This chapter examines the internal governance structure of the NIGSD and highlights opportunities to formalise its collaborative relationship with the MPEDIC. It emphasises the need for increased research capacity and internal co-ordination, and presents recommendations to help strengthen governance transparency, build strategic capacities and develop a stable financial strategy to support NIGSD’s long-term objectives.
Institutional Review of the National Institute for Governance and Sustainable Development in Egypt
Abstract
The internal governance of the NIGSD is crucial for the NIGSD to deliver on its mandate and to lead by example. A sound, transparent and inclusive governance is needed to provide the NIGSD with the needed capacities, guidance, and autonomy to carry out its mandate and key activities, and to engage with key national and international partners. Its focus on public governance makes the topic even more important for the NIGSD’s credibility in the field.
The governance and executive leadership structure of the NIGSD is designed with attention to effectiveness and inclusivity. At the very top stands the Board of Trustees, responsible for guiding the institute's overall direction (NIGSD, 2023[1]). This Board, chaired by the Minister of Planning, Economic Development and International Cooperation (MPEDIC), is appointed every three years by the Prime Minister and comprises a diverse array of nine stakeholders that reflects the NIGSD's dedication to independence and inclusivity, as it includes governance experts from academia, the private sector, and non-governmental organisations (NGOs), with an emphasis on gender equality. The board designates the Executive Director who leads the general conduct of business with the support of a management team.
While the Minister of Planning, Economic Development and International Cooperation has a constant presence on the Board, the other members may vary with each appointment cycle. The selection process involves the Minister proposing a list of potential members to the Prime Minister, who makes the final selections primarily based on their expertise. The Board is reported to rotate every three years. It is important that this process is supported by an open and transparent process and criteria that can underpin merit-based appointment.
To foster transparency, meeting notes could be made available to the public on the NIGSD’s website within reasonable limits. The creation of the Board of Trustees has been reported to be supported by-laws, such as those within CIFAL Flanders that promote gender equality (see Box 3.1). These by-laws entitle the Board to approve new units, hires, activities, partnerships, and annual plans. The Board is also required to meet at least three times a year. To bolster effectiveness, the Board needs to ensure that the annual plans are aligned and contribute to the achievements of the new mission statement and of key priorities. Accountability can be enhanced through regular monitoring of workplan implementation and the publication of annual reports as is the case by KDZ (see Box 3.2).
Finally, while the participation of the Minister of Planning, Economic Development and International Cooperation reflects engagement, it is prudent to contemplate codifying the role and powers of the leadership of the Board of Trustees to allow the NIGSD to be at arm’s length from the government.
CIFAL Flanders is headed by an Executive Director and has a Board of Directors composed of representatives from municipalities, institutions, the private sector, academia and UNITAR, many of whom are also strategic partners of the centre. In addition, the Audit & Remuneration committee occupies a prominent position in the organisation chart. This body is in charge of supervising the centre's use of its annual budget of 480,000 euros, as well as the project grants, which represent about 18% of said budget. The institute is supported by voluntary contributions from governments, international organisations, foundations, and other private sources.
CIFAL Flanders has internal regulations that establish procedures for good governance. In addition, a number of by-laws regulate the functioning of the centre, including one on gender equality. The centre has a lean team of only four full-time staff members and four trainees. This team responds on an ad-hoc basis to training requests and 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.
As a member of the CIFAL Global network of affiliated training centres, CIFAL Flanders frequently reports on its activities to UNITAR. Every centre is overseen by a host institution, while UNITAR offers academic content, technical assistance, and quality assurance measures to support their training initiatives. This allows each CIFAL to prioritise action in specific thematic axes, depending on local needs and priorities. UNITAR is also headed by an Executive Director and governed by a Board of Trustees. The United Nations Secretary-General appoints members to the Board of Trustees on a personal basis, drawing upon their diverse perspectives from government, philanthropic organisations, academia, and the private sector. The Executive Director, also appointed by the UN Secretary-General, reports directly to the United Nations Economic and Social Council (ECOSOC).
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project; (CIFAL Flanders, n.d.[2]).
KDZ uses financial indicators for self-assessment of its performance alongside feedback from their clients to assess their work and organise lessons-learned sessions after each project.
As a public organisation, KDZ also publishes an annual report summarising the centre's activities, results, figures, and statistics. Since 2010 this exercise also includes an annual “Intellectual Capital Report” which measures the centre’s intellectual assets. This document contains human resources statistics, such as staff structure, qualifications, and division of work between internal and external staff. It also details structural resources such as library materials and project metrics, as well as network resources, which include supporters, followers, and participants in activities. Finally, the report also details the share of revenue for the year, which is equally divided between research projects, consulting projects and seminars.
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project; (KDZ, 2023[3]).
