J-PAL Middle East and North Africa (J-PAL MENA) and the MPEDIC to conduct impact evaluation of national initiatives can contribute to adding a scientific approach and methodology to NIGSD’s activities, that would need further exploring to mainstream impact evaluation in NIGSD approaches. In the same way, the development of the Cairo Centre for the Localization of the SDGs can support a more important use of quantitative analysis with regards to SDGs in the Institute’s activities.
Moreover, partnerships with CSOs such as Caritas and Helm that work on disability awareness also bring a transversal inclusiveness expertise to the institute. The NIGSD should not only seek a closer partnership with MPEDIC but also pursue the formalisation of the collaboration with Civil Society Organizations (CSOs) and the National Council of Women. By interacting with CSOs in a structured manner, the NIGSD can ensure that the needs and concerns of individuals with disabilities are integrated into their activities, a task explicitly assigned in the organisation's mandate. Simultaneously, a strengthened connection with the National Council of Women is equally imperative to ensure a gender lens into the NIGSD's work, as also specified in the mandate. Through these strengthened strategic partnerships, the NIGSD can contribute more effectively towards to a more inclusive and equitable society by addressing both disability rights and gender equality concerns.
Finally, the NIGSD beneficiates from increased visibility and credibility on the national and international stage thanks to the cooperation with governmental partners but also well-established and renowned institutions (J-PAL, United Nations bodies, Hertie School of Governance, Cambridge University, etc.), on which it could further communicate.
The broader objective of the NIGSD remains to contribute to the achievement of the Egypt’s Vision 2030 and the SDGs. In this sense, forging partnerships is intended to support the impact of their work and broaden their audience, thereby increasing the awareness and capacity of the Egyptian public administration and society. For example, the NIGSD has initiated discussions with a large number of private universities in Egypt with the aim of establishing a network of governance centres in the Egyptian academic world. Similarly, the Institute of Sustainable Development and International Relations in France has developed partnerships as well with universities, and the Institute for Research on Public Policy in Canada with academic institutions as well as private companies (see Box 4.3).
Box 4.3. The Institute for Research on Public Policy (Canada) and the Institute of Sustainable Development and International Relations (France) have implemented key partnerships
Copy link to Box 4.3. The Institute for Research on Public Policy (Canada) and the Institute of Sustainable Development and International Relations (France) have implemented key partnershipsThe Institute of Sustainable Development and International Relations (IDDRI, France)
IDDRI's research projects are supported by its multidisciplinary team and an extensive network of partners that extends across France and internationally. For the various programs within the focus areas and initiatives, in-house researchers can rely on the support of research partners who provide assistance and financial partners to fund the activities.
IDDRI has two foundational partnerships: The Initiative for Development and Global Governance, and Sciences Po. Since 2008, IDDRI has been in collaboration with FERDI (Foundation for Studies and Research on International Development) through the IDGM (Initiative for Development and Global Governance). IDDRI operates at the crossroads of prominent networks and experts in the fields of development economics and sustainable development. This initiative, which expanded in 2011 to include CERDI (Center for Study and Research on International Development), has been recognised with the prestigious "Laboratoire d'excellence" (Laboratory of Excellence) designation. This recognition was reaffirmed in 2015 through an international evaluation that emphasised the three institutions as a French reference for their capacity to leverage scientific research excellence to contribute to international policy discussions.
One of the most defining features of IDDRI is its close relationship with Sciences Po since 2007 in the form of a strategic partnership. Both institutions share the same vision of the relationship between science and politics as a key element for analysis and decision-making. IDDRI and Sciences Po aim to ensure that the wide range of perspectives from the social sciences is reflected in their research activities. In addition to their involvement in educational programs, the institute also engages in concrete collaborations with several of the university's laboratories.
