This chapter examines the transformation of the NIGSD since its reorganisation in 2020, exploring its expanded mandate and unique role in Egypt’s public administration. It presents recommendations to help the NIGSD consolidate its strategic positioning within the public administration and enhance its impact in promoting good governance for sustainable development and competitiveness in Egypt.
Institutional Review of the National Institute for Governance and Sustainable Development in Egypt
Abstract
The evolution of the NIGSD is marked by significant changes in its mandate and jurisdiction. Established as the National Management Institute in 2006 by presidential decree no. 368/2006, it underwent a pivotal transformation in September 2020 when it was reorganised into the NIGSD through Cabinet Decision No. 1880 (see Box 2.1). This change was a strategic response to contemporary challenges and a commitment to advancing Egypt’s strategic objectives, such as Egypt Vision 2030 and the United Nations’ 2030 Agenda for Sustainable Development and its Sustainable Development Goals (SDGs). Underpinning this transformation was the inauguration of a new vision for the NIGSD, one that aspires to “promote and support the development of effective governance systems to achieve sustainable development and competitiveness.” Concurrently, the institution adopted a reinvigorated mission, dedicated to “disseminating knowledge and skills aimed at cultivating effective and accountable systems of governance for sustainable development” (NIGSD, 2020[1]).
The National Institute for Governance and Sustainable Development (NIGSD) has undergone a significant transformation since its establishment in 2006. The new (2020) mandate reflects a comprehensive overhaul of the institution's role, objectives, and organisational structure, aligning it with the evolving needs of Egypt's governance and sustainable development landscape. It represents a significant step forward for the NIGDSD, positioning it as a leading force in Egypt's journey towards sustainable development. The broader scope and enhanced ambition, entail the NIGSD to make a more profound impact on Egypt's governance and sustainable development challenges.
Sources: Author’s own elaboration; (Official Gazette of Egypt, 2006[2]); (Official Gazette of Egypt, 2020[3]).
The vision set up a new mandate covering key roles with eight areas of work: (1) promoting good governance practices; (2) reviewing, assessing, and monitoring Egypt’s ranking in global, regional and local indices; (3) supporting the development of national strategies and indices; (4) supporting the enhancement of Egypt’s performance in global rankings in governance, sustainable development, and competitiveness; (5) developing private and public sector training and consultancy in support of good governance practices; (6) conducting research, data analysis, and surveys; (7) implementing partnerships with national, regional and international research centres and think tanks; and (8) doing training and capacity building workshops on good governance, sustainable development and competitiveness. The key roles can be summarised broadly into three pillars: (1) consultation; (2) training; and (3) research on governance, sustainable development, and competitiveness. As such, the institute serves as the executive “training arm” of MPEDIC on these issues. In particular, it operates as an advisory body and think tank on these areas covering several activities (see Box 2.2) (NIGSD, 2020[1]).
Given MPEDIC’s responsibilities, the NIGSD has engaged into more formal and structured ways of collaboration with MPEDIC to ensure robust and systemic cooperation on a number of activities. In particular, the NIGSD and MPEDIC have signed a MoU in 2021 that covers several activities listed in the document:
Launching a specialized certificate programme: ‟Excellence Ambassadors” or Leaders of Change for Excellence;
Launching a new award category dedicated to sustainability;
Areas of enhancing government innovation;
Implementing the award model on the African continent; and
Launching the Citizen's Charter.
While MoUs provide a very conducive form of cooperation, this MoU focuses on a series of precise activities and initiatives that have been successfully implemented so far. It could be enriched by adding a number of areas of mutual concern related to sustainable development and governance, for instance contributions of the NIGSD to specific research, analyses and capacity building to support the implementation and monitoring of Egypt Vision 2030.
Under the new mandate, the NIGSD shall operate as an advisory body and think tank on the issues of governance, sustainable development, and competitiveness to:
Formulate National Governance, Competitiveness, and Sustainable Development indicators.
Release periodical Reports.
Work towards raising/upgrading the international classification of Egypt in international Governance and Competitiveness Reports.
Build and Develop National Cadres.
Provide consultancy and training services to private (non-governmental) entities.
Conduct research and statistical activities and surveys to enhance national knowledge in governance, competitiveness, and sustainable development, in partnership with national and international research organisations.
Establish and activate an integrated information system, help in implementing executive programs to maximise the benefits from large databases.
Develop Government management and enhance its efficiency through the continuous training and upgrade of up-to-date technological mechanisms and applications.
Activate/encourage participatory development of Governance and Competitiveness through an e-evaluation system based on international evaluation indicators linked in a central network.
Collect and publish all efforts exerted by Egypt, National and International, and Civil Society organisations in Governance and Sustainable Development.
Establish and manage interactive websites, applications, and social media platforms to provide data on Egypt’s classification in Governance indicators, efforts, enhancements, as well as the institute’s fields of work.
Empower women and those with special needs.
Reach out to international cooperation as a means towards better capacity building for representative civil servants, and better consultancy and research services.
Support the implementation of Egypt Vision 2030.
Sources: (NIGSD, 2020[1]); (NIGSD, n.d.[4]).
The NIGSD’s mandate is also aligned with fundamental laws and several key strategies such as the Constitution of the Arab Republic of Egypt 2014, the National Anti-Corruption Strategy 2019-22 and its successor for 2023-2030, the National Strategy for Empowerment of Egyptian Women 2017, the Social Inclusion and Egypt’s 2018 Disability Law, and the 2019-2022 Code of Ethics. In addition, the NIGSD updated its core values for effectively delivering on its new mandate around six key areas (NIGSD, 2020[1]):
Innovation: Explore, create, develop, and integrate progressive innovative products through constant learning and exposure to global practices.
