In the 21st century, the globe has a lot more difficulties with the economy, the environment and society.  Because of these issues, public institutions and government organizations have had to reassess their methods and discover ways to do things that are better for the environment.  Development used to mean merely economic expansion, but today it also means safeguarding the environment and making sure that everyone has access to social justice, both now and in the future. The Brundtland Report (1987) calls this "sustainable development."

In this case, it is highly vital to provide "sustainable public services" since they are necessary for the health and happiness of the community.  It has to find the right balance between the social, economic and environmental parts, as well as the capacity to come up with new ideas and change [1].

We need improved management and governance structures that can make sustainability a part of how institutions work in order to make public services more sustainable.  "Green governance" and "green strategic management" are two crucial components of this change that will make it function better and quicker.  Green strategic management means that environmental and sustainability concerns are considered at every stage of the organization's strategy process, from planning and formulation to implementation and assessment. This converts theoretical promises into real-life actions that help the environment, the economy and society [2].

Green governance, on the other hand, provides policymakers a wider picture to work with and helps businesses embrace and carry out these rules in a world that is continually evolving and becoming more sophisticated.  An evolutionary view is at the heart of green governance. This is shown in important ideas like stakeholder interaction, which makes sure that everyone is included and the process is open; negotiation, which helps conflicting interests find acceptable solutions; and an evolutionary outlook, which encourages a variety of solutions, the choice of the best options and the ongoing renewal of practices [3]. A governance structure that promotes sustainability and a methodical management approach operate together in a manner that is always evolving. This is the key to making public services last, where they are provided in the most environmentally, economically and socially efficient way possible and can develop and become better to suit the needs of people now and in the future.

In Iraq, cities, especially the Rifa'i district in Dhi Qar province, confront unique problems with the environment, the economy and society. There are a lot of reasons for these problems, but the main ones are climate change, which causes water shortages, increasing temperatures and dust storms, as well as fast urban growth and a lack of resources. The Rifa'i district municipality is in charge of providing basic public services to inhabitants, such managing trash, building infrastructure and making sure that urban spaces are used properly. So, it is important to look at how much the Rifa'i district municipality uses the ideas of green strategic management and green governance and how this affects how well it provides sustainable public services, which helps local development and makes life better for people in the Rifa'i district.

Research Problem

Despite the growing awareness of the importance of sustainability and its impacts on the quality of public services, many municipalities in developing contexts, including the Rifa'i district municipality, face significant challenges in integrating sustainable practices into their operational and administrative processes. Thus, the research problem arises from questioning the extent of the Rifa'i district municipality's application of green strategic management and green governance concepts and how this application affects its efficiency in delivering sustainable public services.

The problem is represented by several sub-questions:

• What is the level of adoption of green strategic management in its dimensions (formulation, implementation, evaluation and monitoring) in the Rifa'i district municipality?

• What is the level of adoption of green governance in its dimensions (stakeholder interaction, negotiation, evolutionary perspective) in the Rifa'i district municipality?

• What is the level of efficiency in delivering sustainable public services in its dimensions (economic efficiency, social efficiency, innovation and adaptation efficiency) in the Rifa'i district municipality?

• Is there a statistically significant relationship between green strategic management and the efficiency of sustainable public service delivery in the Rifa'i district municipality?

• Is there a statistically significant relationship between green governance and the efficiency of sustainable public service delivery in the Rifa'i district municipality?

• Is there a statistically significant joint effect of green strategic management and green governance on the efficiency of sustainable public service delivery in the Rifa'i district municipality?

Research Objectives

The primary objective of the research is to uncover the extent of the Rifa'i district municipality's application of both green strategic management and green governance and to determine their impact on its efficiency in delivering sustainable public services.

Research Hypotheses

Based on the problem and objectives presented, the following main hypotheses have been formulated and will be tested in the applied study:

Main Hypothesis 1 (H1): There is a statistically significant relationship between green strategic management and the efficiency of sustainable public service delivery in the Rifa'i district municipality.

Sub-hypotheses of H1: 

H1a: There is a statistically significant relationship between green strategy formulation and the efficiency of sustainable public service delivery

H1b: There is a statistically significant relationship between green strategy implementation and the efficiency of sustainable public service delivery

H1c: There is a statistically significant relationship between evaluation and monitoring of green strategy and the efficiency of sustainable public service delivery

Main Hypothesis 2 (H2): There is a statistically significant relationship between green governance and the efficiency of sustainable public service delivery in the Rifa'i district municipality.

Sub-hypotheses of H2: 

H2a:   There is a statistically significant relationship between stakeholder interaction and the efficiency of sustainable public service delivery

H2b:  There is a statistically significant relationship between negotiation and the efficiency of sustainable public service delivery

H2c:   There is a statistically significant relationship between the evolutionary perspective and the efficiency of sustainable public service delivery

Main Hypothesis 3 (H3): There is a statistically significant joint effect of green strategic management and green governance on the efficiency of sustainable public service delivery in the Rifa'i district municipality.

Figure 1: Research Model

Research Model

The following Figure 1 illustrates the relationship between the independent variables (green strategic management and green governance) and the dependent variable (efficiency of sustainable public service delivery), highlighting the sub-dimensions of each variable.

Study Population and Sample:

The research population consists of the employees of the Al-Rifai Municipality, which includes 575 male and female employees. The researcher aims to study this population to achieve the desired results of the research. To determine the appropriate sample size, the researcher used the Stephen Thompson formula and decided to select a sample of 231 employees. This ensures sufficient representation of the overall population and allows for the generalization of the findings:

Reference Sources

Porter and Van der Linde [2] focused on how strict environmental commitment (green strategic management) can drive innovation and increase economic efficiency for organizations, thereby supporting the role of green strategic management in achieving sustainable service efficiency.

Van Bueren [3] presented a framework for green governance based on an evolutionary perspective (stakeholder interaction, negotiation, learning, diversity, selection, renewal), emphasizing the importance of these mechanisms in enabling the implementation of sustainable policies and improving organizations' adaptability and innovation in public services.

Bayu Rizky Aditya [4] examined the strategic management process in the Surabaya city government to achieve its green city master plan. The researcher found that this process occurs continuously through environmental scanning, formulation, implementation, monitoring and evaluation. The study showed that using information technology and social media as a link between the government and the community enabled the government to create suitable programs that received community support. The researcher suggested that this process could serve as a pilot project for similar areas to achieve their goals more effectively.

In 2019, researchers Yusliza, Tanveer, Fawehinmi, Yong and Ahmad conducted a systematic review of the literature on green human resource management, focusing on health, safety and green well-being as a new dimension. They concluded that green human resource management can contribute to cost reduction, improve resource efficiency and enhance environmental performance, resulting in a more environmentally conscious workforce.