In addition to its foundational partnerships, IDDRI has access to an extensive network of think tanks and influence with whom it actively collaborates for its activities. IDDRI has international and European networks, as well as bi-lateral and thematic. In terms of its international network, IDDRI collaborates with several think tanks located in key forums on global governance and public policies. Finally, IDDRI is also supported by so-called scientific partners. Backed by prominent French research institutes since its inception (CNRS, INRA, CIRAD), IDDRI is a member of influential international networks like the Earth System Governance Network. Furthermore, IDDRI is actively fostering "multi-domestic" networks to observe and analyse societal changes across various national contexts. These initiatives aim to facilitate the development and strengthening of capabilities for engaging in policy discussions in diverse countries. For instance, this is exemplified by the networks established through the DDPP and ATPI projects focused on crafting long-term transformation strategies, specifically in the domains of energy and agriculture.
The Institute for Research on Public Policy (IRPP, Canada)
The IRPP relies on its extensive network of partners to carry out its research and other activities. Both research programs and the magazine, as well as the Center of Excellence, benefit from the collaboration of external experts who contribute to the institute's work. In fact, the think tank has a Strategic Partnership Lead responsible for identifying and promoting partnerships and collaborations with external organisations and the development of sponsorships. There is a wide range of different sponsors and collaborators, ranging from multinational companies like Amazon and Accenture to academic institutions like Carleton University and business organisations like the Business Council of Canada.
The institute has a particularly close relationship with the federal, provincial, and municipal levels of government, serving as a knowledge source for decision-making. For instance, following the publication of a researcher's work on childcare, they were appointed as a member of the Early Learning and Childcare Advisory Council. Meanwhile, another researcher was invited to the House of Commons last year to give a presentation on their research on adult learning.
The NIGSD has been rapidly developing its partnerships and clients focusing on one-off opportunities
Copy link to The NIGSD has been rapidly developing its partnerships and clients focusing on one-off opportunitiesIn recent years, the NIGSD has been expanding their partnerships and networks of clients following two main directions. First, an increasing number of organisations has reached out to the NIGSD directly, especially at the national level and referring to its good reputation. It is notably the case for private sectors entities benefiting from the institute’s training and consultancy activities, as highlighted during the exchanges with NIGSD stakeholders. Second, the NIGSD has also been initiating discussions with potential partners identified by their business development and international cooperation department to assess the possibility and benefits of the cooperation. The research of new partnerships led by the Business Development department within the NIGSD is organised by geographical area (EU, United States, Asia, MENA region, etc.). The assessments made by the NIGSD focus on the area of expertise and past experience of the potential partners, their existing partners, their previous projects and ensuring that their projects fit in with the NIGSD’s mandate and demands.
Once contacts have been established by email, the NIGSD usually organises preparatory meetings with potential clients and partners, where they discuss the mutuality of the partnerships. The formalisation of partnerships can then take several forms depending on the nature, level and scope of the cooperation, as presented in Box 4.4. For most partnerships, a Memorandum of Understanding (MoU) is drafted between the two entities, and later complemented by separate project contracts based on specific needs and activities. This variety of agreements existing nevertheless provides the NIGSD with a large degree of flexibility to adapt to changing needs and priorities of stakeholders and of the Egyptian government. The NIGSD does not apply an annual fee for partner organisations outside of consultancy activities. Activities taking place in the framework of other types of partnerships are funded through revenue generated by the NIGSD’s consultancy activities, MPEDIC’s support to the institute and development partners’ support to programmes and initiatives, notably from private foundations. Other models exist where partner institutions are charged an annual fee to beneficiate from services, as presented in Box 4.5.
In addition, the NIGSD has been increasingly developing work on competitiveness, particularly on corporate governance, but has a limited portfolio of clients and partners. The expansion of activities and research in this area could call for the search and development of new partnerships with academia, think tanks and business development with new clients. When relevant, the scope of existing partnerships could be further expanded to include competitiveness. These developments need to take into account the capabilities and value-added of the NIGSD and focus on governance for competitiveness, on research on competitiveness and the importance of sustainable development for enhanced competitiveness.