Integrity: Honesty of purpose, conduct and discipline in actions and respect for all.
Excellence: To be acknowledged for exceptional standards, performance, and professionalism.
Inclusion and Diversity: Equal access to opportunities within society (leaving no one behind).
Continuous Quality and Improvement: Continuous improvement culture based on rigorous monitoring and evaluation.
Commitment: Complete dedication to our stakeholders, mission, and goals (NIGSD, 2020[1]).
Consulted interlocutors in the framework of this project confirmed that the NIGSD has carved out a distinctive and influential role within the Egyptian public administration and society on the areas of good governance and sustainable development through its numerous activities and projects. Central in the NIGSD strategic positioning is its ambition to mutually reinforce both topics to become a Centre of Excellence for Good Governance for Sustainable Development. This ambition has driven the institute to engage in a broad array of activities, which mainly focuses on three pillars, namely: training, research, and consulting services.
A key aspect of the NIGSD’s strategic position lies in its robust partnerships, both at the international and national level. At the international level, it has gained substantial visibility, collaborating with well-regarded institutions such as Ben Rashid University in Dubai, King’s College London, Hertie School of Governance in Germany, Thunderbird School of Global Management in the United States, and the United Nations University in Portugal. This global engagement has facilitated knowledge exchange and has also strongly contributed towards the NIGSD’s reputation and attractiveness.
More locally, the institute has also fostered collaborations and projects with various stakeholders inside the public and private sectors, or with civil society organisations and academia, making it a credible and reference platform on good governance and sustainable development in the Egyptian institutional landscape. These partnerships have generated a high level of credibility and satisfaction among partners, with all interviewed stakeholders in the framework of this project underscoring the positive cooperation and the NIGSD’s important contributions to Egypt’s good governance and sustainable development efforts. The NIGSD has also appeared as an important partner for a wide range of institutions and strata in the Egyptian environment, including NGOs, public administration, and the private sector, helping to disseminate key aspects of sustainable development in new territories. This topic will be further discussed in more detail in this review’s chapter five that focuses on partnerships.
The NIGSD’s main areas of work align closely with the 2030 Agenda for Sustainable Development and its Sustainable Development Goals (SDGs), focusing on providing consultancy, technical support, and strategic guidance to government institutions. The institute actively monitors progress in SDG implementation, emphasising the critical link between governance and sustainable development. Furthermore, it plays a pivotal role in raising awareness of sustainable development’s importance and fostering cross-sector partnerships to achieve the SDGs. While doing so, the NIGSD seeks to elevate Egypt’s standing in international reports and rankings, in turn reflecting the country’s strong commitment to sustainable development.
In summary, the National Institute for Governance and Sustainable Development has emerged as a dynamic and influential player in Egypt’s public landscape. With a commitment to excellence, a wide range of activities, and strategic partnerships, it is well-positioned to contribute significantly to the nation’s pursuit of Good Governance and Sustainable Development, even as it navigates the challenges of evolving mandates and expectations. While training, research, and consulting services form its main areas of work, the NIGSD's diverse range of activities has expanded over time, sometimes straying from its original mandate and objectives in response to emerging opportunities and requests. This includes for instance the affiliation with the Egypt Impact Lab as well as expanding the public governance scope to corporate governance work. This evolution can be deemed both a strength and challenge. While the institute’s adaptability has allowed it to address pressing needs, maintaining consistency with its core mission remains an ongoing challenge.
Notwithstanding these developments, the institute’s mandate outlined above is now focused on sustainable development, governance and competitiveness, all broadly defined. The mandate is such that the institute can accept, indeed actively seeks, a large range of project proposals from across the broadest of policy spectrums, sometimes stretching its capacity to build strategic competencies in key aspects of good governance and sustainable development that would enable it to build a solid reputation for excellence in these areas nationally and abroad – to build expertise and excellence in key niche-areas of governance and sustainable development that would be readily acknowledged at home and abroad.
This may limit the institute’s ability to focus its resources and expertise in governance and sustainable development in a way that reflects the government’s evolving needs, and its capacity to revise its governance arrangements to both serve the government and meet its strategic objectives as an institution effectively. Indeed, any agency of this type (and certainly most if not all similar agencies in OECD countries) requires governance arrangements that are fit-for-purpose – that can enable the institution to deliver upon its strategic objectives annually and over time as defined in its planning framework.
This situation has created some level of disparity between the institution’s original purpose and its current role and work that has increasingly relied on a large acceptance of the governance scope (public governance, corporate governance, governance for sustainable development). The NIGSD mandate’s responsibility areas and how it can effectively support Egyptian institutions, specifically the clarification of its areas of competence and the allocation of responsibilities vis-à-vis other ministries, agencies and bodies, have yet to be fully defined. This omission has resulted in a situation where the division of roles and responsibilities remains sometimes unclear, hindering effective governance and collaboration in some areas. In this sense, it is essential to further reflect in its mandate the NIGSD’s collaborative vocation and how it is aligning with the government's evolving needs and revised governance arrangements.
The Institute recognises the challenges posed by its current funding model, which relies solely on project-based revenues from clients. Historically, the institute has emphasised its lack of institutional financial support from governments or the private sector as a testament to its independence. While this stance has its merits, experiences in OECD countries suggest that such independence does not always align with institutional autonomy. In response to these challenges, the Institute has proactively secured new sources of funding to enhance its financial stability in order to provide the institute with strategic and operational funding that is more autonomous and stable, thereby reinforcing institutional independence without relying solely on the goodwill of their public and private clients.