Alotaibi [5] studied "A New Secure Model for E-Government Efficiency to Provide Sustainable Services." He found that e-government projects in some developing countries face challenges in providing sustainable and effective services due to technology shortages and budgetary and human resource constraints. The study proposed a new model aimed at achieving sustainable and effective e-government services through five key determinants: detailed processes, simplified services, rapid accessibility, use of the latest technologies and trust and awareness. The proposed model was validated through an empirical study, indicating that both service providers (governments) and users of e-government services benefited from it, potentially leading to increased sustainable e-government services. Results showed that this approach "brought efficiency to governmental processes in terms of cost, time and effort required to implement e-government services."

In the same year, researchers Li et al. [6] Chang studied "Family Control, Political Connections and Corporate Green Governance." The study found that:

• Family monitoring contributes to improving the level of green governance in family businesses

• The political connections of the actual controller weaken the effect of family monitoring on the green governance of family businesses

• This study helps family businesses leverage their advantages, guide green governance practices and enhance the level of green governance

Also in that year, researchers Fernan Penairo Tubas and April Aura A. Kachu studied "Green Governance" in Northern Iloilo, Philippines. The study aimed to develop a framework for green governance, revealing environmental programs and projects for local government units. It concluded that environmental issues persist despite efforts due to weak commitment and limited community participation, emphasizing the importance of political will and collaboration to achieve a pollution-free environment.

Patón-Romero et al. [7] studied "Green IT Governance and Management: A Multiple Case Study." The study aimed to develop a framework for Green IT Governance and Management (GMGIT) to enable organizations to systematically implement, assess and improve green IT practices. The researchers found that the GMGIT framework proved useful, applicable and valid for systematically and progressively implementing, reviewing and enhancing green IT within organizations. The results showcased the current state of organizations concerning green IT and provided solutions for issues encountered during assessments using the first version of the framework (GMGIT 1.0).

Sun [8] from the University of Southampton examined the relationship between strategic social responsibility and strategic technological innovation, relying on data from listed Chinese companies. The study found that strategy-based social responsibility is positively and significantly related to management-oriented innovation. The researcher indicated that currently, companies place greater importance on strategic innovation, though few strategically consider social responsibility. The study emphasized that green technology innovation for organizations represents an important strategic trend for companies to respond to new development concepts and achieve high-quality growth, serving as a critical means for integrated and equitable development for companies and the social environment. It stressed the need for Chinese companies, within the context of current high-quality development, to continue focusing on the inputs and outputs of technological innovation and recognize the importance of strategic social responsibility activities for corporate sustainable development. The study recommended that companies pay greater strategic attention to social responsibility activities to establish green responsibility and innovation as core competitive efficiencies for sustainable long-term growth.

In 2024, researchers Asher Nuche, Omar Sy and Juan Carlos Rodríguez conducted a study on "Improving Efficiency through Sustainable Strategies: The Role of Management and Monitoring in Achieving Goals." The study aimed to explore the relationship between management decision-making and organizational productivity in small and medium-sized enterprises in Indonesia, involving 90 respondents. Using Smart PLS analysis, the study reached significant findings, showing that:

• Effective decision-making is significantly positively associated with achieving company goals

• Accurate performance measurement significantly improves operational efficiency

• Good strategic planning significantly increases productivity

• Quality decision-making is significantly positively associated with organizational productivity

• Effective monitoring mechanisms significantly impact strategy implementation

The study concluded that enhancing management practices and monitoring mechanisms can improve operational efficiency and achieve strategic goals sustainably.

Theoretical Aspect

Sustainable Public Services: Dependent Variable

Sustainable public services are defined as those services provided by government entities or public institutions aimed at meeting the basic needs of citizens while considering environmental, economic and social dimensions in the long term. This means that the focus is not only on providing the service but also on achieving maximum effectiveness and efficiency in resource utilization [5], enhancing social justice and ensuring the continuity of service for future generations.

The efficiency of providing sustainable public services can be measured through several dimensions that can serve as performance indicators.

Economic Efficiency

In the context of providing sustainable public services, economic efficiency means being able to get the most services out of the least amount of money, people, natural resources and technology [9], while also taking into account time and sustainability. It doesn't only mean lowering expenses; it also means making better use of the resources that are already available to provide high-quality and effective services that will benefit society in the long run. In public services, economic efficiency is making sure that public money is used in the best way possible, that money isn't wasted and that every investment gets the most social and economic return.

So, economic efficiency is not merely a financial aim; it is also a key part of delivering public services that will last. The methods used in green strategic management and the frameworks offered by green governance have a big impact on how efficient this is. When participatory, negotiation-based and learning-oriented governance mechanisms are used to plan, carry out and evaluate strategies [10], it makes sure that public services not only meet their social goals, but also do so in the most effective and efficient way possible, which makes them more sustainable and helps with overall development.

Social Efficiency

Social efficiency with respect to long-term public services entails [11] the ability to provision in such a manner that the well-being of the entire community is improved, inclusion and equity is ensured and the needs of all stakeholders, even the most disadvantaged, are taken into account. It inspires participation in communities, protects civil liberties and provides societal cohesion. For socialisation efficiency, it is not enough to just provide a service. And you have to also ensure that service can help to make communities healthier, fairer and more sustainable, for people today and for generations to come. It indicates that the service obtains the highest social benefit with minimal social cost as opportunity cost which is negative.

Yes; this is to say social efficiency is a must when public services intend to last on the [7] scene. It ensures that development has balance between economic and human welfare and social justice. The types of green strategic management with methods revolving around them and the mechanisms established through green governance, greatly influence its effectiveness. Incorporating social considerations into the planning, implementation and evaluation of our strategies can help increase the social and economic efficiency of service delivery and foster stronger and more sustainable communities. By utilizing participatory, negotiation, learning and evolutionary approaches.

Innovation and Adaptability Efficiency

Innovation and Adaptation Efficiency in Relation to Sustainability Innovation and adaptability efficiency in relation to sustainable public service delivery is the capacity of a governmental organization or public institution to create and implement innovative solutions for the provision of services in a more sustainable manner [12] and the ability to adapt effectively to environmental, social, economic and technological changes around them. This means not just embedding technologies but also inventing business models, processes and mindsets that are adaptive-embracing iterative variations, delivering feedback and empowering experimentation to rotate in and out of new challenges and opportunities.

Therefore, there sets a new parameter for innovation and adaptability efficiency as a core component providing sustainable public services in a fast-changing world. The facilitation of this efficiency is largely influenced by the green governance environment and the green strategic management process. This reflects that when strategies on formulation, implementation and evaluation are embedded within governance frameworks that facilitate participation, negotiation, learning and an evolutionary perspective [13], public services are able to continuously innovate and cope with challenges, which is further leading into a real sustainability and elevated resilience.

