This chapter presents the different tools on governance, sustainable development and competitiveness developed by the National Institute for Governance and Sustainable Development. It then provides orientations and good practices and tools from OECD Member and partner countries the NIGSD could build on to build expertise and develop resources on specific governance and competitiveness topics as part of its mandate.
Institutional Review of the National Institute for Governance and Sustainable Development in Egypt
Abstract
In line with their mandate and objectives to “disseminate sustainable knowledge, skills, and mindset aiming at developing effective, accountable systems of governance for sustainable development” (NIGSD, 2023[1]), the National Institute for Governance and Sustainable Development (NIGSD) has been developing tools and contributing to key strategic documents aimed at supporting the implementation of governance, sustainable development and competitiveness principles across the public sector, but also more largely across private sector and civil society organisations (Box 6.1). These documents are often developed in cooperation, or with the support, of national and international partners, and periodically assessed and updated when necessary. For instance, the NIGSD collaborates as well with the Central Agency for Administration and Organisation (CAOA) in the development of the ethics manual and support the implementation of governance and internal audit units across ministries through Trainings of Trainers activities. On the former, CAOA alongside the NIGSD are updating the Code of Conduct and Ethics for the Civil Service (CCECS) 2023-2027 in the framework of a USAID project. The NIGSD already participated in its previous version, which was the product of a participatory process that involved academic entities through several workshops. In the current update, the NIGSD will be in charge of promoting through different channels the codes of conduct from the manual (OECD, 2024[2]).
When relevant, the documents can also be used as part of the material used by the NIGSD in the framework of their training activities. The uptake by the NIGSD and its partners of the most relevant and innovative tools on governance, competitiveness and sustainable development is a key enabler for the NIGSD to carry out its mission and to appear as a leader and expert in those fields.
As part of its different activities, the NIGSD has developed a number of practical tools on governance, sustainable development and competitiveness, at large or in specific areas, that have been applied and disseminated in the public administration.
Tools on Sustainable Development Goals (SDGs), governance, sustainable development and competitiveness
Governance Dictionary
Glossary for Governance and Sustainable Development Terminology
Ambassadors for Sustainable Development Training Manual
SDGs Gamification Tool
Standard Operating Procedure (SOP) for Good Governance Practices, developed in 2021 with the support of the Hertie School of Governance and GIZ
Manual on competitiveness, in cooperation with the Ministry of Planning, Economic Development and International Cooperation
Tools on specific governance topics
Manual on Citizen Charters
Training curriculum on anti-corruption, with the support of GIZ
Code of ethics for non-governmental organisations (upcoming)
Booklet on women’s empowerment in the workplace (upcoming)
Key strategies and documents for the Egyptian public sector
National Anti-Corruption Strategy 2019-2022 and 2023-2030
Code of Conduct and Ethics for the Civil Service (2019-2022 and 2023-2027), in cooperation respectively with the Administrative Control Authority (ACA) and with ACA and the Central Agency for Administration and Organisation (CAOA) (USAID-funded)
Note: This list is not exhaustive and focuses on selected documents identified by the NIGSD as their main tools.
Source: Author’s work based on information collected during the fact-finding interviews organised in the framework of the project and in documents shared by the NIGSD; (NIGSD, n.d.[3]; MPEDIC, n.d.[4]).
The NIGSD has developed and used a certain number of tools on governance, sustainable development and competitiveness, but its approach to the development of tools remains significantly driven by requests addressed by the government and their partners on specific topics. This is also due to the limited resources available in the NIGSD and to the challenge of being able to absorb and tailor available international tools to the national context. Moreover, most tools produced by the NIGSD have not been made widely available and are only shared with involved stakeholders, while their relevance could be further promoted. In addition, these documents are usually in Arabic or in English, but not always in both languages.
The dissemination of the tools developed by the NIGSD could therefore be reinforced to support their appropriation across the public administration, and more broadly by other stakeholders. In addition to the publication of annual reports and recordings of trainings on their website, the NIGSD - in cooperation with the government - could develop additional resources, training instruments and processes for presenting their tools to the various relevant institutions such as workshops, and newsletters, among others.
The analysis of tools and documents the NIGSD developed or contributed to in recent years shows that the Institute has been building in-house knowledge and producing resources in three main governance areas: 1) awareness-raising and capacity-building on key principles and enablers of good governance; 2) public integrity and fight against corruption; and 3) inclusiveness and stakeholder engagement.
Building on existing knowledge and resources, the NIGSD could consider expanding the range of governance tools produced in these specific governance areas, and in areas more recently added to its mandate, such as competitiveness, in line with the work undertaken by the Egypt Entrepreneurship and Innovation Centre (EEIC). Such an ambition would aim both to deepen the work done in two directions: one aimed at identifying and promoting an integrated vision of the pillars and tools of good governance needed to achieve the country's strategic challenges; and the other at expanding the practical guidance to support the key phases and dimensions of sound and effective policy and decision-making in some specific areas of work.
This would also enable the NIGSD to build strong expertise on core governance topics, further contributing to assert their position as a key actor on governance and sustainable development issues. The OECD has developed and identified several guidelines and tools that the NIGSD could draw on to develop additional tools tailored to its mandate and the Egyptian context, in cooperation with other Egyptian government actors where appropriate. The following tools developed and implemented by CIFAL Flanders (Box 6.2) and KDZ (Box 6.3) might be relevant for the NIGSD, as well as a list of dedicated tools by the OECD on good governance for sustainable development in the Annex.
CIFAL Flanders has implemented innovative SDG-related tools and methodologies, such as Greencomp, the SDG Wheel, the SDG Implementation Assessment, the SDG wedding cake, the GAPFRAME normative framework, the PCA2030 trajectory and the “9 questions to become SDG-proof”:
Greencomp: It is a reference framework for sustainability competences providing a common ground to learners and guidance to educators, advancing a consensual definition of what sustainability as a competence entails. It has been designed for all learners, regardless of their age, educational background, and the context in which they learn (formal or informal). It aims to facilitate the acquisition of knowledge, skills, and attitudes that advance environmental sustainability. The framework encompasses four interconnected competence domains: “incorporating sustainability principles”, “addressing complexity within sustainability”, “envisioning sustainable future scenarios”, and “taking actions for sustainability”.