As such there seems to be a growing need for a comprehensive review and update of the NIGSD's legal mandate in line with the mission statement and enable the institution to engage in meaningful strategic planning so that it can better align its activities with the government's evolving needs, focus on key critical, strategic aspects of governance and sustainable development to build niche experience and excellence that are universally recognised, and address any missing elements related to responsibility areas and align budget needs accordingly. The NIGSD has developed a mission statement that embraces its current areas of work and priorities that can help support strategic planning and budgetary planning, and that can provide a strong basis for its annual work plans. The next section examines this issue and opportunity in greater detail.
Strategic planning
The OECD emphasises the importance of strategic frameworks for organisations as they provide a guiding structure for organisations to achieve their goals, address challenges, and leverage their comparative advantages (OECD, 2020[5]). as defined by its mandate. The NIGSD develops annual plans setting critical activities, but the institution lacks a comprehensive strategic framework that encompasses its vision, mission, strategic objectives, and expected outcomes over the mid to long-term, to retain consistency with its core mission as defined by its mandate.
To strengthen its strategic framework, the NIGSD has recently developed an overarching strategic document in the format of a mission statement that constitutes the very basis of a much-needed strategic framework for its activities and can help the NIGSD effectively govern and communicate on its annual and longer-term activities. The mission statement of the NIGSD creates a link with Egypt Vision 2030 and the SDGs and enacts a vision and a mission for the NIGSD articulated around its three key pillars and values (NIGSD, 2023[6]):
Promote and support the development of effective governance systems to achieve competitiveness and sustainable development.
The statement reflects the development of the activities and themes addressed by the NIGSD notably since the revision of its mandate. The mission statement provides a clear structure of the activities of the NIGSD as per its mandate, that resonates with its vision and mission and covers the three pillars of good governance, competitiveness, and sustainable development (Figure 2.1). These elements provide a strong basis for the NIGSD legitimacy and work scope that could be further communicated and displayed on NIGSD website and communication materials. It is essential that future annual plans developed by the NIGSD are aligned with the mission statement and refer to its objectives and activities. Based on this mission statement, the NIGSD could also consider developing a multi-year strategic planning document that could be framed according to the mission statement and be the basis for annual plans.
Source: (NIGSD, 2023[6]).
At its core, this strategic framework should serve as a lighthouse, illuminating the NIGSD's distinctive value proposition within the constellation of activities undertaken by a myriad of institutions, both within and outside the government, that share a focus on these three pillars. By explicitly delineating its unique role and objectives, the statement seeks to establish a clear and distinct identity for NIGSD in the midst of these coordinated efforts. In addition, concentrating activities in a small number of key areas in good governance and sustainable development of strategic importance to both the GoE, especially MPEDIC, and other clients, can enable the institute to build niche expertise and excellence that it can then market both at home and abroad to raise awareness of its activities and strengthen its client base in these key areas.
This framework statement has been subject to government-wide presentations and introductions to ensure legitimacy and buy-in across government during meetings attended by the Executive Director of the NIGSD. While this does not constitute per se a formal, official and extensive consultation mechanism, it has helped define, share and communicate on the NIGSD mission statement and profile. Such a framework should indeed not be confined to internal use but should also be shared and communicated with relevant stakeholders across Egypt. This inclusive approach aims to foster a shared understanding of NIGSD's role and encourage fruitful collaboration with key stakeholders such as CAOA, CAPMAS, ACA, and other relevant entities (and their Sustainable Development Units) in Egypt. By doing so, the NIGSD can ensure clarity in its objectives, maintain focus, prevent mission overlap with other institutions, and avoid perceived mission drift, thereby enhancing its effectiveness in promoting governance and sustainable development initiatives within the country.
This mission statement establishes clear links with the objectives and activities planned in Egypt Vision 2030 led by MPEDIC. In that regard, the dedicated strategic partnership with MPEDIC is essential for the NIGSD to clearly articulate the benefits of such collaboration to leverage synergies. The NIGSD and MPEDIC have engaged over recent years into further formalisation of their collaboration, by signing a MoU and establishing a joint Advisory Committee. The Advisory Committee comprises 9 members. These efforts should help share a common understanding of good governance for sustainable development and ensure consistency across the societal efforts to implement the Egypt Vision 2030.
To translate its strategic priorities into action, the NIGSD employs detailed annual implementation plans, subject to regular review and updates in collaboration with experts and counsellors. Indeed, the development of a vision/mission statement also holds the potential to facilitate the formulation of detailed strategic objectives, action plans, and institutional performance indicators. These plans should be further connected to the mission statement to ensure that they respond and address the strategic priorities and activities identified in the mission statement and help gauge NIGSD's impact and measuring the effectiveness of its initiatives in advancing the cause of governance, competitiveness, and sustainable development in Egypt. The institute's Board of Trustees, composed of experts in governance, public administration, law, and related fields, provides vital guidance for effective implementation. Last, the institute currently produces annual reports, these should be closely linked to the framework statement and strategic objectives to provide a more holistic view of its activities and impact. Moving forward, the NIGSD could further establish a mid-term strategic document that articulates its goals with clear and detailed activities for the coming years, preferably within a 3–5-year timeframe, based on which the annual plans can be developed. This optional additional document can provide a link between the high-level mission statement and the operational annual plan.