In Egypt's current institutional landscape, the NIGSD holds a central role as the primary service provider to the MPEDIC and operates in fields, particularly sustainable development, that are in the realm of the MPEDIC mandate.
These two entities are intrinsically linked, that is reflected in their organisational structures, with the Minister of MPEDIC chairing the Board of Trustees of the NIGSD, and in the themes they address. This cooperation has been increasingly formalised and codified over the past years with the signature of a MoU in 2021 and the establishment of an Advisory Committee. As previously noted, the MoU covers several actions and activities that have been jointly implemented and could be further extended to new themes and activities particularly on research on sustainable development and competitiveness topics. The Advisory Committee is composed of 9 members from NIGSD and MPEDIC and has been in place for the past 3 years. The committee includes representatives of the Institute's different teams and aims to help assign responsibilities and action plans for each team. The Committee appears as a cornerstone of the relations to create synergies in the implementation of Egypt Vision 2030 and help to ensure that both entities effectively align their efforts to achieve shared objectives and for instance that NIGSD’s activities can best support the ambitions of the MPEDIC on sustainable development goals.
In addition, there is active dialogue and interactions between the NIGSD and MPEDIC, including at the highest levels, that also include additional specific requests from MPEDIC to work on new projects and initiatives. Intensifying these interactions at the operational level, especially with the strategic planning unit and the SD unit of the MPEDIC and the governance centre of the NIGSD are important to ensure fluid relations and work cooperation.
Given NIGSD's research capabilities, its analytical reports and research work could be developed in the areas of sustainable development and linked with key objectives and themes of Egypt Vision 2030. For instance, some analytical work, studies and papers could focus on Egypt’s progress and potential to reach some of the goals in Egypt 2030, looking at national and international initiatives, with research on key objectives like social justice and equality (objective 2 of Egypt Vision 2030), inclusion and inequality (objective 2.2), addressing climate change (objective 3.1), boosting the knowledge economy and its competitiveness (objective 4), promoting transparency and combating corruption (objective 6.2), and public administration and governance reform (objective 6) (Government of Egypt, 2023[4]). This would provide independent, in-depth analytical views, looking at progress, obstacles and practices, to support the implementation and the goals of Egypt Vision 2030 on themes such as governance, poverty or competitiveness.
This would also support MPEDIC coordinating and monitoring efforts that do not always allow the Ministry to carry out in-depth research and analytical work on some aspects and objectives. The choice of topics for further research and analysis could be one of the agenda items of the Advisory Committee. It could be also useful to mandate SDU units or SMUs to interface with the NIGSD, and other bodies like MPEDIC or CAPMAS, on matters relating to performance information and KPIs, ensuring that indicators and targets are progressively more aligned across all government strategies; In this context, the NIGSD could take a more active role and systematic approach in monitoring policy outcomes on good governance, sustainability, and competitiveness The NIGSD could also actively participate in cross-government co-ordination mechanisms, particularly those focusing on SDG and Vision 2030 implementation, SDG localisation, and Key Performance Indicators (KPIs) development. This involvement would enhance co-ordination and clarify NIGSD's mandate regarding training and indicator development vis à vis other government entities. Similarly, the NIGSD, working with CAPMAS and MPEDIC, could institutionalise co-ordination across the government and with the governorates for effective data generation, sharing and use (OECD, Forthcoming[5]).
Finally, despite its role as MPEDIC's primary service provider, the NIGSD also maintains a significant degree of operational autonomy, primarily to safeguard its institutional independence. This independence was deemed vital by consulted interlocutors to engage private institutions. To strengthen this independence at a governance level, a merit-based appointments process for the Board of Trustees would fortify the institute's independence from government influence. Moreover, the NIGSD could further negotiate at arms-length with the MPEDIC to adjust or decline requests that fall outside the scope of its mission or for which it does not have the capacity. This could help reaffirm its autonomy and ensure that it can focus its resources on priority themes as set in the mandate and mission statement. The NIGSD should also consider displaying its distinct identity as awareness of its association with MPEDIC sometimes creates confusion with potential partners. This can be done by developing a distinct brand identity, highlighting the NIGSD’s unique mission and values while further communicating on its autonomy, on innovative approaches and on projects done with non-government partners (see Chapter 5).
The NIGSD’s organisational framework is structured to address the specific dimensions of the Institute's work, namely capacity building, research, and consultancy services. Its departments are deliberately delineated to minimise overlap and prioritise co-ordination.