SDG Wheel: It is a visual representation of the 17 SDGs, divided into five categories: Peace, Partnership, People, Prosperity, and Planet. It allows to illustrate the SDG implementation self-assessment known as “SDG Spiderweb” for each goal on a scale from 0 to 5. The higher the number, the closer the organisation is to a holistic sustainability vision with clear actions and Key Performance Indicators defined in the SMART objectives.
SDG Implementation Assessment tool: It allows to carry out a structured analysis of the impact of an organisation or project on the SDGs. Developed by the Gothenburg Centre for Sustainable Development, it is a self-assessment tool in which stakeholders can be included to carry out an impact analysis and discuss future actions to be taken. Concretely, the tool allows to rank the organisation or activity from -2 (negative impact) to +2 (positive impact) for each goal using the framework of the SDG Wheel. Based on the results, the organisation and stakeholders can further discuss on the way forward, with the aim of strengthening the positive impact of the project on certain goals, mitigating the negative impacts, and addressing any identified knowledge gaps.
SDG wedding cake: It is another visual representation of the SDGs, portraying them as a system of interconnected challenges, rather than individual problems to be tackled separately. This framework developed by the Stockholm Resilience centre re-structures the SDGs in a hierarchical manner, where economic growth, equity, gender, and poverty are regarded as interrelated dimensions of the same ecosystem within a stable and resilient planet.
GAPFRAME normative framework: This framework translates the SDGs into four sustainability dimensions: planet, society, economy, and governance. It comprises 24 issues and 68 underlying indicators. The 24 Challenges are assessed for 190 countries, 22 regions and the world. This tool is used by CIFAL-Flanders to address the existing challenges for the implementation of the SDGs by sector, across industries or for across firms.
PCA2030 trajectory: Among its coaching services, CIFAL Flanders offers the PCA2030 trajectory partnership. Each level of the trajectory requires a higher level of ambition in realising the SDGs. For each of the three phases, a checklist of tasks to be completed is provided to the implementing organisation. These tasks are grouped into six working areas: learning, organising, formulating, implementing, evaluating and communicating. Together with the level of ambition, the scope of impact increases during each level of the trajectory, going from internal organisation to a wider community-level impact towards supporting the SDGs on an international scale. After the completion of each of the phases (Pioneer, Champion and Ambassador), an external jury awards a UNITAR learning certificate which is valid for three years.
“9 questions to become SDG-proof”: As part of the PCA2030 trajectory, CIFAL Flanders has a list of nine key questions to become SDG-Proof that serve as part of the self-assessment process to identify whether the organisation is ecologically, socially and economically sustainable, while contributing towards peace and the enhancement of national and international multi-stakeholder partnerships.
Note: SMART: Specific, Measurable, Agreed upon, Realistic, Time specific. PCA stands for SDG Pioneer, SDG Champion, and SDG Ambassador.
Source: Author’s notes based on information collected during a meeting organised on 26 June 2023; (CIFAL, n.d.[5]; Bianchi, Pisotis and Giraldez, 2022[6]; SDG Impact Assessment Tool, n.d.[7]; Gapframe, n.d.[8]).
KDZ uses various tools to assess and promote good governance. As part of its services, KDZ offers, inter alia, access to an open budget platform, an SDG Check for public investments, and, as a Common Assessment Framework (CAF)-Resource Centre, information, training, and support on the implementation of the CAF framework:
Open Budget Platform: It provides information about the financial budget, the balance sheet, and the results of the annual financial year. In addition, data from previous years is also provided, with the possibility of comparing its evolution.
SDG Check for Public Investments: KDZ developed this tool together with the Institute for Environment, Peace and Development (IUFE) and the Ecosocial Forum Vienna. This checklist ensures the application of the SDGs in municipal projects using the “planning and operation of a public kindergarten” as an example. The aim is for municipal investments to become generationally fair, socially fair, and ecologically and economically sustainable.
Tools related to CAF: KDZ provides support to organisations aiming to implement the CAF, that is a quality and performance tools for public sector organisations, with four service packages: free; starter; compact; and plus. The "CAF Free" service offers all information about CAF as well as a free initial consultation. With the "CAF Starter", KDZ provides a more comprehensive consultation of the organisation. The "CAF Compact" package offers a joint analysis between KDZ and the organisation's management team to identify the specific needs and implementation steps. Lastly, with its "CAF Plus" service, the centre offers support throughout the entire process of introducing the CAF quality management system, for the client to eventually obtain the "Effective CAF User” label.
Source: Author’s notes based on information collected during a meeting organised on 26 June 2023; (KDZ, n.d.[9]; KDZ, 2023[10]; KDZ, n.d.[11]; KDZ, n.d.[9]).
Developing tools to foster an integrated approach to governance to support the realisation of the Sustainable Development Goals
In recent years, the NIGSD has developed a number of documents that focus mainly on defining and framing principles and key aspects of good governance, such as a Governance Dictionary and a Glossary for Governance and Sustainable Development Terminology. Their elaboration aims at raising awareness and building a first understanding of these topics across the Egyptian public administration and more largely in all areas of society, in line with the NIGSD’s mandate.
To move forward, the NIGSD could further develop resources on how to develop an integrated approach to sound governance as a driver to achieve sustainable development and the SDGs. Successfully reaching sustainable development objectives indeed requires governments to undertake significant changes in the way they make and enforce rules, how they deliver services and how they engage citizens in the decisions that matter to them, in order to handle long-term, complex and systemic challenges, and manage difficult trade-offs in order to achieve wider well-being outcomes (OECD, 2022[12]).
The development of a global framework, integrating and linking together all the fundamental elements of good governance the NIGSD already works on or could develop expertise on, would lead to a better understanding of the issues at stake in the reforms and a more coherent approach to the efforts undertaken to ensure greater impact. It would also enable the NIGSD to strengthen its analytical capabilities on a wide range of governance topics that are essential to asserting its role as a key player in good governance and sustainable development. To go further, the NIGSD could also develop guidelines to implement these principles of good governance, in line with recent requests received from Egyptian public stakeholders - such as the National Council for Childhood and Motherhood and the Egyptian Electric Utility and Consumer Protection Regulatory Agency - to develop manuals or guides to implement good governance in their workplace.