In addition, the Strategic Planning Unit that was newly established in 2024 plays an important role in realising the NIGSD’s strategic framework. Specifically tasked with reviewing and updating the Institute's vision, mission, and values, and identifying strategic focus areas, this unit ensures that the strategic framework is dynamic and responsive to both internal and external challenges, thereby strengthening NIGSD's ability to fulfil its strategic objectives.
The mission and vision statement have defined an important strategic framework for NIGSD and should be further operationalised; they should serve as a dynamic framework that guides the work of NIGSD, fosters understanding among all stakeholders, and fuels the pursuit of good governance, competitiveness, and sustainable development in Egypt, ultimately contributing to the realisation of Egypt’s Vision 2030. While they have a different legal and administrative set-up, KDZ being a non-profit public organisation and CIFAL Flanders being a centre of expertise and training, their experiences could prove a compelling reference point for the NIGSD’s strategic positioning efforts (see Box 2.3 and Box 2.4 respectively).
KDZ is a non-profit public organisation based in Vienna (Austria) that promotes the strengthening of the public sector and public governance. Founded in 1969, KDZ offers research, consulting, and training services with a focus on the public sector, including cities, municipalities, states, federal government, and the European level. Despite not being directly linked to any ministry or public institution, the centre is funded by cities, regions and ministries who are members.
KDZ’s vision is to promote an efficient and effective state, which requires a public administration that is based on the principles of democracy, ethics, quality, transparency, participation, impact orientation, responsibility, sustainability, and economic efficiency. The Centre’s mission is to enhance good governance by providing applied research advice and training for the public sector. In 2000, KDZ was appointed as CAF-Resource centre (i.e., European Common Assessment Framework for Better Quality and Governance in Public Sector Organisations) by the Austrian Federal Chancellery.
The Centre’s thematic expertise spans Public Management Consulting, European Governance & Urban Policy, Public Finance & Federalism, and Further Education.
KDZ has also established itself as a well-recognised training partner. Its education work focuses on the specific requirements of the public administrations it works with. As a result, the topics covered in the sessions are varied, including for instance courses on economic efficiency and financial management, municipal budget reform, and communication, as well as networking events. Furthermore, since 2022 participants in these trainings can choose from a balanced mix of online webinars via Zoom and in-person formats. The methodology of these practically oriented trainings is practical and relies on a large network of experienced practitioners from different areas of the administration, as well as academic experts in the field.
In terms of deliverables, KDZ primarily focuses on applied research commissioned by organisations, with projects ranging from short peer reviews to long-term research projects. Furthermore, as a public organisation, KDZ publishes its reviews on its website and other platforms, as agreed with the contracting institutions. For this purpose, KDZ has a knowledge centre offering information about all activities of the institute. In addition to studies and publications, the knowledge centre publishes a newsletter on current KDZ projects, as well as a more extensive journal (the Forum Public Management), an annual report on its activities and services, and the so-called “white papers”, which provide interested readers with the latest thoughts and positions of the KDZ experts on a wide variety of public sector issues.
Finally, as the Austrian CAF-Resource centre, KDZ is responsible for providing training and supporting current users of the framework as well as parties interested in implementing it. Moreover, KDZ’s CAF-Centre also acts as the contact point and an international advisor for the implementation of the framework in all public sector organisations worldwide.
Source: (KDZ, n.d.[7]) (KDZ, n.d.[8]).
CIFAL Flanders is a centre of expertise and training on Sustainable Development Goals (SDGs) affiliated to the United Nations Institute for Training and Research (UNITAR) and established as a Foundation of Public Utility in 2012. Officially named ‘Centre International de Formation des Autorités et Acteurs Locaux’, CIFAL Flanders’ trainings are targeted to public authorities, private sector, and civil society leaders, with a particular focus on businesses.
CIFAL Flanders’ vision is to strengthen a just transition towards a sustainable society and economy through capacity building of all actors in society. In line with this vision, the training centre’s mission is to promote peace, human rights and sustainable development and the declarations, principles, and guidelines of the United Nations, with focus on the 2030 Agenda and its SDGs. To materialise its vision and mission, CIFAL Flanders offers trainings, project development services and coaching, with SDG 4.7 as its key target (i.e., education for sustainable development and global citizenship). In its activities, CIFAL Flanders relies on an “Action Learning” methodology to facilitate knowledge transfer, enhance capabilities, and encourage multi-stakeholder partnerships among government officials, private sector leaders, and civil society.
The Centre’s thematic areas cover Urban Governance and Planning, Economic Development, Social Inclusion, Environmental Sustainability, and Cross-cutting themes. Its core expertise revolves around UN frameworks, notably the 2030 Agenda for Sustainable Development and the 17 SDGs, the New Urban Agenda (Habitat III), the 10 UN Global Compat principles, the UN Guiding Principles on Business and Human Rights (Ruggie Framework), and the Paris Agreement on Climate Change. Furthermore, the Centre has recently developed expertise in Corporate Sustainability Due Diligence, aligning with the new EU Corporate Sustainability Reporting Directive (CSRD). CIFAL Flanders has a wide catalogue of tailor-made training courses. To ensure that the exercise is relevant and tailored to their specific needs, participants have the possibility to fill in an online form detailing their learning objectives and expectations. The portfolio includes expert lectures, five-half-days-long ToT sessions, masterclasses and bootcamps to train the organisation to become an SDG ambassador and learn how to use the SDG training manual, as well as a 2-days-long summer academy.