Box 4.4. NIGSD’s types of partnerships
Copy link to Box 4.4. NIGSD’s types of partnershipsMemoranda of Understanding (MoU) - they usually have a very generic structure setting the main framework of cooperation and are completed by specific contracts detailing activities. The MoUs can be signed directly with the NIGSD (e.g., CSOs and universities), or with MPEDIC (e.g, Ministry of Justice) where the ministry is represented by the NIGSD;
Protocols, that set a clear vision of the cooperation and identify obligations for each party;
Contracts with partners for specific activities, that can also take place in the framework of larger MoUs;
Letters of intent and twinning agreements for less structured cooperation.
Source: Information collected during the fact-finding interviews organised in the framework of the project and in documents shared by the NIGSD.
Box 4.5. Partnerships modalities: the examples of CIFAL Flanders (Belgium) and KDZ (Austria)
Copy link to Box 4.5. Partnerships modalities: the examples of CIFAL Flanders (Belgium) and KDZ (Austria)CIFAL-Flanders (Belgium) offers three levels of paid partnerships based on the degree of engagement
About 65% of its CIFAL Flanders income is provided by the contributions of its partners.
The institution has three levels of partnership, with annual fees ranging from 8.000 to 20.000 euros:
SDG partnerships: they range from one to three years, during which partners pay an annual fee based on the size of the organisation and receive an SDG training package tailored to their needs and circumstances.
PCA2030 trajectory partnerships: They span three years and imply a deeper degree of engagement. PCA stands for pioneer, champion, and ambassador, reflecting the three levels of ambition in the trajectory for realising the SDGs, while 2030 refers to the UN 2030 Agenda for Sustainable Development and the SDGs. Each phase of the trajectory requires a higher level of ambition in realising the SDGs: from strategic implementation (Pioneer) through transition (Champion) to a human rights approach of sustainable development (Ambassador). Each ambition level is rewarded by a UNITAR certificate of completion after an external expert jury judges on the fulfilment of the criteria for each phase. The trajectory is meant for all actors in society (governmental institutions, enterprises, higher education institutions, civil society organisations, etc.) and can be joined as a partner of CIFAL Flander’s SDG Learning Network.
Strategic partnerships: The highest and most comprehensive tier of partnership. These collaborative arrangements typically span from three to five years and involve a deep level of cooperation with CIFAL Flanders. Partners at this level commit to an annual fee, support an annual event, contribute to the foundation's equity capital, and are members of the Board of Directors.
The institute follows a specific process for choosing its partners. For instance, potential “strategic partners” are required to be training partners for at least three years to understand the organisation better. An external jury then assesses the suitability of training partners to become strategic partners based on their ambition for sustainability, ethics, and good governance, as well as their transparency.
KDZ offers discounted services to member partners
KDZ relies on a membership system to support its activities. Unlike generic partners, members benefit from reduced fees for services provided by KDZ, including research assignments, organisational consultancy, and training events. In addition, members get exclusive access to the ’members' platform, the “praxisplaner.at” tool for financial management of municipalities, a telephone information service, as well as the journal and all other publications and documents. The Board of KDZ is responsible for deciding on the admission of members.
There are two types of membership:
Institutional membership: It is targeted at public sector institutions in Europe, as well as other institutions that cooperate closely with the public sector. In this case, the membership fee depends on the size and financial resources of the institution. Once granted, the representatives and staff appointed by the institution have access to all services that KDZ offers to its members.
Personal membership: Subject to a fixed fee of 150 euros per year, it grants access to the same services as institutional members, except for the ’members' platform and the “praxisplanner.at” tool. This type of membership is open to different profiles: Managers and experts from public institutions, researchers and academics, people whose professional activities contribute to the objectives of KDZ, political officials (as long as their membership is not used for political purposes), and students, to whom a reduced rate of 50 euros is applied.
Sources: (KDZ, n.d.[3]); (KDZ, 2023[4]); (CIFAL, n.d.[5]);Author’s notes based on information collected during a meeting organised on 26 June 2023.