The NIGSD could build on existing frameworks for sound governance to support the formulation of such a document. The OECD Policy Framework on Sound Public Governance identifies a number of public governance building blocks presented in Figure 6.1 that are essential to support respectively the development of a new culture of governance and the effective implementation of policy and governance reforms across government towards sustainable development (OECD, 2020[13]). Governance subjects that these tools could cover include effective whole-of-government coordination across administrative silos, policy areas and levels of government; effective communications, outreach and reporting methods; robust monitoring and evaluation frameworks; evidence-based policymaking; openness and transparency, including in document-sharing and in relations with internal and external stakeholders; and managing change effectively, among others. The OECD Recommendation on Policy Coherence for Sustainable Development (2019[14]) further provides a framework for embedding sustainability considerations in each step of the policy cycle at all levels of the public administration and with key non-government stakeholders. Figure 6.2 presents the eight building blocks that can facilitate improvements in policy coherence for sustainable development and are applicable to countries regardless of their administrative and political traditions (OECD, 2018[15]). These frameworks are complemented by a guidance note (OECD, 2021[16]) and a report (OECD, 2023[17]), showcasing tools and practices that can help countries address immediate pressures while maintaining longer term global commitments. Additionally, the OECD has developed an interactive self-assessment tool that enables policymakers, practitioners and stakeholders to review their institutional mechanisms, organisational structures and policymaking processes against internationally recognised good practices on policy coherence for sustainable development, as outlined in the Recommendation (OECD, n.d.[18]).
Source: (OECD, 2020[13]).
Source: (OECD, n.d.[18]).
The purpose of this self-assessment tool is to enable users to review their country’s institutional mechanisms, organisational structures, and policymaking processes against internationally recognised good practices on policy coherence for sustainable development. The tool is not a substitute for a comprehensive review of a country’s policy coherence system, but rather a complement that aids in identifying strengths, gaps and weaknesses as a first step towards improvement, stimulating in turn an open dialogue on what changes might be needed.
The survey is structured to be anonymous and should ideally be conducted by the existing lead governmental institution or body responsible for coordinating the implementation of the SDGs. The questions cover the eight building blocks of Policy Coherence for Sustainable Development in the implementation of the 2030 Agenda. For each of the three questions per block, respondents provide their assessment on a scale from 0 to 5. The tool then visually displays the results comparing them to the average scores based on all previous responses to the survey.
The tool is currently being complemented with an Africa-specific version that also includes questions related to Agenda 2063 for Africa.
Source: (OECD, n.d.[18]).
These values align with the 11 principles of effective governance for sustainable development (see Box 6.5), developed by the UN Committee of Experts on Public Administration (CEPA) and endorsed by the UN Economic and Social Council (ECOSOC) in July 2018 (Committee of Experts on Public Administration, 2018[19]). They address a wide range of governance challenges associated with the implementation of the 2030 Agenda for Sustainable Development. These principles emphasise the necessity of continuous enhancements in governance capabilities to achieve the SDGs.
Institutions play a crucial role in the achievement of all SDGs and targets, but public sector reforms are required, which remain a major challenge in many countries. The principles of effective governance for sustainable development are closely aligned with 62 commonly used strategies for operationalising responsive and effective governance, many of which have gained recognition and endorsement over the years in various UN forums, resolutions, and treaties. Their primary purpose is to assist interested countries, on a voluntary basis, in building effective, accountable, and inclusive institutions at all levels. Applying the principles and associated strategies to all public institutions can accelerate efforts to strengthen national and local governance capacities to achieve the 2030 Agenda for Sustainable Development and related international agreements.
Effectiveness
1. Competence
2. Sound policymaking
3. Collaboration
Accountability
4. Integrity
5. Transparency
6. Independent Oversight
Inclusiveness
7. Leaving no one behind
8. Non-Discrimination
9. Participation
10. Subsidiarity
11. Intergenerational equity
Source: (United Nations, 2019[20]).
Moreover, the NIGSD could also build expertise and develop resources on the principles of effective governance for sustainable development that are central to its mandate. These will be further discussed below.
Tools to promote effectiveness
Building on NIGSD’s existing activities and expertise, a first building block of good governance for sustainable development that the Institute could further focus on concerns the development of transversal skills across the public sector, to build resilience in the face of a quickly evolving environment. The OECD identifies a set of skills essential to help civil servants overcome cross-cutting and global challenges presented in Box 6.6. In addition, skills in digital technology and innovation must also be developed in order to keep up with, and harness the potential of, the digital transformation and news ways of working (OECD, 2021[21]). The OECD Recommendation on Public Service Leadership and Capability (OECD, 2019[22]) further underlines the necessity to enhance particularly the skills of senior level public servants to establish resilient leadership (OECD, 2023[23]).
In this sense, the Spanish National Institute of Public Administration (INAP) is currently implementing a new training plan for civil servants on SDGs and the 2030 Agenda, in line with Spain’s Action Plan for the Implementation of the 2030 Agenda. The objective is to better integrate SDGs into public administrative activities, by providing knowledge and technical skills to civil servants (see Box 6.7). Similarly, and building on OECD standards and best practices, Poland’s central government has recently launched an OECD-developed capacity-building programme, which aims at strengthening civil servants’ skills to implement the SDGs in an integrated and coherent manner. The programme responds to identified challenges related to, among others, lack of knowledge about the 2030 Agenda, insufficient communication across the government, and limited insight to the information and data resources that exist on sustainable development. The capacity building programme is complemented by an online knowledge-sharing platform, where civil servants can find information that corresponds to their area of expertise as well as their level of seniority (OECD, 2023[17]).
The OECD identifies eight dimensions which generally contribute to the ability of governments to connect domestic policymaking and implementation with global and transboundary challenges.
Functional dimensions
Turning vision into plans (Strategic Vision): identify and analyse the problem or opportunity, develop hypotheses about what the issues may be, predict the consequences of the decisions made on the specific issues and develop an implementation plan.
Delivering high quality policy (Implementation and governance mechanisms): carry out the potential solution, ideally on a small scale first, and measure the results.
Measuring progress and continuously adapting to change: continuously collect timely and quality data, study the data collected and result obtained and deploy governance mechanisms that allow for preparedness and quick adaptation.