Research
The NIGSD research activities are carried out by multidisciplinary teams housed within two core centres: the Governance Centre and the Sustainable Development Centre. These centres play unique roles, with a primary focus on research activities. However, the teams within these centres consist of only a handful of researchers, each contributing their expertise across various fields to support the institute's extensive research and policy analysis. Improving these capacities, by increasing the number of researchers would significantly strengthen these endeavours, better position the NIGSD in national and international research, and help structure and fuel the other activities of the NIGSD, particularly capacity building. Similarly, the INAP in Spain also leads research activities to support innovation in the public administration through several publications and a dedicated Public Innovation Laboratory, in addition to its training activities (see Box 3.3).
The INAP promotes research and analyses related to government and the different levels of public administration from an interdisciplinary perspective.
As part of these efforts, the INAP publishes three different journals: Journal of Local and Regional Government Studies (REALA); Journal of Public Policy Management and Analysis (GAPP); Journal of Administrative Documentation (DA).
Moreover, the institute aims to help public administrations adapt to change by boosting the use of technology, talent, and experiential knowledge in their processes. To this end, a Public Innovation Laboratory was established, providing a dedicated space for discussions, analysis, experimentation, and collaboration related to public policies and services. Furthermore, the Laboratory makes available to interested parties an Innovation Resource Catalogue consisting of a collection of tools available under open licences to support public entrepreneurs. These tools include, for instance, public service design toolkits with methods, models and innovation principles developed by Spanish universities such as the UOC (Universitat Oberta de Catalunya). Are also available in the Catalogue strategy guides and handbooks supporting an open and agile digital transformation developed by local and national public administrations, such as Barcelona’s City Council and the Australian federal government.
Source: (INAP, n.d.[6]).
The NIGSD has supported the establishment of the EEIC that works as a hub supporting the entrepreneurial ecosystem in Egypt, especially to turn youth’s ideas into successful start-ups. By mission, the EEIC provides practical focus and acts as an innovation and support hub for entrepreneurs that can be very useful for young entrepreneurs and upstart-ups. Through this focus on entrepreneurship and innovation, the EEIC’s work contributes to enhancing competitiveness. In line with its mandate, the EEIC does not conduct research nor supports other areas of competitiveness besides start up development. While different units contribute to work on competitiveness, the NIGSD currently has no dedicated unit nor capacities on the theme of competitiveness and its various dimensions (markets, trade, employment and skills, innovations, infrastructure, public governance, etc), and could consider developing analytical and consulting capacities on specific aspects of competitiveness. The NIGSD report on indicators could include a specific section on competitiveness indicators or could release a separate report on competitiveness indicators and analysis. In particular, the report could comment the Global Competitiveness Index that is used as a reference in Egypt Vision 2030 or Harvard’s Atlas of Economic Complexity, and explore in more details indexes like the Global Sustainable Competitiveness Index than it currently does (World Economic Forum, 2020[7]) (Harvard Growth' Lab, 2023[8]). The report could also include a more detailed analysis of the drivers of competitiveness in Egypt as outlined by the indicators. One option would be to add the theme of competitiveness, as well as internal analytical capabilities, to the now Centre for Entrepreneurship, Innovation and Competitiveness.
The NIGSD's research initiatives are a core aspect of its work and contribute significantly to the development and application of governance principles in various sectors. These comprehensive research services play a significant role in advancing governance and sustainable development initiatives in Egypt:
The Centre of Governance, a part of the NIGSD, plays a pivotal role in creating essential documents that serve as tools for the implementation of governance principles across different sectors. These documents include Standard Operating Manuals, Manuals, Surveys, and a Governance Glossary of terms. Furthermore, the centre takes on the responsibility of periodically assessing and updating these documents to ensure their relevance and effectiveness.
The NIGSD issues an academic journal titled "Governance for Sustainable Development Review." This journal is designed to cater to the research community and provides valuable insights into various aspects of governance, exploring its dimensions and the impact it has on sustainable development. This academic publication contributes to the scholarly understanding of governance-related matters. The first issue of the GSDR dealt with the move to the new capital (and interrelated governance and planning dimensions supported by case studies) and the second one with environment governance and climate change, a theme also explored by the OECD through an upcoming working paper on Climate governance arrangements. Both issues involve internal experts and contributors, calling for more cooperation in the development of the GSDR (NIGSD, 2023[9]).
In addition to the academic journal, the NIGSD also produces various publications aimed at enhancing governance in both the private and public sectors. These publications are strategically designed to foster an environment of good governance.
The NIGSD's Centre of Governance offers research services in the field of governance, integrity, and related issues to governmental entities, private organisations, and non-profit organisations based on their specific requests. This service involves conducting research tailored to the unique needs and requirements of the client.
The NIGSD also houses a number of centres carrying out research activities in different fields, including the Cairo Centre for the Localization of the SDGs and the Egypt Impact Lab. This Lab uses cutting-edge approaches and research methods on evaluation and impact assessment in Egypt in collaboration J-PAL. This Lab has the capacity to further disseminate innovative approaches and the evaluation culture in the country.