Finally, as a UNITAR-affiliated centre of expertise and training, CIFAL Flanders belongs to a global network of 31 centres with the mandate to enhance effectiveness of the UN through diplomatic training and through public awareness-raising, education and training of public policy officials and other key national change agents. This gives the centre a unique position of being a UN-embedded organisation, working with global agendas and core texts like the 2030 Agenda for Sustainable Development. Due to this affiliation, the centre’s activities are closely monitored and assessed by UNITAR. As part of this oversight, CIFAL Flanders reports quarterly on KPIs for its activities to UNITAR based on a quality scheme that includes five key questions, with the option to add more if required.
Source: (CIFAL Flanders, n.d.[9]): (UNITAR, n.d.[10]).
Budgetary Autonomy
As mentioned above, the NIGSD positions itself as an independent agency because it does not rely on budgetary allocations from the government. The institute argues that this independence enables it to be responsive to specific requests and that this enables the institute to maintain its financial freedom to focus on Governance for Sustainable Development.
Institutional independence is indeed an important feature of this type of agency, and the NIGSD ’s ability to hold up its independence is a hallmark of how it carries out its mandate. An agency’s autonomy is both an intrinsic institutional value and a tool to enable the institution to exercise effective decision-making when discussing priorities with its clients and interlocutors – the capacity to decline work requests when these lie beyond its mandate and strategic objectives -- and most importantly to provide neutral evidence-based advice free from political interference or bias. That said, as mentioned above, evidence in OECD countries suggests that the absence of a stable, predictable source of operational funding can in fact compromise institutional independence, because the agency becomes beholden to the vagaries of project fundraising and to the whims of existing and prospective clients.
In OECD countries, a range of funding formulae can define the nature of the “arm’s-length relationship” with the government of which it is a part – the degree of independence/autonomy from government of agencies with similar mandates to the NIGSD’s. There are gradations of autonomy (related mostly to financial and administrative governance), that define the nature and scope of the relationship the agency has with its ministry or government. For example, some agencies have boards of directors or boards of trustees that are appointed by the government/minister, while others self-appoint (moving it further away from government influence). Some agencies benefit from stable annual parliamentary appropriations that are granted in specific legislation (and are therefore not subject to the vagaries of the annual national budget-setting process), while others have been granted fiscal capacity to raise their own funds through user-fees, etc.
Still others benefit from revenues from one or more endowment funds that were set up through legislation when the agency was created. This is the case of Canada’s Institute for Research on Public Policy (IRPP) – see Box 2.5. Indeed, the IRPP is legally defined not as an arm’s-length government agency but as a charitable institution for governance and tax purposes, notwithstanding the fact that its endowment funding was granted through Parliamentary appropriations. This renders the IRPP’s core annual operating budgets completely autonomous from government funding and affords the institute the freedom and operational stability to choose only those research projects and activities that will advance its strategic priorities and objectives as it has defined for itself in its planning framework.
The point of providing the details on the various types of Canadian arm’s length arrangements both here and in Box 2.5 is to illustrate that many formulas are possible to guarantee a degree of independence from government - many of these include some form of government funding - while strengthening the agency’s operational stability and its autonomy in making decisions about how best to pursue its mission, mandate and strategic objectives. All these arrangements confirm an agency’s independence in one form or another from the ministry within whose portfolio it is a part.
Egypt could thus consider assessing OECD practice in this area to strengthen the financial independence of the NIGSD in a way that would decrease its operational – and existential -- dependence on project funding, and strengthen its capacity to focus its work on key areas of governance and sustainable development of strategic importance to itself, the GoE and the country, thus consolidating its reputation for excellence in these areas both at home and abroad.
It is also important to note that the institute is aware of the challenges associated with its current funding model. To address this, they have successfully garnered support from a variety of respected funding entities. Their main supporters include UNDP, which funds several training programs like She for a Digital Future; the Sawiris Foundation, supporting international programs; United States Agency for International Development (USAID); GIZ, which funds projects such as the Manual for People with Disabilities and online courses on atingi.org; the Hans Seidel Foundation, backing initiatives like Salah, Omneya, and the SDGs; and significant contributions from the banking sector, including Abu Dhabi Bank and the National Banks of Egypt and Misr. Additionally, UN Women supports their courses on gender equality. These partnerships not only diversify their funding sources but also enhance operational capabilities.
Recently, the Institute has also embarked on two new initiatives to strengthen its financial independence. Firstly, a new Data Centre is currently under construction behind their premises in collaboration with Huawei, designed to offer renting spaces to both the public and private sectors. Secondly, they are expanding their services to the private and banking sectors while actively seeking new grants and partnerships. For public entities unable to afford their services, arrangements can be made through MPEDIC for potential fee waivers, subject to ministerial approval. This strategic approach aims to contribute to a more stable and autonomous funding structure, reinforcing their independence from the fluctuating support of various clients.
Governance “at arm’s length” for public agencies
In Canada, agencies, boards and commissions are established to carry out administrative, adjudicative, regulatory and advisory functions within the government’s policy and legislative framework. These institutions are involved in a broad range of activities, such as protecting human rights, regulating specific economic sectors, providing services, undertaking research and providing advice. They usually operate at arm’s length from government and the degree of their autonomy varies considerably by their organisation and function.
These institutions are usually created by legislation, which sets out the entity’s mandate, authorities and organisational structures. The legislation normally also contains details on the composition of the organisation and the roles and responsibilities of key actors (e.g., chair, the board of directors, chief executive officer). In contrast to ministries/departments which are under the control and direction of a Minister, agencies are frequently structured on a corporate model in which decision-making powers are vested in a board of directors. That board is accountable to Parliament and the public for the exercise of the agency’s mandate.