Information gathered during the exchange with the NIGSD and other stakeholders suggests that NIGSD’s approach to partnerships remains as of today largely driven by opportunity rather than a formal, dedicated partnership strategy on the long-term that would ideally flow from its strategic planning framework (see Chapter 3), resulting in an important heterogeneity in existing partnerships. Moreover, as most partnerships are established following direct requests to or from the NIGSD, NIGSD’s activities are tailored to the needs and characteristics of each stakeholder. This leads the NIGSD to develop consultancy, trainings and research material and knowledge on a large variety of topics on governance and sustainable development that are often not replicated in other partnerships, therefore limiting capacity building and specialisation on specific topics within the NIGSD. Similarly, the objectives of the partnerships stated in agreements vary greatly between projects, including with similar stakeholders. If some partnership agreements mention precise outputs (e.g., number of people trained), other agreements refer more largely to the desired impact. This can further create discrepancies of engagement with partners on the long-term. At issue is whether the multiplication of external partnerships and clients across an ever-broader range of policy areas is in the long-term best interest of the Institution, which runs the risk of spreading itself too thinly and diluting its strategic focus on governance and sustainable development.
Nevertheless, there is today a strong demand from a number of NIGSD’s partners to broaden the scope, depth and length of their cooperation with the institute, notably through the scaling up existing programmes or exploring new areas of cooperation. This is for instance the case in the framework of the partnership between the NIGSD and the Ministry of Justice. The two institutions have launched in 2022 a large-scale cooperation that encompasses capacity-building, support to institutional development and technical assistance on judicial governance, that started with a pilot phase for 120 judges (Ministry of Planning and Economic Development, 2023[14]). They recently developed a proposal for three training programmes for 3000 judges aiming at improving the governance in the judicial system as a whole to further expand their common activities.
This impetus for deeper cooperation is an opportunity for the NIGSD to rethink their overall framework to develop a more strategic approach to partnerships formally. This is key to build synergies between existing and future programmes and initiatives and develop a strong network of partners supporting the institute’s activities in a coherent way to achieve their goals and priorities. The NIGSD could notably consider setting clear/formalising objectives and rules of engagement to guide internally the review of existing partnerships and the research and development of new partnerships and clients that would ensure a structured, uniform, and measurable approach across partners. This would also support more clearly the pursuit of NIGSD’s key strategic objectives, while enabling the institute to contribute more effectively to the government’s implementation of Egypt Vision 2030 in these areas as it consolidates and deepens its national and international reputation for excellence in these areas. These rules of engagement could include for instance planning the needs in terms of partnerships (additional expertise needed, in-house resources available, etc.) and establishing selection criteria in the annual review and research of partners based on identified added value/ an assessment of costs vs benefits (access to a specific segment of the population, etc,) to help the NIGSD identity the most beneficial partnerships to focus on.
The NIGSD could also develop a short reference document presenting an overview of existing partnerships, and notably the topics covered, and examples of activities implemented. This document, aimed at providing key information to potential partners in a short and accessible format, would support the research of new partnerships. This document could also be made available on the NIGSD’s website to provide potential partners with a clearer vision of the support the NIGSD can provide.
Moreover, the NIGSD could also further formalise the monitoring of existing partnerships to ensure that they contribute to reaching the institute’s objectives. Currently, the NIGSD holds discussions with partners about needs and future activities but this is not done following a formal process. Moreover, the NIGSD only receives sporadic feedback from a small number of them on programmes implemented. The development of action plans, regular reporting and systematic feedback on the impact and quality of activities in a more formalised way through evaluation questionnaires for participants and regular meetings with partners or clients could provide more detailed information on what has worked, why, and for whom. Fed back into the decision-making and planning processes, it could further inform the planning and preparation of future partnerships and activities and revise the course of existing ones if necessary (OECD, 2023[2]).
Some public institutions have developed strategic documents to guide the implementation of a strategic approach to partnerships, such as the Slovak Ministry of Environment (Box 4.6).