The NIGSD also engages in research efforts that are intended to raise general awareness. These research initiatives, often with a special focus on governance and sustainable development, are crafted to educate the wider community and provide valuable insights on pertinent issues.
To communicate and disseminate their research work, NIGSD actively participates in public events, such as conferences and book fairs, and ensures that their work is available to a wider audience through their website.
Training
The NIGSD is recognised as a pioneer in providing training in Egypt, with specialised expertise that are valued and positively assessed by recipients of training activities. A distinct Training Department, composed of 20 individuals, manages logistics and technical support for the capacity building programs. The training department typically relies on external trainers, while the number of in-house trainers is increasing, and materials for content delivery in these training sessions, with the Governance and Sustainable Development Centres occasionally developing content based on specific training demands, thereby ensuring a comprehensive approach. Training programs are typically provided upon request, but NIGSD is also prepared to deliver them when directly assigned by the NIGSD Board of Trustees or MPEDIC. For example, following an MPEDIC request, the NIGSD has recently been delivering two training programmes: “Be an Ambassador for Sustainable Development”; and the “African Women Leaders” (OECD, Forthcoming[5]). These training programmes extend beyond the institute itself, with collaborative efforts with various universities in Egypt, aiming to bolster the development of the workforce.
The public training field in Egypt is complex and involves a number of players. CAOA is leading training activities for civil servants by mandate. CAOA also plays a leading role in capacity building and training in the Egyptian institutional landscape, monitoring training needs and referring staff to various training programmes both in-house and externally. It offers in-house training through its different training centres. As such, CAOA coordinates with several public or academic institutions such as the NIGSD. Increasing co-ordination with CAOA in this area can help ensure synergies and complementarities as both organisations usually work on different themes, notwithstanding the fact that CAOA is the GoE’s civil-service training/career-development arm. A more formal and codified relationship in this area between NIGSD, CAOA and MPEDIC could be of significant mutual benefit in optimising training design and delivery services aimed at civil servants at all levels of the administration. INAP's cooperation with the Spanish Ministry of Social Affairs in designing its new training strategy is an insightful example of the benefits of a close cooperation with related institutions and bodies (see Box 3.4).
Several public and academic institutions are also developing and supporting training activities in addition to CAOA and the NIGSD, including the National Anti-Corruption Academy (NTA), and local or international universities (see chapter 4). The National Training Academy established in 2017 by Presidential Decree (no. 434) is another important actor in this field. The main aim of the Academy is to develop young potentials with a wide range of training programs not only limited to individuals but also for institutions in the public and private sector. The National Anti-Corruption Academy of the ACA also aims to provide training in preventing and combating corruption and has been a partner of the NIGSD (OECD, Forthcoming[10]).
Co-ordination mechanisms such as a MoU can help formalising, developing, and codifying partnerships between the NIGSD and other key institutions. In particular, the NIGSD could partner with MPEDIC through a MoU to engage regularly with CAPMAS, SDUs and relevant governorates to identify, plan and execute training programmes for data officers in line ministries and in the governorates. This could enhance the data generation, collection and sharing practices across public entities (OECD, Forthcoming[5]).
As highlighted in its 2021-2024 strategy, the INAP aims to respond to citizens' needs in an adaptive way, consolidating itself as a reference for public administration transformation and innovation. Within the framework of this overall strategy, INAP developed its 2023-2024 training strategy, whose main objective is to organise training resources to contribute to the development of people and the productivity and transformation of public administration.
All training contents and priorities have been developed in close collaboration with partner organisations like the Ministry of Social Affairs and cover key areas such as the 2030 Agenda, equality and non-discrimination, open government, public policy evaluation, public procurement, accessibility, data strategy, cybersecurity, and artificial intelligence. These trainings can be provided in-person, in a hybrid format or completely online and are structured around five cross-cutting competency axes:
1. Public administration’s principles and values: Training programmes on open government, equality and non-discrimination and sustainable development.
2. Digital skills: Competencies that enable the safe and efficient use of information and communication technologies, as well as to ensure that the transformation of the working model in the administration is effective for the organisation and appropriate for the workers and their public management.
3. Public management and administration: It includes competencies related to the organisation and execution of management and administrative operations and to the planning and management of human talent, applying current regulations and ensuring continuous quality and improvement in the cross-cutting field of public management.
4. Language skills: Competencies relating to the ability of public employees to communicate in one or more language(s), both written and oral.
5. Social skills: Competencies encompassing the ability to use knowledge and attitudes about society to interpret social phenomena and problems; to use moral judgement to make decisions, behave in certain situations and take responsibility for the choices made; to exercise actively and responsibly the rights and duties of public employees and to promote and safeguard those of citizens.