The degree of independence from government of agencies and public (crown) corporations is defined and regulated under the federal Financial Administration Act (FAA). The FAA defines different clusters of agencies and crown corporations, each benefitting from varying degrees of autonomy from government, while maintaining a robust public accountability framework that is exercised through the agency’s board of directors and chief executive. Among others, these clusters include:
Departmental agencies included in Schedule I of the FAA have more narrowly defined mandates than ministerial departments, which are generally specified in their enabling instrument. Their specific functions differ widely, and they operate with varying degrees of independence.
Departmental corporations, specialised entities established through legislation and included under Schedule II of the FAA. They are financed largely through parliamentary appropriations (and some user fees) and typically have a governing council or other form of management board/board of directors. Service agencies, a specialised form of departmental corporation established through tailored legislation to perform a highly operational function or service for which there is usually no private sector competition. Service agencies are financed through parliamentary appropriations and user fees. Each service agency's governing management board and individual organisational arrangements and responsibilities are prescribed by its legislation and, as a consequence, each has varying levels of autonomy.
Crown corporations are government organisations that operate following a private sector model, but usually have a mixture of commercial and public policy objectives. Crown corporations are directly owned by the Government of Canada and are established through legislation, letters patent, or articles of incorporation under the Canada Business Corporations Act.
Canada’s Institute for Research on Public Policy: operational autonomy
The Institute for Research on Public Policy (IRPP) lies further away from the government on the “arm’s length spectrum” than do the agencies, commissions and crown corporations highlighted above; it is in fact not a government agency, but an independent, national, bilingual, not-for-profit organisation based in Montreal, Quebec. Indeed, the Institute is a registered charitable institution under the Income Tax Act and is incorporated under Part II of the Canada Corporations Act.
Its mission is to "improve public policy in Canada by generating research, providing insight and informing debate on current and emerging policy issues facing Canadians and their governments."
It publishes peer-reviewed research and acts as a convenor of policy debates by organizing conferences, round tables and panel discussions among stakeholders, academics, policymakers, and the general public. It is also the publisher of Policy Options magazine and the home of the Centre of Excellence on the Canadian Federation
The IRPP was created as a result of a commitment by the government of Prime Minister Pierre Elliot Trudeau in 1968 to establish an "independent and autonomous" institute for public policy research, whose work would be "available to all governments”.
The IRPP’s main source of revenue is an endowment created when it was established:
The Federal government contributed CAD 10 million,
Provincial governments and business contributed a further CAD 10 million
An additional endowment of $10 million (from Government of Canada) was granted in 2019 to establish the Centre of Excellence on the Canadian Federation
Its board of directors has 16 members, hailing from across Canada. The Chair and Directors of the board are appointed by the members of the Institute. The Institute’s President is appointed by the board of directors following a competitive, merit-based recruitment process.
The founding principles of the IRPP state that "the Institute should dedicate itself to impartial service of the national cultures, the various regions and the various governments of the people of Canada in its research and analysis on public policy questions.”
Spending in 2022-23: $3.5 million. Full time staff in 2022-23: 23
Sources: Author’s own based on input from IRPP staff in October 2023; (IRPP, n.d.[11]); (Government of Canada, 1999[12]); (Government of Canada, n.d.[13]).
Competitiveness: a key area of the NIGSD’s mission with comparatively less activity
The activities of the NIGSD largely evolve around two of the three themes mentioned both in the mandate and in the mission statement: governance and sustainable development. Consulting, research and capacity building activities widely cover those two themes. Importantly enough, the link between those two themes, particularly how good governance can support sustainable development is a major area of thinking and work of the NIGSD. However, it appears that the link with competitiveness and this theme in general do not receive the same attention.
The mission statement of the NIGSD includes an objective on supporting competitiveness in Egypt as part of its vision. The competitiveness theme is also explicitly mentioned in the original mandate of the NIGSD (Government of Egypt, 2020[14]). Through its work and activities, NIGSD could help achieve competitiveness-related objectives of Egypt Vision 2030, thus creating another clear connection between the work of the NIGSD and the long-term objectives of Egypt displayed in the latest version of Egypt Vision 2030. Developing a competitive economy, that is also well-balanced and diversified, is a central goal of Egypt Vision 2030, which is reflected in its objective four (“Competitive and diversified knowledge economy”) and across virtually all other objectives. Egypt Vision 2030 also connects competitiveness and governance in its objective six on “Enhancing governance and partnerships”, highlighting the importance of competitiveness at the local level and the key roles played by partnerships particularly with the private sector to enhance investment and competitiveness.
The NIGSD has developed a number of activities on competitiveness over the years, including looking at several competitiveness indices as part of its annual Egypt’s Performance in Governance Indices, and overseeing the Egypt Entrepreneurship and Innovation Center (EEIC). NIGSD’s report on Egypt’s Performance in Governance Indices also includes few indicators and indexes linked to Competitiveness, particularly the Global Sustainable Competitive Indicators, that are discussed in the report (NIGSD, 2023[15]). The EEIC was created in June 2023 as a hub for sustainable entrepreneurship that support business development, innovation and the knowledge economy, which are important drivers of competitiveness (NIGSD, n.d.[16]) (Egypt Entrepreneurship and Innovation Centre, 2024[17]). The NIGSD has also been working on several projects with public and private sector to support competitiveness and governance, particularly on the topic of corporate governance.