Independent Variable 1: Green Strategic Management

Green strategic management is a broad process that includes economic and environmental concerns in the main goals, strategies, operations and practices of public organizations. This method goes beyond just following the rules to get a long-term competitive edge [14], boost economic and social performance and provide people and society long-term value. It is the framework that tells businesses how to work together to reach their economic and strategic objectives.

Green strategic management is the way that green governance turns its ideas and aims into plans, programs and initiatives that may be used to provide services. Green governance tells us "why" and "how" services should be sustainable on a large scale, whereas green strategic management tells us "what," "when," and "who" will carry out these objectives at the organizational level. Green strategic management has the following parts:

Green Strategy Formulation

The first and most important step in the green strategic management process is to come up with a green strategy. This step is all about figuring out the general direction of the government organization or public institution when it comes to environmental sustainability and setting big objectives and strategies that will help it achieve sustainability while still providing public services. It is a mental and analytical process that turns the promise to be sustainable into concrete goals and plans for how to get there.

So, the most important part of establishing a green strategy is turning ideas and promises about sustainability into plans that can be put into action [15]. Setting objectives that improve economic, social and inventive efficiency has a direct effect on how well public services may be provided in a sustainable way. Different parts of green governance have a big impact on this phase. They provide us the essential participative and flexible framework to come up with strong and successful plans that may help us move toward more sustainable public services.

Green Strategy Implementation

The second and major step in process of the green strategic management is implementing the green plan. It relates to translating the green strategic priorities and objectives that were drawn up in the last phase into concrete programs and initiatives that the government or public organisation can implement. Such step ensures that long-term plans and aspirations do not remain just as papers but embedded into everyday practice and service delivery [16].

Which means deploying a green plan is what translates grand sustainability goals into functional, effective public services. It becomes a living process to improve services not only by complying to ecological standards but also in view of the overall environmental, economic and social sustainability [17]. A lot of this will depend on the framework which green governance is able to offer during this phase. This framework ensures implementation is done in a flexible, participatory and iterative fashion, thus enabling sustainable public service delivery to be more efficient at large.

Green Strategy Evaluation and Control

Green strategy evaluation and control is the final and crucial phase in the cycle of green strategic management, yet it also serves as a starting point for continuous improvement [6]. This phase involves:

• Performance Measurement: Assessing the extent to which the established and formulated green strategic goals have been achieved

• Progress Monitoring: Continuously tracking the actual performance of green initiatives and programs

• Identifying Deviations: Detecting any gaps between planned performance and actual performance

• Corrective Actions: Implementing adjustments to strategies or processes to ensure goals are met

• Learning and Feedback: Utilizing results and lessons learned to improve future strategies and decision-making

This step is very important to make sure that people are held accountable, that sustainability expenditures pay off as much as possible and that green initiatives have the intended effect on the efficiency of public services that are environmentally friendly. So, the assessment and control phase is the most important part that makes sure that green strategic management initiatives really do make public service delivery more efficient [18]. By regularly measuring, finding deviations, taking remedial action and learning from their mistakes, government agencies may make their services as environmentally friendly, economically sound, socially responsible and creative as possible. Green governance [19] provides a supporting framework for this phase that makes sure that assessment is done in a way that is open, participatory and flexible, which leads to continual and long-lasting development [20].

Independent Variable 2: Greening Governance

Greening governance is defined as the regulatory, legislative and operational framework through which economic issues and sustainability are managed at the public policy level (state, city, sector). It represents an evolutionary approach to policy-making that determines "how" policymakers address complex and contested questions related to sustainable urban development and economic risks [21]. It shapes the enabling environment within which green strategic management operates.

As an enabling framework, greening governance provides the necessary political, legislative and institutional frameworks to empower green strategic management. When clear policies encourage sustainability, transparent and participatory governance processes and learning mechanisms at the system level [22], they create a favorable environment for public institutions to adopt and implement green strategies effectively. For instance, strong environmental protection laws (a component of greening governance) drive government institutions to integrate environmental goals into their strategies [23]. The dimensions of greening governance include:

Stakeholder Interaction

Interaction with stakeholders is an important part of greening governance [24]. It means having conversations, getting advice and actively and organizedly participating with the government or a public institution and a lot of people or organizations that are impacted by or can change choices and actions that have to do with sustainable public services. The purpose of this interaction is to develop a common understanding [4], share information, be open and build trust, which will lead to better, more effective and longer-lasting results.

So, interacting with stakeholders is a key part of making governance more environmentally friendly and a key part of making sure that public services are delivered in a way that is good for the environment. By include stakeholders at every step of the decision-making process, government agencies make sure that their services are not only good for the environment and the economy, but also fair, open and new. This engagement develops confidence, makes things seem more legitimate [25] and gives green strategic management a lot of information to work with so it may reach its objectives as quickly as possible.

Negotiation

Negotiation is an important part of greening governance. It is the process by which different stakeholders with different interests, values, or priorities come to agreements and compromises about decisions, policies and initiatives related to sustainable public services. The purpose of negotiation is not always for each side to receive all they want [26], but to establish common ground and solutions that work for everyone, or at least most of the important stakeholders, so that progress toward sustainability goals may continue.

So, bargaining is an important part of making governance more environmentally friendly since it integrates the different interests of stakeholders with the need to reach sustainability objectives [27]. Negotiation directly makes it easier to offer sustainable public services in environmental, economic, social and creative ways by helping people agree and establish middle ground. It makes sure that green policies are not simply good ideas [28] but also realistic and acceptable results that can be put into action, which will lead to full sustainable development.

Evolutionary Viewpoint

The evolutionary viewpoint is a key part of greening governance. It stresses that policies and systems, such as governance and public services, are not fixed or rigid, but rather dynamic entities that change and adapt over time [29] in response to new challenges and opportunities in their environment. This point of view is based on ideas from evolutionary biology, where ideas like variety, selection and renewal are used in policy-making and management.

 When it comes to greening governance, the evolutionary point of view indicates that politicians and institutions need to be able to:

• Generate Multiple Solutions: They do not rely on a single solution but consider a variety of alternatives to address sustainability issues

• Select the Best: They choose the most effective and appropriate solutions for changing circumstances

• Continuous Renewal: They continually reassess and modify these solutions and policies to maintain their effectiveness

Since sustainability issues need to be understood and addressed, the evolutionary perspective is one viable perspective towards greening governance [30]. This perspective ensures governance frameworks and public services evolve to retain their utility, currency and capacity to address emerging environmental, economic and social challenges. Through concepts such as "generative diversity," "selective retention," and "renewal," it does so. Such adjustment and continued progress significantly boost the essential capacity of innovation and adaptability [31], thus positively impacting all sides of the sustainable public service delivery efficiency.