The training activities developed in the context of the 2021-2024 strategy and the annual training programmes are subject to review and evaluation. Participants to each activity are asked to fill in a satisfaction questionnaire, which INAP uses as a reference to measure the quality and impact of its activities. In accordance with the commitments of the Services Charter 2022-2025, at least 90% of the training activities must achieve an overall satisfaction score of 7 out of 10, a threshold below which INAP must undertake a review of the design of these activities and the collaboration of the teaching teams. The monitoring system is complemented by the qualitative information provided in the evaluation reports of the teaching teams and the people responsible for coordinating each activity. In INAP’s annual activity results, the results of the annual programmes are reviewed through monitoring indicators and compared with the performance of previous years.
In 2022, 260 activities were organised, for a total of 74,700 civil servants trained.
Source: (INAP, n.d.[6]); (INAP, 2022[11]).
Depending on MPEDIC's agenda and priorities, specific training programs and initiatives are assigned and funded to be delivered by the NIGSD, serving as its primary service provider. For example, in response to MPEDIC's request, the NIGSD has successfully executed two batches of the "Be an Ambassador" Initiative and four editions of the "African Women Leadership" Program. To further develop its activities, additional staff, particularly senior researchers, would be beneficial. Expanding the internal team while reducing outsourcing would also enhance the institute's capacity, considering that its mandate extends beyond training to encompass research and consultancy services.
To ensure uniform and an efficient organisation of work its trainings are organised in the following manner:
Needs assessment: The NIGSD initiates its capacity building efforts by conducting thorough needs assessments. These assessments are conducted in response to requests from both public and private institutions. The primary objective is to guide these institutions effectively. The needs assessment process involves meetings with officials and interviews to collaboratively determine the target audience, training topics, and other relevant details.
Participatory approach: The NIGSD places a strong emphasis on the practical aspects of their training programs. They adopt a participatory approach, ensuring that all activities provided during the training are practical and focused on guiding beneficiaries on how to apply the skills and concepts learned in their respective workplaces.
Tailored approach: Each training program is tailored to the specific needs of the requesting institution. This customisation considers factors such as the target audience, the number of beneficiaries, their profiles, and other unique requirements. The training material and the selection of trainers are adjusted accordingly.
Outsourced trainers: In most cases, the NIGSD does not employ in-house trainers. Instead, they outsource qualified trainers, who can be practitioners, consultants, or freelancers, based on the specific topic and theme of the training. The outsourced trainer designs their own material and content, with guidance provided by the NIGSD inter alia in the form of a template. The institution is responsible for designing and delivering pre and post assessments in collaboration with the trainer. This outsourcing of expertise is a commonly used approach by the NIGSD which in turn make it difficult to build internal capacities, recognising this challenge the number of internal trainers has recently been rising. The practices of KDZ related to balancing internal and external staff might prove insightful (see Box 3.5).
Assessment: The NIGSD carries out assessments to evaluate the effectiveness of the training programs. These assessments include pre and post assessments to measure cognitive performance and assess the knowledge gained by participants. Additionally, assessments cover logistics, such as the training location, environment, catering, and overall practicality. The trainer's performance is also evaluated, with the expectation that trainers should receive a minimum rating of 85% from the beneficiaries.
Annual planning: The NIGSD plans its activities and programs for the year in advance, preparing an annual plan. This plan is developed six months before the start of the year and is closely monitored. Progress reports are submitted to the financial department every three months to ensure accountability and effective execution of the plan.
Alignment with SDGs and Egypt's Vision 2030: The NIGSD aligns its activities with the United Nations Sustainable Development Goals (SDGs) and Egypt's Vision 2030. This commitment extends to promoting gender equality, empowering youth, and supporting people with disabilities across all 27 governorates through the various training programs, awareness sessions, and activities that they deliver.
At KDZ, the in-house team concentrates on substantive tasks, with experienced employees managing research, consultancy and training activities, leaving the areas beyond KDZ's expertise to external specialists. In this fashion, internal staff focus on substantive work and not just external experts’ management. For 80% of the projects, teams are proposed by area coordinators and experts, and then approved by the managing director. In addition, the teams use a capacity-planning tool to organise the distribution of work.
Regarding recruitment and capabilities, in-house employees are responsible for handling research, consultancy, and training, and employees are encouraged to work on two of the methodological areas as well as two thematic areas. In addition, KDZ often hires junior profiles, emphasising development and learning.
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project.
Partnerships and collaboration are also integral to the NIGSD's work. The teams at NIGSD actively engage in partnerships with universities, often working together on collaborative training programs. On an annual basis, the teams list their achievements and lay out plans for the following year. While internal colleagues may give informal feedback, a structured approach seems to be lacking.