Reacting to change: carefully assessing policy delivery and the context in which it unfolds, then adapting processes accordingly.
Transversal dimensions related to the specific nature of SDG implementation
Transversality and long-term perspective: strengthen the ability to identify, analyse and exploit the linkages between policies across different sectors, in a long-term perspective that allows for both resilience and sustainability.
Involving stakeholders and promoting dialogue: proactively seek contributions and feedback from citizens, private sector, civil society and competence providers.
Holistic, value-based leadership: promote inclusive, transparent management processes that can increase efficiency and accountability of public service.
A culture of evidence: formulate and adapt policies on the basis of factual information and knowledge, as opposed to ideology or inertia. This implies the ability to read, interpret, and effectively use data.
Source: (OECD, 2023[17]).
In line with their latest training strategy (2021-2024) and the Action Plan for the Implementation of the 2030 Agenda adopted by the Spanish government in 2018 to develop “a public service with the knowledge and capabilities to implement the SDGs”, the SDGs and the 2030 Agenda are integrated in the training programmes of the INAP.
To go further, the INAP has moreover developed its specific plan on SDGs and the 2030 Agenda.
Development of the training plan
To develop the training plan, the INAP received the support of the Secretary of State for the 2030 Agenda, in addition to the inputs of training officials from different levels of the State administration. The INAP first organised a meeting in November 2021 with training officials from regional and local institutions, during which a “needs map” was developed. In March 2022, a second event was organised with representatives from line ministries and the general State administration. These meetings allowed for the development of key training plan contents, with three cross-cutting criteria: practical application, workplace focus, and the creation of informal learning networks.
The training plan aims to integrate the 2030 Agenda into administrative activities, providing technical tools to personnel to contribute to the Agenda’s objectives and goals. The activities foreseen in this Plan will be developed progressively between 2022 and 2025 and will be specified in the successive annual INAP training plans and the corresponding calls for proposals. As with all training sessions, once completed, a follow-up will be carried out to evaluate the satisfaction and gather feedback from the participants.
Detail of the activities
All activities are expected to start in the first two years of the plan, which is structured into two types of training actions: 1) basic, that facilitate the acquisition of conceptual foundations and the development of essential competences; and 2) specific, which allow for the development of competencies related to the performance of concrete functions or jobs. In general, basic activities take place online, in "tutored" sessions (with a trainer providing guidance on the content), or "dynamic" sessions (in which collaboration between participants is encouraged). On the other hand, specific activities are usually developed in a hybrid way, with participants in person at the INAP training centre.
The training calendar for the period 2022-2025 was initially planned as follows:
Starting in the first semester of 2022:
Advancing SDGs in local governments (basic): This first training addresses the content, challenges, and opportunities of the 2030 Agenda and the SDGs in the context of local public policies. Learning objectives include critically analysing the challenges faced by local governments in achieving the SDGs and strategically applying local tools, such as public procurement and plans for climate change mitigation and adaptation.
Starting in the second semester of 2022:
The 2030 Agenda and SDGs in Public Administration (basic): Participants, upon completion of this activity, will be able to identify how to contribute to transformation processes from their organisation and synthesise what the 2030 Agenda and SDGs are, using specific tools for the application of their principles.
Budgeting for sustainable development (specific): This activity targets employees involved in planning and budget management. Participants will learn to comply with regulations regarding alignment with the 2030 Agenda as a criterion for budget prioritisation. They will also be instructed in the implementation of regulations on ministerial reports and the contribution of spending programmes to the SDGs. Additionally, they will learn to align spending programmes with the goals of the 2030 Agenda.
Starting in the first semester of 2023:
Local Administration in the face of environmental sustainability (specific): This activity, aimed at employees of local administrations, aims to train them to recognise the localisation functions of the SDGs assigned to local entities in environmental issues. Participants will also understand their crucial role in combating ecological degradation and climate change. Furthermore, they will be able to identify tools and avenues for participation in sustainable development within the Spanish Federation of Municipalities and Provinces (FEMP).
Regulatory impact assessment on SDGs (specific): The training activity focuses on familiarising public employees with the techniques of Regulatory Impact Analysis Memos (MAIN) and their impact on the SDGs.
Policy coherence for sustainable development (specific): In line with SDG 17.14 (Policy coherence for sustainable development), this activity is organised for officials with planning and public policy development functions. Participants are expected to learn how to incorporate the OECD Framework for Policy Coherence for Sustainable Development into the design of public policies.
Starting in the second semester of 2023:
Transforming Public Administrations to achieve the SDGs (basic): Participants will learn to: 1) understand and critically evaluate the SDGs and the 2030 Agenda in the context of public policies in Spain; 2) apply existing tools for integrating the SDGs into the framework of public policies; and 3) understand and assess the challenges and strategic options of institutions when implementing an SDG strategy.
Planning and designing public policies for the SDGs (basic): Through this training, participants will be able to understand the basic features of the SDG Accelerator and Bottleneck Assessment tool. They will also learn to align the planning and development of public policies with the SDGs in a systematic and coherent manner.
Creating indicators and assessing their fulfillment (basic): Upon completion, participants will be able to apply the Global Indicator Framework for Monitoring the 2030 Sustainable Development Strategy. They will also develop techniques for the implementation of these monitoring and evaluation indicators in their respective organisations.
Note: The SDG Accelerator and Bottleneck Assessment tool (ABA) is a tool developed by the UNDP as a way to support countries to identify catalytic policy and/or programme areas or ‘accelerators’ that can trigger positive multiplier effects across the SDGs and targets, and solutions to bottlenecks that impede the optimal performance of the interventions that enable the identified accelerators.
Moreover, the NIGSD highlighted its ambition to explore and develop innovative products as a driver for good governance (2023[1]). A systemic approach to innovation, as an embedded capability across the functions and mechanisms of government (Kaur et al., 2022[30]), is a key driver for the implementation of good governance. It enables governments and public administrations to develop the tools and capacities to adapt to rapidly changing environments and issues, while steering the machinery of government to coordinate and deliver on long-term priorities, including SDGs.