Interconnected Impact on the Efficiency of Sustainable Public Services

When greening governance and green strategic management synergize, they enhance the efficiency of delivering sustainable public services through:

• Redirected Performance and Targets: Greening governance ensures that stakeholders work toward the set environmental and sustainability targets, while green strategic management ensure that the set targets and goals translate effectively into action plans with effective resource use

• Faster Response to Changing Conditions: The perspective of learning and evolution in greening governance leads to adaptable policy frameworks that are able to meet new challenges [32], while green strategic management allows organizations to be flexible to impact this emerging reality in their operations and service lines

• Trust and Legitimacy Building: The stakeholder interaction and negotiation mechanisms of the greening governance lead to better public acceptance and trust in public services [33], enabling the effectiveness of green strategic management to implement green programs and initiatives, thus improving the efficiency and impact of service delivery

Practical Aspect

The findings are shown and spoken about based on the replies from the sample. The questionnaire used a five-point Likert scale to get the answers from the study sample. We looked at the data and made sense of it by using frequency distributions. We also found the mean, standard deviation and variance for each variable. These steps assist us grasp what the people of the Dhi Qar Municipality said (Table 1).

Table 1: Demographic variables

The data acquired from the table paints a complete view of the population of the samples being study. It demonstrates the role of green strategic management and green governance in ensuring the efficacy of sustainable public service delivery in Al-Rifai Municipality Directorate.

The results indicate the gender is well balanced in the sample (male 47.6%, female 52.4%). This relative balance highlights the need to ensure diversity of perspectives in green management strategies e.g. new people to think of public services-women. The abundance of women could also indicate a move for equal opportunity, that make the environmental regulations that were established more effective.

Mode age bracket is 40 to 49 years (25.1% of sample) This group is experienced with administrative roles and this might enable them to better understand the challenges of adopting green management. Furthermore, with 19% of participants being aged 60 and over, this also means that a lot of varied experience exists, which alienates the risk of knowledge and expertise shared across generations. However, the 20-29 age group is accounted for 18.6%. That implies a requirement for bringing together fresh perspective and the rich experience of older folks to fashion full-bodied and sustainable solutions.

About 43.7% of the participants had a bachelor's degree, which shows that they have a high level of education that helps them grasp green governance topics better. With this degree of knowledge, they can understand environmental policies and come up with the right ways to put them into action. The intermediate credentials (intermediate and diploma) make up 45% of the sample, which shows how important it is to have training programs that teach people more about green management. This means that money has to be spent on education and training to help people learn more about sustainable practices.

Table 2: Validity and Reliability Coefficients for Study Variables According to Cronbach’s Alpha

Table 3: Dimensions of the independent variable (Green Strategic Management)

The data shows that 23.8% of participants had more than 26 years of professional experience. This degree of expertise provides a solid base that can help put into place long-term management plans. Long-term experience may assist management deal with the problems that come up when they try to put new policies into place. On the other hand, 20.3% of people have worked there for less than 10 years, therefore it's important to set up ways to combine fresh experiences with old ones so that every group gets the right assistance.

Based on these data, we can say that the sample analyzed had a wide range of educational and professional backgrounds, which makes it more likely that green management practices will work. There are a lot of highly qualified people with a lot of expertise in the subject of sustainable public services, which is a great base for making good policies. So, putting more money into education and training and getting everyone involved would make public services in the Directorate of Al-Rifai Municipality work better.

Interpretation of Validity and Reliability Coefficients Table

The Table 2 presents the validity and reliability coefficients of the study variables based on Cronbach's Alpha, which is one of the most important methods for checking the validity and reliability of research tools.

The Green Strategic Management, first independent variable, dimension related to Green Strategy Formulation showed a reliability coefficient of 0.957 which indicates an excellent reliability. Validity coefficient = 0.978, thus it is adequate to measure this dimenssion the dimension of Implementation of the Green Strategy has a reliability of 0.960 and a validity coefficient of 0.980 indicating this test was good at measuring this characteristic. The reliability value and validity coefficient of the Green Strategy Evaluation and Control tool were 0.958 and 0.979 respectively hence enhancing the findings.

There were overall 12 items for the first independent variable. The instrument had a reliability value of 0.986 (very reliable) and a validity coefficient of 0.993 (the measuring methods were very potent).

The Independent variable (IV II) Green Governance with a Stakeholder Interaction dimension α = 0.961 and valid (Table 6) construct based on Construct Validity = 0.980 This indicates that the instrument is successful in measuring this element. The Negotiation dimension showed comparable values (reliability coefficient of 0.961 and validity coefficient of 0.980). Questionnaires on the Evolutionary Viewpoint dimension yielded a reliability of 0.938 and validity of 0.969, which were still acceptable, but slightly lower than those of the other dimensions. The reliability and validity of the second independent variable as a whole were 0.980 and 0.990 respectively, indicating strong instruments.

The dimension of Economic Efficiency from the dependent variable, Sustainability of Public Service Delivery has reliability coefficient 0.978 validity coefficient 0.989 it is very reliable. The reliability value and validity coefficient of Social Efficiency are 0.948 and 0.974, respectively. The Innovation and Adaptability Efficiency component has a reliability and a validity of 0.943 and 0.971, respectively. The assembled dependent variable, when instrumented together as an entire entity, had reliability and validity coefficients of 0.984 and 0.992 respectively.

It is worthy to mention that, when analyzing all the research variables together, composing 36 items, the reliability value for the instrument was 0.994, which indicates an extremely reliable instrument regarding all variables. The validity coefficient was 0.997, indicating that the instruments used to measure each of the intended variables were accurate. The value for split-half reliability is 0.943, which again demonstrates the reliability of the instrument since splitting the data into different halves does not affect the findings.

In summary, the results indicate that all variables, independent variables or dependent variables, are relatively reliable and valid. This renders the data and results of their study more credible hence the hypotheses put forth along with the recommendations being drawn from these findings appear to be more valid (Table 3).

Interpretation of Results

Green Strategy Formulation

The average score for the phrase "The municipality establishes a clear and specific vision for integrating environmental considerations into its public services" was 3.68.  This means that the value is higher than 3.  The standard deviation was 1.381, while the variance was 1.907.  Most of the respondents who answered these questions believe it's important to have a clear strategy for how to integrate the environment in public services.

The statement "The municipality conducts a comprehensive analysis of environmental opportunities and challenges when formulating its strategic plans" had an average score of 3.63, which is also better than the hypothetical average of 3 The standard deviation was 1.439 and the variance was 2.069.  This demonstrates that the people who took part believe that strategic planning needs a lot of study.