The consistency of training activities with the mandate and the alignment with the analytical work of the institute have been diversely assessed by internal stakeholders met by the OECD. The training offered by the NIGSD seemed to be based largely on demand and could sometimes be further assessed against the benefits for the NIGSD to deliver those trainings in an attempt to focus its resources and efforts on themes that are priority for the NIGSD’s mandate. The systematic use of external trainers could be reconsidered further in light of the possibility to better value internal work and to connect research and external expertise, at least by ensuring that this expertise also benefits internally to the NIGSD work and capacities. For instance, training and work delivered on integrity calls for increasing internal capacities to produce content on public sector integrity that can be further disseminated in the training sessions. There seems to be further room to align training activities with specific aspects of the mandate and to reflect the research work and findings into the training activities currently implemented and the training portfolio.
Consultancy
In recent times, the NIGSD has also provided consultancy services to various entities, offering insights on corporate governance, governance roles and providing training to employees and executives. Within the realm of sustainable development, the focus remains on training courses rather than consulting, particularly in collaboration with universities and the implementation of programs like “Be an Ambassador for Sustainable Development”. Concrete projects and activities were nevertheless implemented with NGOs in this field, particularly under the umbrella of the Decent Life Initiative.
Organisational transformation
While the NIGSD has made significant efforts to adapt to its new mandate, enhance its role as a service provider, and set internal good governance standards, it acknowledges the imperative to restructure its internal management, organisation, and processes. The institute aims to ensure that it is fully equipped to meet its commitments and lead by example in upholding good governance principles within its operations. Consequently, the NIGSD Board of Trustees has sanctioned an internal reorganisation plan to facilitate these objectives, awaiting final approval from CAOA (see Figure 3.1). The newly established Strategic Planning Unit plays a pivotal role in this reorganisation by ensuring the strategic framework is consistently reviewed and updated to align with the institute's evolving goals.
The institute's consulted interlocutors have also recognised the necessity for improving internal co-ordination among different departments and enhancing the technical expertise of its staff, underlining the ongoing focus on refining its operations and processes. KDZ’s organisational chart can be of relevance for the NIGSD internal functioning. It stresses the non-hierarchical and horizontally organised structure of the Centre. In that context, internal staff organise themselves based on projects (rather than departments) and are encouraged to pursue projects in two or more thematic themes, and in two or more services (i.e., training, consulting, and research) (see Box 3.6).
Considering the mandate and ambitions of the NIGSD, it could consider giving more visibility to the thematic centres compared to management support functions, and possibly mentioning the EEIC and assigning it competencies on competitiveness. The proposed structure foresees the creation of new departments on legal and a Communication and Awareness Unit that could help further build the capabilities of the NIGSD in these areas and support the training, consulting and research activities. In this regard, the NIGSD could also consider expanding competencies in areas such as strategy and marketing. The recently created Strategic Planning Unit would also further support the Executive Director in developing strategic documents and guidance and in monitoring the progress and consistency of the work of the NIGSD in all areas, potentially identifying gaps, bottlenecks, and opportunities. This team would also have the capacity to screen the Egyptian institutional landscape and the global context to identify possible new trends and areas of work to consider.
Source: Information provided by the NIGSD.
KDZ is governed by a management board that includes representatives from public institutions, municipalities, associations, foundations, and the private sector. It also has a Scientific Board consisting of policy and academic experts (Figure 3.2). The centre has 28 employees (of which 25 are permanent) organised on a non-hierarchical and horizontal basis. Internal staff are structured based on project assignments rather than departmental divisions, and they are encouraged to participate in projects related to two or more thematic themes within the organisation's core services, which include training, consulting, and research.
Despite the horizontal organisation of the centre, strategic decisions are taken at the level of managing directors and coordinators. This is the case, for example, with the public relations strategy, which focuses on social media in addition to the traditional press. In the case of the centre’s marketing and visibility, despite not having a formal strategy, meetings are organised monthly also at the level of managing directors and area coordinators to discuss the next steps to be taken in this regard.
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project.
Knowledge management
The topic of knowledge management is recognised as a strategic focus at the NIGSD, underpinned by a multifaceted approach that takes into account both organisational culture and technology. The NIGSD is currently working on a strategy for knowledge management that prioritises the incorporation of organisational culture and people. This approach is instrumental in identifying areas of strategic importance to the institute and nurturing a culture of knowledge-sharing. An important aspect of this is the encouragement for individuals who undergo specific training programs to return and share their newfound knowledge with their teams. This proactive knowledge sharing not only fosters a culture of innovation but also leads to the creation of projects derived from said acquired knowledge. The NIGSD also incentivises its employees to enhance their influence within the organisation by actively sharing and utilising knowledge. This implies that employees who engage in knowledge sharing and utilise it effectively are more likely to be nominated for further training and development courses. This approach not only enriches individual expertise but also cultivates a collaborative learning environment within the institute. However, it is important to recognise that this may lead to undertraining of certain individuals, so it is important to ensure all employees are offered the same opportunities. The NIGSD could also consider further disseminating its internal research and publications by organising internal and external dissemination events with the authors presenting and building capacities on the reports and work released.
