CHAPTER 3. CONCLUSIONS, RECOMMENDATIONS AND MANAGEMENT RESPONSE

transformational potential in terms of enhancing livelihoods and urban development in areas that could not previously be inhabited. In particular, UNDP support to Egypt’s efforts to build the new city of Al Alamein has been commendable. The new city is expected to provide thousands of employment opportunities and become an international coastal city and tourism hub, serving as a communication and socioeconomic point between all cities of the north‑western coast.

UNDP support has also contributed to a significant uptake of energy‑efficient approaches and renewable energy use, with the private sector now leading the way, and similar efforts in sustainable urban transport are waiting to be tested. There has also been progress in proper revenue streams to support protected area management in Egypt, and significant institutional changes and policies will improve waste manage‑ ment. All of these have involved significant engagement with key government ministries, often requiring the clarification of mandates, roles and expectations, as most still operate in silos. UNDP could have done more to create cross‑portfolio synergies between economic development and environment and climate change, to expand the potential of efforts to build a green economy and decrease the carbon footprints of businesses and other economic activities.149 More explicit connections could be made between social inclusion, environment and economic development initiatives, to ensure that investments across these sectors do not leave anyone behind, and maximize resources and results.

Conclusion 3. UNDP support for enhancing public services and public finance management showcases the effectiveness of targeted engagement and has catalytic potential to enhance the transparency and accountability of public institutions. Given the strong partnerships established over the years, there are further opportunities for UNDP to pursue core governance support in areas such as administration reform or e‑governance/digitalization, which are comparatively more open for engagement.

UNDP technical assistance to government institutions was critical to strengthen government entities and governance processes (such as audit competencies, public and e‑services, public finance manage‑ ment, ICT and digitalization) with transformational potential for enhanced efficiency, accountability and access to services for citizens. For instance, cooperation with MoF which resulted in the establishment of the Government Audit Unit was a big achievement, bringing a more systematic approach to auditing government organizations. The Audit Unit is still in its initiation phase, but has the potential to increase accountability and transparency in the utilization of public funds. The support that UNDP provided to EP over the years has boosted the expansion and modernization of the post office network and services, serving as a public service provider reaching the most remote areas. In particular, UNDP support for ICT solutions was transformational, as it translated into more efficient and transparent public and financial services, which has brought benefits for Egyptian citizens. UNDP support to enhance the use of modern technology and strengthen e‑services to reach wider groups of citizens has been particularly relevant during the COVID‑19 pandemic, when e‑services became crucial to overcome restrictions in fulfilling basic administrative tasks. Such examples showcase the importance of such technical support, combined with the institutionalization of practices and capacity, to further full administration reform linked with changes to a work culture that has relied for decades on paperwork and bureaucratic measures. Given its long‑established partnerships with government institutions and the private sector, there is space for UNDP to strategically pursue core governance reforms in administration, e‑governance and digitalization, where the Government is comparatively more open for engagement. Engagement with the private sector in the area of digitalization has been initiated during this cycle of programme implementation, providing a foundation for further efforts.

149 Multi‑stakeholder platforms can be a nexus between economic development, the environment and climate change and enable diverse stakeholders to explore synergies. Economic principles, including multi‑stakeholder platforms, SDG finance mapping and the

Global Partnerships Narrative could also contribute to enhanced dialogue and identification of synergies.