The phrase "The municipality sets measurable goals in environmental and sustainability areas within its core service delivery strategies" obtained a mean score of 3.64, which is higher than the predicted mean score of 3.  The standard deviation was 1.397 and the variance was 1.953.  These findings suggest that majority of the individuals who took part believe that setting measurable goals is important.

The average score for the statement "The municipality reviews and updates its environmental strategies periodically to keep up with changes" was 3.71, which is higher than the average score of 3. The standard deviation was 1.370 and the variance was 1.878.  This highlights how crucial it is to update your environmental approach from time to time (Table 4).

Table 4: Dimensions of the independent variable (Greening Governance)

Green Strategy Implementation

The statement "The municipality allocates sufficient resources (financial and human) to implement green initiatives and projects" obtained an average score of 3.65, which is higher than the average score of 3. There was a standard deviation of 1.368 and a variance of 1.871.  This suggests that majority of the individuals who took part know how vital it is to provide money to projects that help the environment.

The statement "Municipality employees receive effective training on new environmental practices and procedures" obtained a mean score of 3.63, which is greater than the hypothetical mean of 3. The standard deviation was 1.402 and the variance was 1.965.  People who took part believe that proper training is highly vital for making the world a better place.

The average score for the statement "There is an organizational structure and procedures within the municipality that support the implementation of green strategies" was 3.65, which is again higher than the hypothetical mean of 3. The standard deviation was 1.397 and the variance was 1.950.  The results indicate how crucial it is to have an organizational structure that supports environmental activities.

The statement "The directorate has an organizational culture that supports commitment to environmental sustainability in daily work" obtained a mean score of 3.64, which is greater than the hypothetical mean of 3.  The standard deviation was 1.410 and the variance was 1.989. This demonstrates that the group strongly believes in protecting the environment.

Evaluation and Monitoring of the Green Strategy

The statement "The municipality uses key performance indicators to measure the environmental performance of its services" got an average score of 3.70, which is higher than the hypothetical average of 3. There was a standard deviation of 1.365 and a variance of 1.864. The findings demonstrate that most people agree that performance metrics are important.

The statement "Data related to the environmental performance of services is collected and analyzed to assess the achievement of green goals" had an average score of 3.65, which is also higher than the imagined average score of 3. There was a standard deviation of 1.393 and a variance of 1.940. This shows how important it is to gather data in order to evaluate environmental performance.

The statement "The municipality prepares periodic reports on its environmental performance and shares them with stakeholders" had a mean of 3.60, which is higher than the hypothetical mean of 3. There was a variance of 2.075 and a standard deviation of 1.441. This shows that the people who took part understand how important it is to be open when sharing environmental information.

Finally, the statement "The municipality takes immediate corrective actions to address any deviations in its environmental performance" had a mean score of 3.73, which is higher than the hypothetical mean of 3. There was a variance of 1.860 and a standard deviation of 1.364. The findings reveal that everyone agrees that adopting quick remedial steps is very important for dealing with performance problems.

The results indicate that all statements related to the green strategy have mean scores higher than the hypothetical value of 3, suggesting a positive perception among respondents regarding the importance and effectiveness of green strategies in municipal work. The specific variances indicate differences in opinions on certain aspects, reflecting a range of perceptions about the success of implementing these strategies.

Interpretation of Results

Stakeholder Interaction

The statement "The directorate engages various stakeholders (such as citizens, the private sector and NGOs) in setting priorities" was looked at and the average score was 3.65. This shows that the number is greater than the average of 3. The variance was 2.004 and the standard deviation was 1.416. The findings demonstrate that most of the viewpoints stress how important it is for stakeholders to be involved in determining priorities.

The average score for the statement "The directorate provides multiple channels (such as workshops and surveys) to enable stakeholders to express their opinions on sustainable services" was 3.66, which is higher than the hypothetical mean of 3. The variance was 1.965 and the standard deviation was 1.402. This shows that the people who took part understand how important it is to provide stakeholders ways to communicate.

The statement "Stakeholder opinions and suggestions are important when making decisions about sustainable public services" got an average score of 3.65, which is greater than the hypothetical average of 3. There was a variance of 1.969 and a standard deviation of 1.403. The findings show that most people think that stakeholder viewpoints are very important when making decisions.

The statement "The directorate regularly collaborates with other governmental entities to enhance common environmental goals" got a mean score of 3.73, which is higher than the hypothetical mean of 3. There was a standard deviation of 1.357 and a variance of 1.841. A lot of people agree that working together with government agencies is very important.

Negotiation

The statement "The directorate follows a negotiation approach to resolve conflicts among various parties regarding sustainability issues" obtained a mean score of 3.67, which is higher than the hypothetical mean of 3. The variance was 1.943 and the standard deviation was 1.394. This shows that most of the people who took part think that bargaining is a good way to settle disagreements.

The mean score for the statement "The directorate demonstrates flexibility in finding acceptable compromises for all parties when facing complex environmental challenges" was 3.64, which is greater than the hypothetical mean of 3. The variance was 2.031 and the standard deviation was 1.425. The findings show that the people who took part think that being flexible in negotiations is vital.

The statement "The directorate believes that negotiation contributes to building consensus around policies and sustainable public services" obtained an average score of 3.69, which is higher than the hypothetical mean of 3. There was a standard deviation of 1.382 and a variance of 1.909. This signifies that the people who took part in the study saw negotiating as a way to improve collaboration.

Finally, the statement "Effective agreements are reached with partners or suppliers about environmental commitments for services" had a mean score of 3.72, which is greater than the hypothetical mean of 3. There was a standard deviation of 1.349 and a variance of 1.820. This implies that most people believe that environmental accords work.

Evolutionary Viewpoint

The statement "The directorate encourages the generation of multiple and innovative ideas and solutions to address challenges in its services (generative diversity)" got a mean score of 3.78, which is higher than the hypothetical mean of There was a standard deviation of 1.328 and a variance of 1.764. This shows that the people who took part understand how important it is to come up with new ideas to solve problems.

The statement "The directorate prefers adopting economically viable solutions that have proven effective and efficient after testing and evaluation" had an average score of 3.71, which is higher than the average score of 3. The variance was 1.852 and the standard deviation was 1.361. This means that majority of the people who took part understand how important it is to use ideas that have worked in the past.

The average score for the statement "The directorate has the ability to reassess and modify its policies and practices in public services to suit environmental changes (renewal)" was 3.65, which is higher than the hypothetical mean of 3. There was a standard deviation of 1.405 and a variance of 1.975. This shows how important it is to be able to adjust to changes (Table 5).
 

Lastly, the statement "The directorate believes that sustainable public services must continuously evolve and adapt to future conditions" had an average score of 3.66, which is higher than the average score of 3. There was a variance of 2.069 and a standard deviation of 1.439. This shows that everyone agrees on how important it is for things to keep changing.