In parallel, the institute is also proactively exploring various technologies that can be integrated to create an environment conducive to enhancing the impact and efficiency of knowledge management, especially regarding training. The adoption of relevant technologies aims to streamline the processes of knowledge acquisition, dissemination, and application. By harnessing technology, the NIGSD strives to leverage its internal capacities to their full potential, thus furthering its mission of promoting good governance and sustainable development in Egypt. This balanced strategy, encompassing both organisational culture and technology, underscores NIGSD's commitment to effective knowledge management as an essential component of its work.
Budget
The NIGSD's budget is very dynamic and shaped by several factors. Most importantly, the NIGSD operates as a self-funded institution (see chapter 3 discussions on budget autonomy to sustain the agency’s independence), wherein any profit generated from its services is reinvested back into the institute. The budgetary process involves the following key elements:
Annually, the NIGSD develops a budget proposal. This proposal undergoes a comprehensive review and approval process by the Ministry of Finance (MoF), with the Minister of Planning, Economic Development and International Cooperation (MPEDIC) serving as the chairman of the board, overseeing the budgetary aspects.
Over the past two years, the NIGSD has experienced substantial financial growth, reported by consulted interlocutors at approximately 70%. While the precise nature of this growth, whether it results from absorption or genuine expansion, remains open to interpretation, it undeniably reflects the institution's financial progress.
It is worth noting that the support provided by development partners, including in-kind contributions and financial assistance from a single partner is not included in the NIGSD's official resources. This external support significantly bolsters the institute's capacity to deliver services and manage projects.
The NIGSD's self-funding model is highly flexible, allowing the institute to adapt swiftly to evolving needs and circumstances, but also making it dependent on ad hoc funded activities that might go beyond its mandate.
The NIGSD conducts regular internal budget discussions, adhering to a schedule that includes monthly, quarterly, and annual reviews, as mandated by law. The outcomes of these discussions are subsequently submitted to the Ministry of Finance.
The NIGSD's budget structure is not rigidly confined to individual pillars but instead follows a flexible approach that can readily accommodate the ever-evolving demands of both public and private sector clients. The budget allocation at the NIGSD is far from static, as it varies from year to year depending on the specific needs and requests of the public sector, particularly MPEDIC. Funding agencies and development partners also play a role, often providing financial support based on wish lists. This dynamic approach allows the NIGSD to continually adapt and expand as the institute grows, resulting in annual budget increases and, consequently, an uptick in profits. In all financial transactions, an overhead percentage is applied to ensure that the NIGSD's operations remain financially sustainable. It also, unfortunately, subjects the institute to the vagaries of project funding and to the evolving needs of existing and prospective clients, thereby lessening its autonomous capacity to guide project selection in a way that enables it to pursue its own strategic objectives in governance and sustainable development while contributing to the pursuit of the government in these areas. This is discussed in Chapter 3 above.
Consider requesting an update of the mandate to reflect new roles and activities as well as the NIGSD governance, and better define interactions with key stakeholders (see Chapter 3).
Consider including in this update a governance assessment with the view of recommending options to enable the appointment process to, and composition of, the Board of Trustees to evolve over time so that it becomes a true strategic oversight committee that, in guiding the institute’s growth and development, is effectively autonomous from MPEDIC and the GoE (if that is indeed NIGSD’s strategic objective). This will help the institute to concentrate fully on key niche areas in governance and sustainable development of strategic importance to itself, MPEDIC and the GoE more generally, in accordance with its strategic planning framework (as recommended in Chapter 3 above).
Once the NIGSD has defined its strategic document and action plans, ensure that these are presented to the Board of Trustees for approval and ongoing supervision. This will help maintain alignment with the institute's strategic objectives and provide a clear roadmap for its activities.
Ensure that all activities and resources are aligned with the institute's mandate and strategic objectives. Concentrate on building activities and thus expertise and experience in key niche areas, avoiding spreading efforts too thinly.
Further anchoring (with MPEDIC support) the role of the NIGSD in cross-government co-ordination and support, analysis and monitoring:
Actively use the Advisory Committee with MPEDIC and the MoU (see chapter 2) to develop active dialogue and cooperation with MPEDIC, particularly the strategic department, to discuss existing work and needs (research and analysis, capacity building), particularly on sustainable development and in support to Egypt Vision 2030.