In line with their mandate, the NIGSD could therefore further promote innovation in governance tools and practices, with a focus on reinforcing agility and the forward-looking nature of governance practices (OECD, 2020[13]).This could notably involve the development of new decision-making formats, such as internal and external working groups and task forces, but also the use of tools such as results frameworks, communities of practice, innovation labs, toolkits, and implementation guidance documents. The OECD Observatory of Public Sector Innovation has been developing a number of guidelines the NIGSD could build on to foster innovation across their partners and clients (Observatory of Public Sector Innovation, n.d.[31]). In the framework of this focus on innovation, the NIGSD could also support the different steps of the digital transformation of institutions, from designing a digital strategy to implementing tools and training people to use them. The digital government approach illustrated by the OECD Digital Government Policy Framework (2020[32]) sets a new way of thinking, approaching, engineering, and transforming the design and delivery of public services. This change involves creating a culture that is digital by design1, data-driven and yet also operating as a platform, open by default, user-driven and proactive.
Finally, beyond developing resources for a comprehensive framework for sound governance, the NIGSD could also add to its existing toolkit a suit of practical “how-to” manuals and other instruments, including training modules, directed at civil servants notably but not exclusively at the senior civil service, that address key governance issues of critical importance to pursuing good governance and sustainable development to support the government’s efforts in implementing Egypt Vision 2030, the Public Administration Reform Plan (PARP) and other core strategies.
Tools to promote accountability
The NIGSD has been contributing to the preparation of key documents on public integrity and the fight against corruption for the Egyptian public sector. It notably participated in the elaboration of the CCECS for 2019-2022 and 2023-2027, which was developed following a participatory approach involving stakeholders from the civil society and academia. The institute is also currently contributing to the update of the CCECS with the Administrative Control Authority (ACA) under the lead of the Central Agency for Organisation and Administration (CAOA); it will then oversee its promotion across the Egyptian public administration. The NIGSD has also participated to the elaboration of the Egyptian National Anti-Corruption Strategy 2019-2022 (Arab Republic of Egypt, 2022[33]) and 2023-2030. Finally, the NIGSD developed a training curriculum on anti-corruption, with the support of GIZ, and is currently drafting a code of ethics for non-governmental organisations (NGOs).
Although the work undertaken so far on these issues has been mainly driven by requests made to the NIGSD, this could be an opportunity for the Institute to capitalise on the expertise acquired to further develop this area of work. The NIGSD could first expand the range of tools contributing to develop a culture of integrity as well as a coherent and comprehensive integrity systems across the public sector and partner institutions. The OECD Recommendation of the Council on Public Integrity (2017[34]) highlights the importance of developing guidance and trainings to equip public officials with the knowledge and skills needed to manage integrity issues appropriately. It also emphasises the necessity to develop formal reporting mechanisms that encourage and protect reporting of public integrity violations and misconduct, notably through whistleblowing practices. The OECD Public Integrity Handbook (2020[35]) provides concrete advice to implement such mechanisms and practices, building on good practices from OECD Member countries (see Box 6.8). Box 6.9 presents examples of tools and methods developed by Austria and the United States to train public servants on public integrity, that the NIGSD could adapt to the Egyptian context.
The OECD Public Integrity Handbook is a comprehensive guide that emphasises the critical role of integrity in political, economic, and social structures, making it a cornerstone of good governance. It acknowledges that integrity violations can occur across all levels and branches of government, necessitating a whole-of-society and whole-of-government approach. The handbook is built upon the OECD Recommendation on Public Integrity (2017[34]), serving as a blueprint for implementing this approach and includes the following elements:
1. Commitment: Emphasises the importance of demonstrating political and senior management commitment to integrity. It outlines elements such as codifying standards, serving the public interest, and preventing conflicts of interest. It also underscores the need for high-level collaboration with key stakeholders for long-term reforms.
2. Responsibilities: Provides guidance for enhancing cooperation among public organisations, addressing challenges like entrenched silos and competition. Suggested tools include memoranda of understanding and interoperable databases to improve sharing and learning.
3. Strategy: Identifies steps for developing an evidence-based, strategic approach to mitigate public integrity risks, particularly corruption. It underscores problem analysis, action plans, and clear responsibility for implementation and impact measurement.
4. Standards: Clarifies how governments can set high standards of conduct that prioritise the public interest and adhere to public sector values. It discusses integrity standards in administrative law, civil law, and criminal law, covering areas like freedom of information, political financing, and bribery.
5. Whole-of-Society: Highlights the importance of engaging companies, civil society organizations, and individuals in promoting a culture of integrity. It discusses the balance between sanctions and incentives and practical activities like monitoring public procurement to promote youth commitment to integrity.
6. Leadership: Identifies measures to attract, select, and promote integrity leadership within public organisations, emphasizing the incorporation of integrity into competency frameworks and performance agreements.
7. Merit-based: Recognises the role of a merit-based system in ensuring public integrity and provides guidance on transparency and objectivity in human resource management.
8. Capacity: Clarifies how to build knowledge, skills, and commitment for public integrity through training and integrity advisory functions.
9. Openness: Discusses measures to promote an open organisational culture, including training for leaders on giving constructive feedback and managing conflicts. It emphasises whistleblower protection.
10. Risk Management: Explains the application of a risk management approach in an integrity system, including identifying and responding to integrity risks.
11. Enforcement: Provides guidance on ensuring a coherent approach across disciplinary, civil, and criminal enforcement regimes to enforce public integrity standards.
12. Oversight: Demonstrates how external oversight bodies and regulatory enforcement agencies strengthen accountability and organisational learning.
13. Participation: Provides insights on fostering participation in the policy-making process, emphasising open government, access to information, and stakeholder engagement. It addresses preventing policy capture and ensuring transparency and integrity in lobbying and political financing.
Source: (OECD, 2020[35]).
Values-based training focuses on developing attitudes and behaviours in response to potential integrity issues that will occur as public officials carry out their duties. It can be delivered through interactive forms, including case studies, simulation games, card or board games, and role-playing.
United States
The United States Office of Government Ethics (OGE) used the first of three “train-the-trainer” sessions of a massive open online course (MOOC) to introduce the statute and regulations of post government employment restrictions. The course was complemented by values-based scenarios and exercises for participants to perform as if they were confronted with real ethical dilemmas.