Overall Conclusion

The results indicate that all statements related to governance improvement have mean scores higher than the hypothetical value of 3, suggesting a positive perception among respondents regarding the importance of stakeholder interaction, negotiation and innovation in achieving sustainable public services. The specific variances indicate differences in opinions, reflecting a range of perceptions about the effectiveness of these aspects.

Interpretation of Results

Economic Efficiency

For the statement, "The Directorate rations out its services at the least cost possible while not sacrificing its quality," they achieved an average score of 3.63. In other words, no. is above average-it is approximately 3. The variance was 1.983 and SD was 1.408. Most people believe that services should be provided at reasonable prices is paramount, the findings show.

The average score for the statement "The environmental practices of the directorate enable long-term financial savings" was 3.67 (higher than the hypothetical average of 3. The standard deviation was 1.375 and the variance was 1.891. That means the participants believe that green actions are beneficial to the economy.

The item "The directorate strives towards optimal use of existing resources (financial, human and technological) available in the provision of its sustainable services" had a mean value of 3.68 that is again greater than the hypothetical mean of 3. The variance was 1.890 and SD=1.375. The results demonstrate how vital efficient resource usage is for economic efficiency (Table 6).

Table 5: Dimensions of the Dependent Variable (Efficiency of Sustainable Public Service Delivery)

"THE DIRECTORATE thinks it is important to be investing in green tech for its services" mean=3.65, significance against the hypothetical mean (3). Variance = 1.958; Std.deviation = 1.399 Everyone seems to be united in the belief green technology is a sound investment economically speaking.

Social Efficiency

Question ((3.64), which is> (3) which is the (hypothetical mean. The Directorate ensures that its sustainable public service are accessible and equitable to all segments of society in its area of al-Rifai. It was observed that standard deviation was 1.428 and variance was 2.040. This indicates that those who participated appreciate that essential services require fair and equitable access for all.

The item, "The services of the directorate assist in enhancing the quality of life and well-being of citizens" average score was 3.59 (above the hypothetical average of 3). The mean was 0.0018, with a standard deviation of 1.435 and a variance of 2.061. The results indicate that the participants believe there has been an improvement in their quality of life.

The mean of 3.64 for "The directorate promotes community participation in the design and outcome of sustainable service" was greater than the hypothetical mean of 3. Its variance was 1.927 and the standard deviation was 1.388. Children and adult experience also are clues as to how critical the community involvement in design of service is.

Lastly, the phrase "The services of the directorate lead to more awareness with the environment and motivates people to behave in an environmentally friendly manner" had a mean of 3.69, which is also more than a hypothetical mean of 3. Variance (V) = 1.920, Standard deviation (SD) = 1.386 So most of us feel that awareness of the environment is very important.

Innovation Efficiency and Adaptability

The phrase "The directorate continuously seeks new and innovative solutions and technologies to provide more sustainable public services" obtained a mean score of 3.64, which is greater than the hypothetical mean of 3. 

The standard deviation was 1.391, while the variance was 1.936.  This suggests that the individuals who took part believe that new ideas are crucial for giving services.

The statement "The directorate shows a high degree of flexibility in adapting to new environmental and social challenges" obtained an average score of 3.70, which is higher than the average score of 3.  The standard deviation was 1.339 and the variance was 1.793.  The results reveal that there is a strong consensus on how vital it is to be adaptable when things go wrong.

The average score for the statement "The directorate successfully adopts modern methods and techniques to enhance the sustainability of its services" was 3.59, which is greater than the hypothetical mean of 3.  The standard deviation was 1.414 and the variance was 1.999.  This highlights how crucial it is to employ modern approaches.

Finally, the statement "The directorate has the ability to respond quickly to changes in environmental and social sustainability requirements" had an average score of 3.67, which is greater than the hypothetical mean of 3.  The standard deviation was 1.397 and the variance was 1.952.  This illustrates how crucial it is to act fast.

Overall Conclusion

The findings show that all of the assertions about how well the directorate provides sustainable public services have mean scores greater than the hypothetical value of 3. This suggests that the respondents had a good view of the directorate's economic, social and inventive efficiency. The precise discrepancies show that people have different perspectives on how well these things work, which shows that there are a lot of different views on the matter.

Testing and Analyzing Correlations

The goal of this part is to test the study hypotheses about how the independent variables and the dependent variable are connected to each other. We will use the Spearman correlation coefficient as a statistical tool to find out how strong and in what direction the two variables are related. This coefficient gives you the correlation value on a scale from -1 to 1. A positive number means there is a positive correlation, while a negative value means there is a negative correlation. The Spearman correlation coefficient will be used to look at the data that is available in order to meet the goals of this section and test the primary hypothesis and its sub-hypotheses.

Main Hypothesis (H1)

There is a statistically significant relationship between green strategic management and the efficiency of sustainable public service delivery in the Al-Rifai district municipality.

Sub-Hypotheses of H1:

H1a: There is a statistically significant relationship between green strategy formulation and the efficiency of sustainable public service delivery

H1b: There is a statistically significant relationship between green strategy implementation and the efficiency of sustainable public service delivery

H1c: There is a statistically significant relationship between green strategy evaluation and monitoring and the efficiency of sustainable public service delivery

Interpretation of Results According to Main and Sub-Hypotheses

The main idea behind hypothesis H1 is to find out how green strategic management influences how well the Al-Rifai Municipality can provide public services in a manner that is healthy for the environment.  The results suggest that these two things are very closely linked, with a correlation value of 0.900* and a significance level of 0.000. These figures confirm the main idea that improving green strategic management might make public services work much better (Table 7).

Table 6: Correlation between the First Independent Variable (Green Strategic Management) and Its Dimensions with the Dependent Variable (Efficiency of Sustainable Public Service Delivery)

Table 7: Correlation between the Second Independent Variable (Greening Governance) and Its Dimensions with the Dependent Variable (Efficiency of Sustainable Public Service Delivery)

The correlation coefficient for sub-hypothesis H1a, which is about the connection between making public services operate better and becoming green, was 0.886*, with a significance level of 0.000.  This illustrates that green projects that are well-planned have a huge effect on how well services are provided.  The results demonstrate that making plans ahead of time helps you figure out what your top priorities are and where to get the resources you need to attain your long-term goals.

The results for sub-hypothesis H1b, which is about putting green plans into action, showed a correlation value of 0.885* and a significance level of 0.000.  These findings suggest that it is very vital to do green planning properly in order to improve public services.  Everyone who is engaged has to be highly dedicated to making sure these methods succeed. This will help you get better outcomes in the long run.