Design and use one or more formal and codified co-ordination tools, using the strategic planning framework (with its strategic objectives) recommended in Chapter 3 to guide the NIGSD’s partnering. For example to codify clearly in the Memoranda of Understanding with key partners within government, including CAPMAS and others, the priority of objectives, roles and responsibilities, deliverables and timelines, and resource-allocation decisions, as a means to pursue strategic objectives of mutual interest in governance and sustainable development, notably in the context of implementing Egypt Vision 2030.
Enhance capacities by investing in additional capabilities, particularly in areas of competitiveness and in functions of strategy, legal, and marketing. This will enable the institute to operate more effectively and efficiently while expanding its impact. This can be done by:
Appointing leaders for these missing areas and give them adequate human and financial resources to build out capabilities.
Providing training and development opportunities for NIGSD staff to build strengthen capabilities in strategy, legal, and marketing.
Assign to the strategic team/capabilities the task to develop and follow up on the mission statement and work plans of the NIGSD and examine and provide guidance to the management and to teams on the consistency of projects with the strategic objectives of the NIGSD.
Hiring additional personnel with expertise in these areas to complement the existing team.
Encourage knowledge-sharing and cross-training among staff to ensure a well-rounded skill set within the organisation.
Consider expanding the Egypt Entrepreneurship and Innovation Center into the theme of competitiveness with new research and analytical capabilities; or develop a separate centre or unit mirroring for instance the Institutional Governance Unit. Consider hiring new researcher(s) on the topic if missing.
Identify the most efficient and strategic ways to deliver training and research:
This can be achieved by increasing the analytical capacity of the institute and strengthening the involvement of researchers in other activities; invest more in research and analytical capacities to support the NIGSD positioning and value-added on good governance, competitiveness and sustainable development for the government, local clients, and international partners.
Additionally, negotiate formal Memoranda of Understanding with relevant entities such as CAOA, MPEDIC, and others to optimise the design and delivery of training and research services at all levels of the administration.
Further enhance knowledge management initiatives by combining cultural and technological strategies.
This holistic approach ensures the effective acquisition, dissemination, and application of knowledge, fostering innovation and improving organizational efficiency. To achieve this, the following actionable steps should be taken:
Cultivate a Culture of Knowledge Sharing by developing and implementing a comprehensive knowledge-sharing program that encourages individuals who undergo specific training programs to actively share their knowledge with their colleagues and teams.
Ensure that all employees have equitable access to training and development opportunities. Implement a system that assesses individual training needs and ensures that undertraining is minimised by create a transparent and fair process for nominating employees for further training courses.
Implement a digital knowledge management platform that allows for easy storage, retrieval, and sharing of training materials, research findings, and best practices. This platform should promote collaboration and accessibility for all employees.
Encourage cross-functional teams and joint events and presentation of knowledge produced so cross-pollination of ideas and expertise can lead to innovative solutions and projects.
Stabilise the NIGSD’s budgetary situation by:
Developing a comprehensive financial planning strategy that includes long-term financial goals, contingency plans, and risk mitigation measures building on the annual budget forecasting. This strategy should account for the potential fluctuations in project funding and the impact on NIGSD's budget.
Further investing in marketing and outreach efforts to promote services to a broader audience. This can involve actively engaging with potential clients and partners through conferences, workshops, and online platforms.
Exploring further opportunities to secure funding from various sources. This may include pursuing grants, more partnerships with international organisations, and long-term collaborations with private sector entities interested in supporting governance and sustainable development initiatives.
References
[2] CIFAL Flanders (n.d.), CIFAL Global Network, https://www.unitar.org/sustainable-development-goals/people/our-portfolio/cifal-global-network.
[4] Government of Egypt (2023), Egypt Vision 2030, updated 2023 version.
[8] Harvard Growth’ Lab (2023), Economic Complexity Index, last accessed on 6 October 2023, https://atlas.cid.harvard.edu/rankings.
[11] INAP (2022), Estrategia de aprendizaje 2023-2024.
[6] INAP (n.d.), Who we are and what we do, https://www.inap.es/presentacion-ingles.
[3] KDZ (2023), Annual Report 2022, https://www.kdz.eu/en/knowledge/reports.
[1] NIGSD (2023), Board of Trustees, http://nigsd.gov.eg/about-us/board-of-trustees/.
[9] NIGSD (2023), Governance for Sustainable Development Review, Issues 1 and 2, http://nigsd.gov.eg/wp-content/uploads/2022/10/GSDR-EN.pdf.
[10] OECD (Forthcoming), Modernising the public administration to deliver better services and achieve Egypt’s vision 2030 and long-term goals.
[5] OECD (Forthcoming), Towards a more effective implementation of the Egypt Sustainable Development Strategy Vision 2030.
[7] World Economic Forum (2020), The Global Competitiveness Report, https://www.weforum.org/reports/the-global-competitiveness-report-2020/in-full/infographics-14b60f7c60.