Box 4.6. Designing a dedicated strategy on partnerships in the Slovak Ministry of Environment
Copy link to Box 4.6. Designing a dedicated strategy on partnerships in the Slovak Ministry of EnvironmentThe Slovak Ministry of Environment became aware that individual departments had contractual or informal partnerships but lacked an overall strategy on engaging and structuring these partnerships. By making use of the Common Assessment Framework (CAF), the Ministry of Environment created a systematic approach. Central in this approach was the necessity to achieve added value when managing partnerships. Furthermore, new partnerships must be created intentionally and with mutual benefits for all partners. The ministry’s partnership with the Pontis Foundation serves as an excellent example. In co-operation with the Pontis Foundation, the Ministry supports the Via Bona Award, a designation representing a unique achievement among companies for their inspiring examples in the field of responsible entrepreneurship and corporate philanthropy. The Ministry supports the award ceremony and ultimately became more visible to the public, managing to disseminate the idea of an environmentally sustainable society.
As not every partnership was deemed satisfactory, CAF helped the Ministry to identify the purpose of each partnership. The Ministry of Environment registered more than 280 partners of various types. CAF allowed the ministry to launch a substantive mapping of partnerships using digitalisation tools. This goal was included in the Action Plan but intensified during the crisis when the maintenance of partnerships became more critical. Currently, the database of partnerships is a “live database” as the process of mapping is still in progress. The proposal of partnership management strategy includes central administration bodies, departmental organisations of the Ministry, relevant NGOs, private clusters and associations, partner states and their administrative bodies, higher education institutions, representations abroad, economic mobilisation actors, and local self-government units. The current mapping is focused on the purpose of each partnership, the beginning of the partnership, and on the responsible person. The Ministry will evaluate the importance of the partnerships as a next step towards future maintenance. The main ambition of the partnership management strategy proposal is to develop a more systematic approach to partnership management.
Source: (OECD, 2023[2]).
Finally, the NIGSD could use this opportunity to offer to existing partners the opportunity to expand the range of their cooperation, in line with their mission statement. Beyond scaling up existing programmes and initiatives, the NIGSD could also develop larger projects encompassing different areas of work: it could for instance provide more systematically technical assistance to support the implementation of good governance practices within institutions they have partnerships with to provide expertise on governance topics.
Another area to capitalise on existing partnerships could be to further develop existing and new networks and opportunities for dialogue. The NIGSD could notably make an enhanced use of the alumni network of participants to their programmes to gain outreach and to amplify the institute’s impact and results. As of now, the alumni networks remain coordinated on separate WhatsApp groups. Stakeholders also mentioned the opportunity for the NIGSD to capitalise on Egypt’s leading role in the MENA region and more largely in Africa to further expand its activities at the regional level. Moreover, the NIGSD could encourage the development of multistakeholder (academia, CSOs, public and private actors) research networks on governance for sustainable development, in line with its objective to create a strong network of actors on these issues in Egypt.
These developments should not prevent the NIGSD to identify and sign new partnerships depending on its needs, but to better select new ones and assess the value added compared to existing ones and to its objectives. To strengthen partnerships on competitiveness topics, the NIGSD could consider further reaching out to possible partners in this area, for instance Harvard’s Growth Lab, which is in charge of the Economic Complexity Index.
Overview of tailored and actionable recommendations to build partnerships with Egyptian and internal stakeholders
Copy link to Overview of tailored and actionable recommendations to build partnerships with Egyptian and internal stakeholdersKey partners have identified added value of the NIGSD that can support the development of future partnerships and communications processes. Those partnerships also have a positive impact on partners and clients’ activities and positioning more largely. NIGSD’s key partners highlighted the following points among the main advantages of cooperating with the institute:
The strategic outreach and visibility at the local, national and international level. Stakeholders notably underlined the facilitated access to and high level of engagement from Egyptian actors at all levels of government, enabling them to reach out to more participants and organise more activities. The access to numerous opportunities of networking was also mentioned.
The diversity of expertise provided, with a special attention given to key topics such as gender mainstreaming and inclusiveness following a transversal approach instead of sectorial logic. A number of stakeholders cooperating with the NIGSD in the framework of other programmes also mentioned having employees participating to NIGSD’s training activities.
The professionalism, flexibility, and international dimension of the NIGSD’s work model. Stakeholders praised the work culture of the NIGSD that seeks to take into account all stakeholder’s consideration in designing programmes and initiatives compared to other governmental organisations, in line with their objective to implement a strong network and dialogue between civil society, private sector and government (NIGSD, 2023[15]).