Austria
The Federal Ministry of Interior uses an interactive game called “Fit 4 Compliance – Find Your Values” to discuss personal values and how public service values may guide public officials in addressing difficult situations and handling ethical dilemmas. Such interactive and situational methods are used to challenge trainees and allow them to reflect on key dilemmas, as well as on the consequences of a lack of or breaches to integrity; a debriefing follows the experience.
Source: (OECD, 2020[35]).
Tools to promote inclusiveness
As already highlighted in previous chapters, the advancement of inclusion and diversity in Egyptian society and more broadly is a key element of NIGSD’s mandate (NIGSD, 2023[1]). The NIGSD works notably on women and youth and children empowerment, and also conducts training programmes on disability awareness.
Promoting the inclusiveness of actions and policies, as well as ensuring participation of all actors to their design and delivery, is therefore a second block for good governance for sustainable development the NIGSD could further explore and reinforce. Delivering results for all groups in societies calls for governments and other actors to take into consideration the needs and voices of all groups in society in policy- and decision-making processes, in particular of those traditionally underrepresented. This can support responsive policies and services, re-build their trust in governments and ensure societal resilience to complex challenges (OECD, 2020[13]).
The OECD Recommendation of the Council on Open Government (2017[36]) and Recommendation on Regulatory Policy and Governance (2012[37]) highlight the need for governments to reach out through specific actions and means to the most relevant, vulnerable, underrepresented, or marginalised groups in society, take into account their aspirations and needs and involve them in policy- and decision-making. The OECD Recommendation on Gender Equality in Public Life (2016[38]) and Recommendation on Creating Better Opportunities for Young People (2022[39]) provide more specifically guidance on how to ensure inclusive policy outcomes for women and young people.
To further develop their capacities on these topics, the NIGSD could consider developing guidance to proactively mainstream the needs of underrepresented groups into different aspects of policy and decision-making. This could for instance concerns the development and implementation of a comprehensive approach to inclusiveness across the public administration or a private institution. The Institute could also more specifically focus on the integration of specific groups considerations across government processes and actions, such as regulations, procurement, communication, decision-making and delivery. For instance, an increasing number of OECD Member countries are developing toolkits and guidelines to conduct gender impact assessments and ”youth checks” as a tool to help analyse policy or funding decisions throughout their lifecycle, in order to identify and assess (potential or actual) gender or youth-specific impacts (OECD, 2021[40]; OECD, 2022[41]). The examples of Canada’s gender impact assessment and Germany’s youth check are presented in Box 6.10. Moreover, a number of governments have started developing and implementing innovative practices and tools to improve the accessibility and inclusiveness of their public communication for all groups in society, including people with disabilities (see chapter 5).
Canada’s guidance tool for integrating the “Gender-based analysis plus” (GBA Plus) into every stage of governmental evaluations
The Treasury Board Secretariat of Canada, in consultation with Women and Gender Equality Canada, developed a primer with advice for evaluators, on how to integrate “GBA Plus” into every stage of the government’s evaluations in order to support commitments and directions. It outlines a list of questions that policymakers can use across the stages of evaluation to integrate GBA Plus, depending on the nature of the policy, programme or service, and on the type of evaluation. These are oriented along the following areas:
Reviewing the logic model and theory of change (e.g., do any aspects of the policy, programme or initiative have potential gender considerations?)
Performance measures (e.g., are there potential biases in the way current indicators are framed?)
Relevance (e.g., is the policy, programme or service equally relevant to different target population groups?)
Design and Delivery (e.g., are there particular target population groups that are not being reached with this policy, programme or service?)
Effectiveness (e.g., have outcomes differed across diverse target population groups? What accounts for the differences?)
Efficiency (e.g., what are the administrative costs of the policy, programme, or service for each target population group?)
The use of youth checks in Germany
The youth check (Jugendcheck) acknowledges that the life situation and participation of present and coming youth generations should be considered in all political, legislative and administrative actions of the Federal Ministries. It is considered to be an instrument to support the implementation of the National Youth Strategy and a lens through which other relevant strategies (e.g. on demography and sustainability) should be regarded. Along 10-15 questions (e.g. Does the action increase or alter the participation of young people to social benefits?) and three central test criteria (e.g. access to resources and possibilities for youth to participate), it anticipates the expected impact of new legislation on young people aged 0-27.
Source: (OECD, 2023[42]; OECD, 2022[41]).
The NIGSD could build more largely on OECD instruments, such as the Toolkit for Mainstreaming and Implementing Gender Equality (OECD, 2023[42]), the Youth Policy Toolkit (OECD, 2024[43]), or the panorama of practices from OECD Member countries on accessible and inclusive public communication (Bellantoni and Cazenave, 2022[44]) to promote such practices across Egyptian actors.
Another key element of inclusive governance that the NIGSD could further work on beyond their focus on citizen charters is stakeholder participation. OECD instruments underline the importance of providing stakeholders with opportunities to engage in policy- and decision-making: this contributes to more efficient use of public resources and more responsive and evidence-based regulations, policies and services, for example through consulting citizens for the identification of their needs. It also increases government inclusiveness and the accountability of decisions (OECD, 2020[13]).
Building on principles highlighted by the OECD in the Recommendation of the Council on Open Government (2017[36]), Recommendation on Regulatory Policy and Governance (2012[37]), Recommendation on Budgetary Governance (2015[45]) but also the Recommendation on Digital Government Strategies (2014[46]), the NIGSD could promote the development and institutionalisation of innovative strategies and mechanisms for citizen and stakeholder participation in all aspects of decision-making, capitalising also on the opportunities provided by digital tools. In line with existing initiatives to strengthen the use of participatory budgeting led by the Ministry of Finances (OECD, 2024[2]), the NIGSD could for instance develop guidelines to implement participatory budgeting initiatives at the local and national level. The OECD Guidelines for Citizen Participation Processes (2022[47]) provide comprehensive guidance and tools for any individual or organisation interested in designing, planning, and implementing a citizen participation process, such as policymakers, practitioners, as well as civil society organisations, citizens, the private sector, or academia (see Box 6.11).
The OECD Guidelines for Citizen Participation Processes provide a framework for designing, planning, implementing, and evaluating effective citizen participation processes. These guidelines are intended for any individual or organization interested in promoting inclusive governance and decision-making. Citizen participation can be beneficial in addressing various policy areas, such as climate change, public health, infrastructure, and social inequality.