Competitiveness is a broad concept that spans across many policy areas, including governance, which calls for further exploring the role and value-added of the NIGSD on this theme. The Word Economic Forum (WEF) identifies 12 pillars for competitiveness computed into the Global Competitiveness index. Institutions is the first of these pillars, and has broad acceptance of the notion of institutions, covering security, transparency, checks and balances, public sector performance or the future orientation of government. As noted in Egypt Vision 2030, Egypt’s competitiveness needs to be supported by economic diversification, a conducive business and investment climate, solid economic and legal conditions in several policy areas and enhanced governance and partnerships. Among public governance issues that impact competitiveness and investment in Egypt, the legal framework, the performance of the public sector and transparency appear to be some of the areas that need most improvements in Egypt and could be further studied by the NIGSD (World Economic Forum, 2020[18]) (OECD, 2020[19]) (Egypt's Ministry of Economic Development and Planning, 2023[20]).
Additionally, while the NIGSD’s mission statement identifies competitiveness as a key pillar, it is probably the theme of the mandate that could gain for more developments and visibility. The presence of competitiveness in the NIGSD mandate and its connection with governance and other areas in Egypt Vision 2030 opens several avenues for NIGSD to work on the topic, and to work more closely with its government partners, starting with MPEDIC, on these matters. NIGSD’s mission statement mentions activities related to assessing and enhancing Egypt’s rankings in global competitiveness indexes and providing consulting, capacity building and training on competitiveness, as well as supporting dialogue and communication. Competitiveness is a wide horizontal topic that can be addressed by many public, private and research institutions depending on the angle of analysis (private sector development, competitiveness, infrastructure, economic development, etc.). In Egypt, the WEF Global Competitiveness Index work is for instance supported by the Egyptian Centre for Economic Studies (ECES) (World Economic Forum, 2020[18]).
Within the wide scope of competitiveness, the NIGSD could define its own value-added and activities, particularly on the further analysing and monitoring indices on competitiveness through dedicated annual publications, on developing its research activities for instance through policy papers connecting international performance and local developments, and the links between public governance, competitiveness, and sustainable development. As part of its mandate, the NIGSD must monitor Egypt rankings in international competitiveness indicators, which could be translated into a more detailed section and analysis of these indexes in its report on indicators. The role of public governance to support competitiveness, especially more sustainable and inclusive competitiveness, has been highlighted by a number of reports and indices, including the Global Competitiveness Index and could be a specific axe of analysis for the NIGSD, especially if it were to work in partnership with other key actors in this area, notably with MPEDIC and the Ministry of Finance. The NIGSD could develop more research on competitiveness, by providing detailed analysis on competitiveness factors and indicators or by further engaging with the public and the private sector to improve competitiveness. The NIGSD could also engage with the ECES to develop local research and analysis on Egypt’s competitiveness, and with international partners like the Harvard Growth Lab to further study Egypt’s challenges underlined by international indices. Finally, competitiveness is also increasingly studied with a sustainable and responsible business conduct angle, for instance in the Global Sustainable Competitiveness Index but also in OECD Investment Policy Reviews, which the NIGSD could further explore in Egypt.
The following actionable recommendations will help the NIGSD to consolidate its strategic positioning and enhance its impact in promoting good governance for sustainable development and competitiveness in Egypt. These actions aim not only to provide clarity and focus to the institute’s mission but also to foster collaboration and engagement with key stakeholders across the government and non-government sectors.
Strengthen and operationalise the NIGSD mission statement to reinforce the strategic framework:
Complement the mission statement with a clear and concise definition of "governance for sustainable development" that will offer the much-needed clarity through the NIGSD main area of work.
More clearly outline the principles, practices, and goals that the NIGSD aims to demonstrate for advancing good governance for sustainable development and competitiveness.
Ensure the NIGSD’s mandate is fit-for-purpose:
To enable NIGSD to pursue its mission effectively, review and update the NIGSD's legal mandate to ensure its alignment with the government's evolving needs and revised governance arrangements and give practical effect to this updated mandate through a robust strategic planning framework (see next recommendation).
Specify the NIGSD’s jurisdiction and its assigned responsibilities vis-à-vis other ministries and agencies. To organise this work concretely, a dedicated ad hoc task force consisting of representatives from the NIGSD, MPEDIC, CAOA, CAPMAS and other key partnering institutions could be created to discuss and clarify collaboratively the jurisdictional aspects and responsibilities. NIGSD could consider negotiating a formal MoU with these partners to codify role, responsibilities, deliverables and timelines in these areas of mutual concern as was done with MPEDIC.
Develop a full-fledged strategic planning framework to support the mission statement:
Ensure the link between the mission statement and the annual action plans to make sure that the action plans contribute to the strategic objectives and activities of the mission statement and of the mandate.
leverage the mission statement and updated mandate to develop a 5-year strategic document translating the mission statement into priority activities and indicators that can provide a basis for the annual plans. This framework should be structured around the key themes of good governance for sustainable development and competitiveness and could be aligned with the timeline of Egypt Vision 2030.
Define specific, measurable, and time-bound objectives and targets for the core activities and priorities identified in the mission statement; these KPIs can be included within this new strategic document to guide the NIGSD’s efforts in these areas, and then be cascaded down into the annual action plans. These should include performance indicators and data-collection capacity to enable NIGSD to measure the impact of its performance on the pursuit of its strategic objectives as outlined in its strategic planning framework, and to report to itself, the government and the public on the progress the institute is making in achieving these objectives.