The sub-hypothesis H1c, which is about how to judge and keep an eye on green efforts, had a correlation value of 0.897* and a significance level of 0.000. This link indicates that a key element of making services work better overall is having excellent means to check on and assess how well green efforts are doing.  Ongoing evaluation helps you uncover your strengths and weaknesses, which lets you modify and keep becoming better.

Overall, the findings validate all of the provided hypotheses. This shows that green strategic management, in all of its forms, is highly important for making public service delivery more efficient in the Al-Rifai Municipality. This shows how important it is to come up with and use effective green methods that help the community in a way that meets its requirements in a way that lasts.

Main Hypothesis (H2)

There is a statistically significant relationship between green governance and the efficiency of sustainable public service delivery in the Al-Rifai district municipality.

Sub-Hypotheses of H2:

H2a: There is a statistically significant relationship between stakeholder interaction and the efficiency of sustainable public service delivery

H2b: There is a statistically significant relationship between negotiation and the efficiency of sustainable public service delivery

H2c: There is a statistically significant relationship between the evolutionary perspective and the efficiency of sustainable public service delivery

Interpretation of Results According to Main and Sub-Hypotheses

The primary hypothesis (H2) looks at the statistical link between green governance and how well public services are delivered in the Al-Rifai Municipality in a way that is good for the environment. The findings show that these two variables are strongly related, with a correlation value of 0.949* and a significance level of 0.000. These numbers show that making green governance practices better may make public service delivery much more efficient, which supports the basic premise.

Looking at the sub-hypothesis H2a, which is about the link between stakeholder contact and the effectiveness of sustainable public services, the correlation coefficient was 0.893* and the significance level was 0.000. This means that good communication with stakeholders is a crucial part of making services work better. When everyone works together, they can better understand each other's wants and problems, which may lead to better replies.

The findings for sub-hypothesis H2b, which looks at the link between bargaining and service efficiency, indicated a correlation coefficient of 0.897* and a significance level of 0.000. These results show that having a good way to negotiate can make public service delivery more efficient. Negotiation helps find middle ground that works for everyone, which makes processes more efficient.

The correlation coefficient for sub-hypothesis H2c, which looks at the evolutionary viewpoint and how it affects service efficiency, was 0.959*, with a significance level of 0.000. This strong link shows that being able to react to changes and make policies and services better based on what you've learnt is a key part of making services work better.

Table 8: Correlation between the Dimensions of Independent Variables and the Dimensions of the Dependent Variable (Efficiency of Sustainable Public Service Delivery)

Overall, the findings confirm all of the provided hypotheses. This means that green governance is highly important for making public service delivery more efficient in the Al-Rifai Municipality. This shows how important it is to create good governance procedures that lead to better results and make the community more responsive in the long term (Table 8).

Interpretation of Results According to the Dimensions of Independent and Dependent Variables

Specifically, these results are reported in adaptations of hypothesis testing between the dimensions of the independent variables - green strategic management and green governance - and the dimensions of the efficiency of sustainable public service delivery economic efficiency, social efficiency and innovation efficiency and adaptability. The given values show very strong positive associations among these dimensions indicating that green strategic management and governance play a positive role in service efficiency.

When formulating green strategies, the correlation coefficient was found to be 0.790* with the economic efficiency, 0.883* with the social efficiency and 0.934* with the innovation efficiency and adaptability. This indicates that if the green strategy is formulated and implemented in a systematic and effective way, this will support increasing the efficiency of all aspects of service delivery and thus improved levels of economic and social activities while creating the required conditions for developing the capacity for innovation.

The results were also similar for green strategies implementation, where the correlation coefficient was 0.785, 0.871 and 0.944* for economic efficiency, social efficiency and innovation efficiency, respectively. So, these results suggest that effective implementation of strategies impact all dimensions of efficiency internally and externally, where the commitment of all stakeholders is a key factor.

Similarly, the green strategies evaluation and monitoring also have greater correlation coefficients with economic efficiency (0.809), social efficiency (0.887) and innovation efficiency (0.945*). This tells us that, with proper assessment and monitoring processes in place, performance improvement is greatly facilitated and overall efficiency is ensured.

In terms of stakeholder interaction, the corsrelation coefficients were 0.803, 0.884 and 0.945* for the stations economic, social and innovation efficiency, respectively. The results imply that the cooperation of all stakeholders increases the efficiency of public service (to that end-the more people are working together, the more rationally they are working and consequently, the more effective the outcome).

Concerning negotiation, its correlation coefficients were respectively 0.817* for economic efficiency, 0.892* for social efficiency and 0.942* for innovation efficiency. The results suggest that a successful negotiating style improves the performance of the public service, leading to better solutions for both sides of the negotiation.

Lastly, the evolutionary perspective correlated significantly as well (0.922* with economic efficiency, 0.960* with social efficiency and 0.938* with innovation efficiency, respectively). Service efficiency is based on your ability to adapt and evolve over time, as evidenced by these figures.

Conclusion These findings overall provide support for all of the hypotheses developed regarding the relationship between the different aspects of green strategic management and green governance efficiency of sustainable public service delivery. These figures underscore the need for comprehensive and holistic approaches around improving all areas of efficiency, to meet the needs of communities sustainably and in a way which meets stakeholder expectations more effectively.

Testing and Analyzing Influence Relationships Between Research Variables

The main goal of this study is to examine the impact hypotheses to see whether they are acceptable or not based on the chosen approach. We will use SPSS-25 to look at the data. This program will do a full statistical analysis of the data that is provided. We will combine the data to test the provided hypotheses and then we will utilize SPSS-25 to do the analysis. This analysis will show which associations have an effect and whether or not the hypothesis may be accepted.

Main Hypothesis (H3)

There is a statistically significant joint effect of green strategic management and green governance on the efficiency of sustainable public service delivery in the Al-Rifai district municipality (Table 9).

Table 9: Multiple Regression Coefficients 

Table 10: Multiple Regression Coefficients 

Interpretation of Results According to the Main Hypothesis

H3-The joint impact of green strategic management and green governance on the efficiency of sustainable public service delivery of Al-Rifai Municipality. The outcomes of the multiple regression analysis show that there is a positive statistically significant effect (Table 10).

In the first place, EC (Ecoef = 0.914), which refers to the coefficient of determination indicates that the independent variables explain about 91.4% of differences in dependent variable efficiency of sustainable public service delivery, signifying the robustness of the model and explanatory power of variables.

The significance level (Sig. Instead, we get a p-value (2-tailed)) of 0.000, which shows that the results are so statistically significant that they provide great evidence against the null hypothesis, therefore it is statistically significant that the joint effect of green strategic management and green governance on public service efficiency is not by chance and therefore this shows that there is a significant relationship present (p-value 0.000<0.005).

The 1205.762 F-value calculated shows that the model as a whole has a significant effect since this value is greater than the critical value, which means that the independent variables have a significant effect on the dependent variables.