The guidelines outline ten steps for a successful citizen participation process:
1. Identify the problem: Determine if there is a genuine problem that the public can help solve. Define and frame the problem as a question or issue.
2. Clarify the expected outcomes: Before involving citizens, have a clear understanding of the desired results of the process. This will help in defining the inputs or contributions from citizens and their impact on the final decision.
3. Select the appropriate method: Choose the most suitable method for involving citizens, such as information and data sharing, open meetings, public consultations, open innovation, citizen science, civic monitoring, participatory budgeting, or representative deliberative processes.
4. Design the process: Develop a detailed plan for the citizen participation process, including the timeline, resources, and responsibilities of all stakeholders.
5. Recruit participants: Ensure the diversity and representativeness of the participants to achieve a balanced and inclusive process.
6. Prepare participants: Provide the necessary information, resources, and training to enable participants to contribute effectively.
7. Facilitate the process: Create a supportive and inclusive environment for participation so participants can engage in meaningful discussions and decision-making.
8. Analyse and synthesise the inputs: Collect, analyse, and synthesise the inputs from citizens to inform the decision-making process.
9. Communicate the results: Share the outcomes of the citizen participation process with the participants and the wider public to maintain transparency and accountability.
10. Evaluate and learn: Assess the effectiveness of the citizen participation process and identify areas for improvement in future initiatives.
The methods of citizen participation outlined in these guidelines rely on principles of good practice to ensure their quality: clarity and impact, commitment and accountability, transparency, inclusiveness and accessibility, integrity, privacy, information, resources, and evaluation.
Source: (OECD, 2022[47]).
Supporting public administration in assessing their progress toward sustainable development and the achievement of SDGs
Finally, in line with their mandate and building on their existing work and expertise, including the Standard Operating Procedures (SOP) manual developed in cooperation with the Hertie School of Governance, the NIGSD could also further develop resources aimed more specifically at enabling public administrations to assess their progress towards achieving good governance for sustainable development. KDZ uses for instance the European Common Assessment Framework (CAF) for better quality in Public Administration to assess governance levels across its partners, as presented in Box 6.12.
The Common Assessment Framework (CAF) model is a quality management tool developed to self-evaluate organisational operations and performance. It has been embedded in public administrations in EU Member States for more than 20 years and is a model applicable to all types of public sector organisations. More than 2,000 CAF users are registered in the European Institute of Public Administration database, representing a wide range of diverse public sector organisations.
The CAF model has nine criteria that define modern public management and good governance. Five enabler criteria create the conditions for a high performing public administration: Leadership, strategy and planning, people, partnerships and resources, and processes. The resting four are result criteria assessing the performance and impact of the organisation: Citizen/Customer-oriented results, employee results, social responsibility results, and key performance results.
KDZ offers four service packages to support the implementation of the CAF framework with the aim to improve public sector organisations and promote good governance through self-assessment: Free, Starter, Compact and Plus. The "CAF Free" service offers all information about CAF as well as a free initial consultation. With the "CAF Starter", KDZ provides a more comprehensive consultation of the organisation. The "CAF Compact" package offers a joint analysis between KDZ and the organisation's management team to identify the specific needs and implementation steps. Lastly, with its "CAF Plus" service, the centre offers support throughout the entire process of introducing the CAF quality management system, for the client to eventually obtain the "Effective CAF User” label.
Quality management using the CAF follows the principle of self-assessment by management and employees. First, the assessment form is customised to the organisation to create a common understanding of the assessment criteria. After designing the questionnaire, the organisation's assessment team is trained, and a link to the CAF online tool is provided for a step-by-step assessment. Using this questionnaire, employees and managers evaluate their organisation and collaboratively identify strengths and areas for improvement. Following the self-assessment, the results are discussed in a consensus workshop, and the assessment team determines actions. Once the discussion concludes, an action plan workshop is conducted to transform these measures into specific project plans, allocate responsibilities, and solidify the process. Lastly, a final report summarising the outcomes of the consensus workshop and the action plan workshop, including all developed measures and implementation plans, is made accessible.
Organisations which implemented the CAF can apply for the “Effective CAF User” certificate through the CAF centre of KDZ between six and twelve months after doing a self-assessment and a report on it has been delivered. In order to obtain the label, the organisation undergoes a “Procedure for External Feedback” (PEF) which relates not only to the self-assessment process but also to the way forward chosen by organisations to reach excellence in the long run. KDZ handles the application, managing the PEF process on behalf of the organisation and assembling the team of CAF External Feedback Actors (CAF) who carry out the external evaluation which eventually leads to awarding the organisation with the certificate. The external feedback and evaluation rely on three pillars: self-assessment, the process of improvement actions, and the Total Quality Management (TQM) maturity of the organisation (i.e., an evaluation of the extent to which the organisation has succeeded in implementing holistic quality development values through the self-assessment and improvement process).
The NIGSD is leading efforts to benchmark Egypt’s governance performance against international standards and indicators
Based on the decision of the Council of Ministers on August 12th, 2020, the NIGSD is entitled to "monitor and follow up Egypt national and international classification in sustainable development and competitiveness and governance". Also, by mandate, the NIGSD is "responsible for setting national strategy and action plan in co-ordination with different Government of Egypt’s agencies".
In light of this mandate, the NIGSD, through its Sustainable Development Centre and Governance Centre, tracks, analyses and assesses Egypt's performance concerning the national and international sustainable developments, governance and competitiveness indicators. Reports are performed in order to follow-up this performance, assess Egypt's efforts towards achieving the SDGs and Sustainable Development Strategy: Egypt Vision 2030 (SDS) as well as determine the related challenges. In turn, to support Egyptian policymakers, recommendations concerning these areas are delivered to the Minister of Planning, Economic Development and International Cooperation (MPEDIC). In addition, innovative and effective solutions are delivered to MPEDIC to be considered while designing the SDS. For example, the updated draft of the Egypt Vision 2030 strategy was presented to the NIGSD to get feedback on it in light of the society dialogue.
While it is not currently leading monitoring activities in the Egyptian institutional landscape, the NIGSD could leverage the MPEDIC’s role on strategic planning to contribute and benefit from strategic partnerships to collect, analyse and monitor data on SDS, competitiveness and governance. The NIGSD could have access to all actors working on sustainable development and working on Egypt Vision 2030 through the work and activities of the MPEDIC, and work in close collaboration with them on the analysis of indicators or topics in their sphere.