Further develop the area of competitiveness that can gain more importance on par with the level of developments of activities in the areas of good governance and sustainable development. The NIGSD could consider developing a specific action plan on competitiveness that would run through its different activities (research, consulting, training, and capacity building) and identify internal capabilities to be able to develop and deliver the actions related to competitiveness. This could also be a dedicated section of the annual action plans prepared by the NIGSD. More concretely, the NIGSD could focus particularly on the monitoring of indices, its research activities and the links between public governance, competitiveness, and sustainable development; competitiveness could be added to the annual report on indices in a dedicated section or could be the focus of a specific report.
Ensure that the NIGSD has the internal capacity and tools to monitor progress, track performance indicators, and regularly evaluate the effectiveness of the implementation of the annual action plans according to the responsibilities assigned through the Advisory Committee, and discuss this progress and needed actions in the Advisory Committee.
Continue to implement and update the MoU with MPEDIC and ensure that ongoing and new activities help Egypt in general and MPEDIC in particular to pursue and reach its sustainable development objectives as part of Egypt Vision 2030, adding for instance activities on research on SDGs attainment or specific analyses on key priorities and indicators of Egypt Vision 2030, and activities on capacity building for the SD units in line Ministries in cooperation with MPEDIC.
Strengthen budget autonomy for operational independence:
To strengthen the institute’s financial independence and lessen its exclusive reliance on project financing to carry out its mission and mandate and pursue its strategic planning objectives, the NIGSD could conduct an assessment of key funding formulae that provide similar agencies in OECD countries with stable and predictable ongoing core operational funding, thereby strengthening their independence from government and clients.
In so doing, NIGSD could engage with its key relevant government interlocutors on the basis of a strategic plan that NIGSD could design that presents the rationale and options to provide the institute with stable operational funding, so that the agency is better positioned to focus more clearly on its core mandate and responsibilities and thus contribute more effectively to supporting its partners, notably MPEDIC.
Engage stakeholders and communicate on the mission statement:
Continue to actively communicate and engage with all relevant government stakeholders, such as MPEDIC, ACA, CAPMAS, and other relevant entities (for instance line Ministries’ Sustainable Development Units on SDGs) to present the mission statement and discuss potential activities on this basis. Tailor the statement to address the specific needs and interests of these stakeholders, highlighting how the NIGSD's work aligns with their objectives.
As per the recommendation above, work to establish dedicated strategic partnerships, for instance through MoUs as is done with MPEDIC, with relevant government and non-government actors, including ACA on anti-corruption, CAOA on training and integrity, and CAPMAS on data collection and analysis, the Egyptian Centre for Economic Studies on competitiveness to create a mutually beneficial relationship that will advance the GoE’s (and notably the NIGSD’s and MPEDIC’s) strategic objectives for good governance, sustainable development, and competitiveness in Egypt.
Continue efforts to communicate on the institute’s mission statement and involve non-government stakeholders, such as civil society organisations, academia, and private sector representatives. Their constant input and communication can provide valuable insights and support for the NIGSD's activities and mission.
Develop a comprehensive communication and outreach strategy that is aligned with the new strategic document and the concept of good governance for sustainable development. Ensure that the strategy outlines clear objectives, target audiences, messaging, and channels.
Utilise social media platforms, the official website, and other relevant communication channels to disseminate the mission statement and information about the NIGSD's mission, objectives, and activities. Regularly share updates, success stories, and relevant research to engage stakeholders and the wider public.
References
[9] CIFAL Flanders (n.d.), Who we are: CIFAL Flanders.
[17] Egypt Entrepreneurship and Innovation Centre (2024), Official EEIC website, https://learn.eeic.gov.eg/home.
[20] Egypt’s Ministry of Economic Development and Planning (2023), Egypt Vision 2030, revised version.
[12] Government of Canada (1999), Guide Book for Heads of Agencies: Operations, Structures and Responsibilities in the Federal Government, https://www.canada.ca/en/privy-council/services/publications/guide-book-heads-agencies-operations-structures-responsibilities-federal-government.html.
[13] Government of Canada (n.d.), Inventory of Federal Organizations and Interests, https://www.canada.ca/en/treasury-board-secretariat/services/reporting-government-spending/inventory-government-organizations/overview-institutional-forms-definitions.html.
[14] Government of Egypt (2020), Ministerial Council Decree N°1880/2020, related to the reorganisation of the National Institute of Management.
[11] IRPP (n.d.), About IRPP, https://irpp.org/.
[8] KDZ (n.d.), About us: KDZ, https://www.kdz.eu/en/kdz.
[7] KDZ (n.d.), Annual reports, https://www.kdz.eu/en/knowledge/reports.
[15] NIGSD (2023), Egypt’s Performance in Governance Indices.
[6] NIGSD (2023), Missions statement.
[1] NIGSD (2020), The Vision.
[4] NIGSD (n.d.), about the NIGSD.
[16] NIGSD (n.d.), NIGSD profile, 2020-2024.
[19] OECD (2020), OECD Investment Policy Reviews: Egypt 2020, https://doi.org/10.1787/9f9c589a-en.
[5] OECD (2020), Policy Framework on Sound Public Governance: Baseline Features of Governments that Work Well, OECD Publishing, Paris, https://doi.org/10.1787/c03e01b3-en.
[3] Official Gazette of Egypt (2020), Mandate of the National Institute for Governance and Sustainable Development.
[2] Official Gazette of Egypt (2006), Mandate of the National Institute of Management.
[10] UNITAR (n.d.), UNITAR, https://www.unitar.org/.
[18] World Economic Forum (2020), The Global Competitiveness Report, https://www.weforum.org/reports/the-global-competitiveness-report-2020/in-full/infographics-14b60f7c60.