Third, the regression coefficient (Beta), at (3.035), for green strategic management implies that a one-unit increase in green strategic management, will lead to significant increase in public service delivery efficiency. Green governance has also contained the effect on service efficiency, that value recorded is 1.411 for green governance.

Fourth, the T-value for green strategic management is -4.835, a negative value reflecting a significant effect, while the value of 1.970 indicates a positive effect. Similarly, the T-value for green governance is 15.221, a positive value reflecting a significant effect, while 1.970 indicates a positive impact.

Overall, these results strongly support the main hypothesis (H3), suggesting that there is a substantial joint effect of both green strategic management and green governance on the efficiency of sustainable public service delivery. This underscores the importance of integrating these two aspects to ensure positive and sustainable outcomes in service delivery.

Interpretation of Results

The results address the impacts of the dimensions of green strategic management and green governance on the efficiency of sustainable public service delivery, utilizing multiple regression analysis to better understand this relationship.

Starting with the formulation of green strategies, the coefficient of determination (R²) is 0.939, indicating that approximately 93.9% of the variance in service efficiency can be explained by this dimension. This high percentage reflects the strength of the model used, suggesting that strategy formulation plays a pivotal role in enhancing efficiency. Additionally, the F-test value of 570.924 indicates that the model as a whole has a significant effect, reinforcing the validity of the findings. However, the regression coefficient (Beta) of 3.035 indicates a substantial positive effect, while the calculated T-value of -0.503 suggests no clear significant effect.

Moving to the implementation of green strategies, the regression coefficient is -0.139, indicating a potential negative impact. This means that the actual implementation of strategies may not lead to improved efficiency and could negatively affect it. The calculated T-value of -1.750 supports this hypothesis, indicating a lack of significant effect (Table 11).

Regarding the evaluation and monitoring of green strategies, the regression coefficient is 0.382, suggesting that having effective evaluation and monitoring mechanisms can positively contribute to service efficiency. 

Table 11: Tests of normality

The T-value of 4.249 indicates a clear significant effect, highlighting the importance of this process in enhancing performance.

For stakeholder interaction, the regression coefficient is 0.050, reflecting a weak impact, with a T-value of 0.610 indicating no significant effect on service efficiency. Similarly, in the negotiation aspect, the regression coefficient is 0.063, indicating a weak effect and the T-value of 0.820 confirms the absence of significant impact.

Finally, the evolutionary perspective shows a regression coefficient of 0.682, suggesting a strong positive impact. The T-value of 19.088 indicates a strong significant effect, emphasizing the importance of adaptability and continuous development in enhancing efficiency.

Overall, the results confirm that the formulation of green strategies and the evaluation and monitoring of these strategies have the most significant impact on the efficiency of sustainable public service delivery, while the implementation of strategies, stakeholder interaction and negotiation exhibit less clear effects. The evolutionary perspective is also a key element in improving overall efficiency.

Interpretation of Results from Data Nature Tests

The results of the data nature tests relate to assessing whether the data on the efficiency of sustainable public service delivery follow a normal distribution. The Kolmogorov-Smirnov and Shapiro-Wilk tests were utilized for this purpose.

Regarding the Kolmogorov-Smirnov test, the calculated statistic was 0.192 with 231 degrees of freedom and the p-value (Sig.) was 0.09, which is greater than 0.05. Based on this, we cannot reject the null hypothesis, which states that the data follows a normal distribution.

For the Shapiro-Wilk test, the statistic was 0.872 with the same degrees of freedom (231) and the p-value was 0.10. Again, the p-value is greater than 0.05, supporting the previous conclusion. This indicates that there is not enough evidence to suggest that the data significantly deviates from normal distribution.

Overall, the results from both tests indicate that the data on the efficiency of sustainable public service delivery follow a normal distribution. This is a positive indicator, as it enhances the validity of the statistical analyses that can be conducted subsequently. Normal distribution is a prerequisite for many statistical methods used in data analysis.

Findings

The study revealed a balanced demographic distribution among participants, with males representing 47.6% and females 52.4%, reflecting comprehensive gender representation. The most prominent age group was 40-49 years (25.1%), followed by those aged 60+ (19%), indicating a mix of extensive experience and deep knowledge among participants. Academically, 43.7% held bachelor's degrees while 27.3% had diplomas, demonstrating the sample's sufficient academic qualifications to understand green management concepts. Regarding experience, long-term employees (>26 years) constituted 23.8% of the sample, compared to 20.3% for new employees (<10 years), providing diversity between experienced perspectives and modern ideas.

Reliability tests using Cronbach's alpha showed exceptionally high values for all study variables. Green strategic management scored 0.986, green governance 0.980 and sustainable public service efficiency 0.984 - all exceeding the acceptable threshold (0.70), confirming the measurement tools' high internal consistency and reliability. Validity coefficients all surpassed 0.969, indicating the instrument accurately measured its intended constructs, enhancing data credibility and confirming the questionnaire's appropriateness for study objectives.

Hypothesis testing revealed statistically significant, strong relationships between variables. Analysis showed a strong positive correlation (0.900, p=0.000) between green strategic management and service efficiency. Green governance demonstrated an even stronger correlation (0.949, p=0.000) with service efficiency.

Analyzing the combined effect of both independent variables (green strategic management and governance) on service efficiency, the model explained 91.4% of variance (R²=0.914), with F=1205.762 (p=0.000), confirming the crucial importance of integrating both approaches for high-efficiency sustainable public services.

Normality tests showed Kolmogorov-Smirnov statistic=0.192 (p=0.09) and Shapiro-Wilk statistic=0.872 (p=0.10). Both p-values >0.05 confirmed normal data distribution, justifying parametric statistical tests requiring this assumption.

Key Conclusions:

• Green strategic management significantly improves sustainable public service efficiency

• Green governance plays a pivotal role, showing stronger impact than strategic management

• The combined effect of both variables is crucial in explaining service efficiency differences

• Reliability, validity and normality tests confirm data quality and statistical method appropriateness

These findings provide decision-makers in Al-Rifai Municipality with a strong foundation for enhancing sustainability policies and service quality, while opening avenues for further research on additional efficiency-improving factors.

Recommendations

Enhance Green Planning

Develop measurable green strategic plans with clear objectives and adequate budgets for sustainable projects like renewable energy and waste management.

Implement Participatory Governance 

Engage citizens and private sector in decision-making through regular dialogues, while increasing transparency via periodic environmental performance reports.

Invest in Innovation and Training

Establish specialized municipal innovation units and train staff on green best practices to ensure operational efficiency.

Launch Sustainable Partnerships 

Collaborate with universities and international organizations to adopt modern technologies, while conducting awareness campaigns to mainstream sustainability culture.

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