Egypt’s Strategy to Meet the Sustainable Development Goals and Agenda 2030

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INTRODUCTION
Inspired by the ancient Egyptian Civilization, linking the present to future, the Sustainable
Development Strategy (SDS): Egypt Vision 2030 represents a foothold on the way towards
inclusive development. Thus cultivating a prosperity path through, economic and social
justice, and reviving the role of Egypt in regional leadership. SDS represents a roadmap for
maximizing competitive advantage to achieve the dreams and aspirations of Egyptians in
a dignified and decent life.
It also represents an embodiment of the new constitution’s spirit, setting welfare and
prosperity as the main economic objectives, to be achieved via sustainable development,
social justice and a balanced, geographical and sectoral growth. Therefore, SDS has been
developed according to a participatory strategic planning approach; as various civil society
representatives, national and international development partners and government agencies
have collaborated to set comprehensive objectives for all pillars and sectors of the country.
The current local, regional and global circumstances gives the SDS a comparative advantage
and importance; for revisiting the strategic vision to cope and deal with international updates
and developments. Thus, helping Egypt recover and achieve specific objectives.
SDS has followed the sustainable development principle as a general framework for
improving the quality of lives and welfare, taking into consideration the rights of new
generations in a prosperous life; thus, dealing with three main dimensions; economic,
social, and environmental dimensions.
In addition, SDS is based upon the principles of “inclusive sustainable development” and
“balanced regional development”; emphasizing the full participation in development, and
ensuring its yields to all parties. The strategy, as well, considers equal opportunities for
all, closing development gaps, and efficient use of resources to ensure the rights of future
generations.

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WHY DO WE NEED
THE SUSTAINABLE DEVELOPMENT STRATEGY (SDS):
EGYPT VISION 2030?
Develop
a unified
long-term political,
economic and social
vision as the base for
short and medium term
development plans at
the national, local
and sectorial
levels
Enable
Egypt to be an active
global player
Align
SDS
objectives with
those of the post-
2015 United Nations
Sustainable Development
Goals (SDGs) and
the Sustainable
Development Strategy
for Africa 2063
Enable
the civil society
organizations and
Parliament members to
monitor the implementation
of the strategy, its objectives,
KPIs, targets, programs
and projects implemented
according to
a specific timeline
Meet
the ambitions of
Egyptians to improve
the efficiency of basic
services

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A PARTICIPATORY PLANNING APPROACH TO PREPARE
THE SUSTAINABLE DEVELOPMENT STRATEGY (SDS):
EGYPT VISION 2030
• A large number of sessions and workshops has been held, with the active participation of
experts, academics, private sector representatives, civil society, government officials and
international development institutions.
• The SDS team included representatives from all groups including youth, woman,
and disabled.
• All development partners participated in the SDS workshops, which witnessed conflicts,
different views, and debates. At the end, partners reached a unified vision and agreed on
objectives, KPIs, programs and projects.
• SDS team periodically communicated the main results of each stage of the SDS
preparation plan with the media. In addition, SDS updates were continuously published
on MoP website and social media pages.
• The strategy was presented for community dialogue in many different local and international
forums and seminars. The outcomes of working groups have been revised by all relevant
ministries and agencies, and the final document included all comments and feedback.
• An electronic portal and social media pages were launched to present the strategy
and allow for interaction with all citizens.

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PREPARATION STAGES OF
THE SUSTAINABLE DEVELOPMENT STRATEGY (SDS):
EGYPT’S VISION 2030
20152014
Jan.
Mar.
Apr.
Dec.
Feb.
June
July
Nov.
Preparatory stage Stage of identifying
the main directions
Stage of selecting the
most important policies
and programs
Developing the strategy’s
document and launching
the community dialogue
• Analyzing the
status quo and
studying the
previous strategies
prepared at
the macro and
sectoral levels,
in addition to the
strategies and
visions prepared
by the civil society
and the private
sector, as well as
the international
development
strategies.
• Analyzing the
current and future
challenges facing
Egypt at the
national, regional
and international
levels.
• Identifying
elements of
strengths and
opportunities
at the national,
regional and
international
levels.
• Identifying the
strategy’s main
directions.
• Setting the
strategy’s
main structure
(enablers,
strengths and
pillars).
• Developing the
pillars’ visions,
objectives and
sub-objectives.
• Transforming
the pillars’
objectives into
policies, programs
and projects,
in addition to
identifying the
linkages between
the different
pillars to achieve
the sustainable
development
objectives.
• Reviewing the
performance
indicators,
which measure
the progress in
achieving the
pillars’ objectives.
• Identifying
quantitative
targets in 2020
and 2030, in light
of the status quo
and taking into
consideration the
opportunities and
challenges to meet
citizens, hopes
and ambition for a
better life.
• Preparing
the strategy’s
document, and
reviewing it with all
concerned parties.
• Preparing a
communication
plan to introduce
and promote the
strategy both at
the national and
regional levels.
• Discussing the
strategy at the
Cabinet level.

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THE SUSTAINABLE DEVELOPMENT STRATEGY (SDS):
EGYPT VISION 2030
MAIN PILLARS

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PREPARATION METHODOLOGY OF
THE SUSTAINABLE DEVELOPMENT STRATEGY (SDS):
EGYPT’S VISION 2030
For each pillar, a number of workshops were organized for all concerned development
partners to identify:
1. Main objective
By 2030, (pillar) is characterized by ..... and able to ......
2. Sub-objectives
The main objective was divided into specific sub-objectives.
3. Key Performance Indicators (KPIs)
For each sub-objective, KPIs were identified at the level of inputs, outcomes and strategic
results.
• Input indicators: to evaluate available resources and necessary activities to reach
required outcomes and results.
• Outcome indicators: to assess the actual level of output versus the planned to reach
specific results.
• Strategic results indicators: to identify the achieved results through impact assessment.
4. Quantitative targets
For each KPI, the current level and specific targets in 2020 and 2030 were identified in light
of recent conditions, lessons learned from similar experiences and best practices. All KPIs
were reviewed to avoid any conflict.
5. Challenges that prevent the achieving of the quantitative targets
Challenges that would hinder the achievement of the strategic objectives were identified
and classified according to their impact and the availability of solutions. Challenges were
categorized as:
• Challenges with high impact and can be easily faced.
• Challenges with moderate impact and difficult to deal with.
• Challenges with low impact and difficult to deal with.
Priority challenges were selected and addressed through specific policies, programs and
projects.
6. New suggested indicators
In addition to the available KPIs, new suggested indicators were defined. Methodology for
measuring these new indicators as well as estimating their current and future quantitative
targets will be defined by all relevant partners.