The value for money, notably regarding consultancy and training activities for the private sector. According to its clients, the NIGSD offers a more competitive alternative to private consultancy firms in terms of price, timeliness and overall performance.
The NIGSD could capitalise on these identified strengths as part of its partnerships, outreach, and communication strategy to promote further cooperation to current and future partners. This is also central to raise awareness on a broader perspective about its activities among the general public. This is key to reinforce its unique position on governance and sustainable development on the international stage and its objective to build public value on these issues.
Foster a formal strategic approach to partnerships on the longer term to maximise their contribution to the NIGSD’s activities:
In the context of the NIGSD’s strategic planning framework and its strategic objectives to give effect to its mission and mandate (see chapter 3), create a strategic document that sets clear objectives, expectations and rules of engagement to review annually existing partnerships and guide the research and development of new partnerships and clients (e.g., planning of needs and resources, assessment of potential partners and clients’ added-value etc.) to ensure a structured, uniform, and measurable approach across partners and that they support the pursuit of NIIGSD’s strategic objectives on the long-term.
The NIGSD could also develop a short reference document presenting an overview of existing partnerships, and notably the topics covered, and examples of activities implemented to provide easily accessible information to potential partners and support the research of new partnerships.
On competitiveness, the NIGSD could further develop national and international partnerships to support its research, capacity building, and monitoring activities. The NIGSD could partner with the ECES in Egypt and with the WEF to support the work on the Global Competitiveness Index to better monitor, analyse and provide recommendations based on this Index. The NIGSD could also consider engaging with the Harvard Growth Lab that publishes the Economic Complexity Index and carries out analysis on economic complexity, diversification, and competitiveness.
Expand the range of activities with current partners in line with the NIGSD’s mission statement through 1) scaling up current activities; and 2) developing larger projects encompassing different areas of work when the partnership is deemed successful and in line with the NIGSD objectives.
Reinforce the formalisation of monitoring and evaluation of existing partnerships though an enhanced use of consultation and evaluation mechanisms to inform the planning and preparation of future partnerships and activities and revise the course of existing ones if necessary.
Capitalise on existing partnerships to further develop existing and new networks and opportunities for dialogue in those key areas of strategic importance to NIGSD and the government as these relate to its mission, mandate, and eventual strategic planning framework.
Encourage the development of multistakeholder research networks on governance for sustainable development.
Build on the NIGSD’s alumni network to gain outreach and promote the results of the institute.
References
[1] Arab Republic of Egypt Prime Minister (2020), Decree N°1880/2020, related to the reorganisation of the National Institute of Management.
[13] Centre of Excellence of the Canadian Federation (n.d.), About the Centre of Excellence of the Canadian Federation, https://centre.irpp.org/about/.
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[8] IDDRI (2023), Annual report 2022-2023, https://rapport-annuel.iddri.org/en/.
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[7] IDDRI (n.d.), About IDDRI, https://www.iddri.org/en/about-iddri.
[10] IRPP (2023), Annual report 2022-2023, https://irpp.org/wp-content/uploads/2023/09/IRPP-Annual-Report-2022-23.pdf.
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[4] KDZ (2023), Annual Report 2022, https://www.kdz.eu/en/knowledge/reports.
[3] KDZ (n.d.), Membership, https://www.kdz.eu/en/kdz/membership.
[14] Ministry of Planning and Economic Development (2023), NIGSD concludes the training program entitled “Administrative capacity development and anti-corruption” for Heads of primary courts nationwide.
[15] NIGSD (2023), Missions statement.
[2] OECD (2023), “More resilient public administrations after COVID-19: Lessons from using the Common Assessment Framework (CAF) 2020”, OECD, Paris, https://www.oecd.org/gov/more-resilient-public-administrations-after-covid-19-8d10bb06-en.htm (accessed on 25 September 2023).
[12] Policy Options (n.d.), Our commitment to readers, https://policyoptions.irpp.org/our-commitment-to-readers/.