Furthermore, given that the Ministry of Finances (MoF) is working to ensure that all ministries eventually adopt performance-based budgeting practices as they adjust and align ministry strategies and their indicators with the Egypt Vision 2030 strategy and indicator framework, the NIGSD has the opportunity to lead innovative indicator work, perhaps in partnership with the Central Agency for Public Mobilisation and Statistics (CAPMAS), the MPEDIC, and the MoF, that could aim to ensure that Egypt can eventually measure effectively the impact of spending performance on the pursuit of the SDGs as presented in Egypt Vision 2030. This could have the potential of enabling Egypt to contribute meaningfully to advancing knowledge and expertise in an area that represents a strategic priority for all countries engaged in implementing the UN 2030 Agenda for Sustainable Development.
Focusing on a limited number of international indicators in relation to Egypt Vision 2030
The NIGSD publishes an annual summary report on Egypt’s position on key international governance indicators. The main objective is to monitor and analyse Egypt’s current situation and its progress in several governance and competitiveness indicators. In 2023, the NIGSD issued the annual report on “Egypt’s Classification in The Worldwide Governance Indicators (WGI) 2022/2023” to track changes in Egypt’s status and relative position on a broad range of indicators. It aims to enhance its global competitiveness, good governance practices and sustainable development outputs. Additionally, the NIGSD is developing a new Egyptian Governance Indicator that is based on scientific methodologies and on international and national indicators. However, the NIGSD highlighted difficulties in data-sharing across institutions, that hamper their work on governance indicators.
To allocate efficiently resources, the NIGSD could focus on a limited set of international indicators that are linked to Egypt’s strategic priorities. The annual summary should not provide a state of the art on all possible indicators, but rather focus on those that are strategically linked to the country and Institute’s priorities. In addition, if the Institute aims to develop a governance indicator, it should be part of SDG16 and Egypt Vision 2030 indicators. In this fashion, NIGSD indicators need to be aligned with the Vision 2030 and the SDGs, as well as be plugged in CAPMAS. The report could then further analyse Egypt’s results and drivers in this report, and possibly connect with the authors to explore the issues and the reasons behind the ranking.
Finally, while the NIGSD could focus its analysis on more selected governance indicators, the NIGSD could also consider expanding the monitoring of indicators and indexes related to competitiveness. The choice of these indicators needs to be aligned with Egypt Vision 2030, another area of collaboration with the MPEDIC. The NIGSD could compile the Global Sustainable Competitiveness Index, the Global Competitiveness Index, the Economic Complexity Indexes and potentially others as needed. The NIGSD could also for instance support the development of the competitiveness index between Egyptian governorates mentioned in Egypt Vision 2030 (Egypt's Ministry of Economic Development and Planning, 2023[49]).
In this connection, the NIGSD should work with CAPMAS, MPEDIC and other actors already engaged in this area to coordinate more closely so that roles, responsibilities and capacity-sharing are agreed, and clear for all. As a research institute and through its work on indicators, it is crucial for the NIGSD to have access to the latest and most comprehensive datasets that can support its work on public governance, SDGs and competitiveness, especially if the NIGSD wants to provide more analytical work to support the implementation of Egypt Vision 2030.
Consider developing tools and how-to on good governance in line with OECD standards and good practices:
Map the existing tools and guidelines used by the NIGSD against the activities and objectives of the mission statement and the mandate.
Identify additional ones that can be incorporated in the NIGSD work on new topics or to strengthen the work on existing themes.
Expand internal capabilities to use these tools for future analysis and projects.
Further disseminate the tools on governance and sustainable development developed by the NIGSD across public administration and other stakeholders.
Organise workshops and other activities to present the tools to the various administrations and departments concerned; support these presentations with training activities.
When possible and relevant, publish tools and documents developed on the NIGSD website both in Arabic and in English.
Expand the range of tools on key topics of good governance for sustainable development and competitiveness developed, in line with the NIGSD’s mandate and international principles, building on NIGSD’s existing resources and OECD instruments and guidance. The tools could notably focus on:
Developing an integrated approach to governance to support the achievement of SDGs.
Some specific building blocks of good governance for sustainable development (skills for civil servants, cooperation, innovation).
Inclusiveness and citizen & stakeholder participation.
Public integrity and anti-corruption.
Competitiveness.
Focus international monitoring efforts on a more limited number of indicators and international rankings.
Limit the number of public governance indices compiled in the annual report on Egypt’s Performance in Governance Indices in line with the objectives and indicators identified in Egypt Vision 2030; classify those indicators by public governance area and further analyse them for instance: good governance (BertelesmannStiftung, Gallup, Worldwide Governance Indicators), rule of law (Global Law and Order, Economic Freedom Index) budgeting (Open Budget, corruption/public integrity (Transparency International Corruption Perception index and World Justice Project), and digitalisation (E-government Development Index, GovTech Maturity Index); indicators on participation and satisfaction of public services could also be added (using for example the Gallup World Poll and the Arab Barometer).
Consider developing specific sections and analysis on competitiveness, particularly on the pillars and themes linked to governance and institutions and to sustainable development, in its report on Egypt’s Performance in Governance Indices. The NIGSD could also list and monitor key indicators on competitiveness identified in Egypt Vision 2030, including the Global Competitiveness Index, the Economic Complexity Index, and the Global Sustainable Competitiveness Index as well as key data on Foreign Direct Investments, job creation, and environment (e.g. carbon emissions).
Encouraging more data sharing across institutions (e.g. leveraging MPEDIC’s influence and mandate).
Design and adopt formal co-ordination tools for effectively engaging with partners on indicator development etc., notably with CAPMAS and the MPEDIC, so that roles and responsibilities are clearly defined, and shared activity can be pursued coherently in the areas of governance and sustainable development, notably in support of the implementation of Egypt Vision 2030, using common indicators that reflect input from all relevant government stakeholders.
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← 1. Digital by design” can be defined as approaching delivery with a full understanding of the end-to-end process and deploying digital technologies purposefully by design, as compared to being digital by default and simply putting all processes online and expecting outcomes to improve (OECD, 2020[32]).