THINKING OUTSIDE OX THE ROLE THINK-TANKS ARAB …€¦ · THINKING OUTSIDE OF THE BOX? THE ROLE OF...
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Transcript of THINKING OUTSIDE OX THE ROLE THINK-TANKS ARAB …€¦ · THINKING OUTSIDE OF THE BOX? THE ROLE OF...
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THINKING OUTSIDE OF THE BOX?
THE ROLE OF THINK-TANKS IN THE
ARAB WORLD
By Geoff Prewitt
Deputy Head, Regional Center in Cairo
UNDP
25 November 2013
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BACKDROP ON THINK-TANKS IN THE
REGION
Literature on the history, number and typology of think-tanks in the region is scarce.
As think-tanks are often reflective of higher-education trends, it is worth noting that with only three Universities in the entire Arab region up to 1950.
However, although nascent, relatively high growth in last few decades.
Need to capitalize and leverage this spacecreating synergy effects.
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DISTINCTIVENESS OF MENAPAR?
MENAPAR WILL NOT be yet another
organization competing for the Public
Administration, public policy, and governance
agenda in the region. Rather, it will try to create
synergy effects between existing ones.
Understanding the context
Taking on a new configuration/synergy
Promoting a structure of organizational integrity
Asking the right questions
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THE TIMES THEY ARE A-CHANGING
UNDERSTANDING THE CONTEXT
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EIGHT DRIVERS IN MID-TERM (5-8 YEARS)
1. Demography and Youth
2. Urbanization and Population Movements
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DRIVERS (CONTINUED)
3. Protracted Instability and Uncertainty
4. Stalled Economic Reform
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DRIVERS (CONTINUED)
5. The Political-Economy of External
Influences, Regional Alliances, and South-
South Cooperation
6. Role of Religion in Public Life
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DRIVERS (CONTINUED)
7. New Arab Citizenship
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THINK-TANK CONFIGURATIONS IN THE
WORLD THE FOUR AS
Applause absorption into a patronage
system
Apolitical technicalisation of issues to
avoid any political sensitivities
Alienation intellectuals choose not to
engage in think-tank/public policy work or
migrate
Animated promote strenuous
independence and connect with each other
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ROLE AND FUNCTIONS OF MENAPAR
FOCUS ON PUBLIC ADMINISTRATION
Bridge gap between research and policy divide
Regulation and monitoring of state performance and the actions and behavior of public officials, hence helping to build a strong and efficient state;
Building social capital and enabling citizens to identify and articulate their values, beliefs, civic norms and democratic practices and a collective definition of the public good;
Mobilizing particular constituencies (particularly the poor and socially disadvantaged) to participate more fully in politics and public affairs and;
Reducing the socially isolated and unsettling effects of market forces and;
NETWORK
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PROMOTING A STRUCTURE OF
ORGANIZATIONAL INTEGRITY
Networking Principles
South-South Cooperation
Institutional Governance
Accountability: The Need for
Monitoring and evaluation
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NETWORKING MISSION IMPOSSIBLE?
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PROMOTING A NETWORK WHAT ARE THE
KEY PRINCIPLES NEEDED?
Because think-tank networks are only as strong as their members, instituting a code of conduct for members increases credibility.
The content/focus of the network should be member-driven.
The institution housing the network should serve as a facilitator and not attempt to directly manage its members. Management of network activities is best done through a consultatively elected board.
Strong communication structures (including face to face meetings, forums, directories, publications, and electronic discussions) are required to sustain and keep network members active and engaged.
The network should focus on making the work of its members more effective, and avoid burdening them with unnecessary tasks.
Links to other international and regional networks can be important sources of support and learning.
CORNERSTONE OF SOUTH-SOUTH COOPERATION
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SOUTH-SOUTH COOPERATION WHAT
ROLE FOR MENAPAR?
We live in an era of unprecedented globalization and interdependence, in which global public goods cannot be secured and protected by any single nation, and emerging threats and challenges require coordinated responses. - Helen Clark, 2013
Channels for MENAPAR:
Supporting Capacity Development investments in public administration
Identifying appropriate and value added partners
Widely disseminating policy lessons
Supporting alternative forms of financing
CREDIBILITY through INSTITUTIONAL GOVERNANCE (why listen?)
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INSTITUTIONAL GOVERNANCE THE NEED
FOR CREDIBILITY
As an entity focused on research and analysis of
managing transitions in public governance,
MENAPAR must ensure its own internal
management procedures. Therefore, think tanks
involved in public administration reform must
uphold norms and values that are consistent with
key universal principles of good governance,
transparency, anti-corruption, basic human
rights, etc.
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INSTITUTIONAL GOVERNANCE THE NEED FOR
CREDIBILITY (PART TWO) THE IDEAL
self-initiated (voluntary);
formally organized with accountable behaviour and system of governance;
demonstrates public responsibility (i.e. - deploys resources in sustainable ways;
pursues self-financing mechanisms which ensures autonomy in decision-making;
is democratic and equitable in its functioning (i.e. promotes gender parity);
proves effective and efficient in realising the objectives it sets for itself;
positions and asserts itself towards or collaborate and compromise with others on the basis of well-reasoned considerations and;
functions with an accurate awareness of the way society, economy and politics works around it.
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INSTITUTIONAL GOVERNANCE THE NEED FOR
CREDIBILITY (PART TWO) THE MINIMUM IN
PRACTICE
Deploy basic governance structures such as an elected board (board has many duties including, but are not limited to: strategic decision-making (in particular those dealing with legal or financial matters); fundraising; public relations; and programme management);
Confirm accountability and transparency requirements through financial audits and issuing of annual reports;
Establish prohibitions of abuse (i.e. conflict of interests) or so-called checks and balances and;
Adhere to legal statutes and other guidelines of duties (i.e. range from standard principles to codes of conduct)
DONT FORGET MONITORING AND EVALUATION
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INSTITUTIONAL GOVERNANCE THE NEED FOR
CREDIBILITY (PART TWO) A WORD ON M&E
Enhance organizational development and
learning;
Ensure informed, predictable and timely
decision-making;
Support substantive accountability and
organizational positioning and;
Demonstrate the value of the think-tank work to
a wider audience.
Adapted from UNDP, Handbook on Monitoring and
Evaluating for Results, UNDP, New York, 2002,
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FINALLY ASK THE TOUGH QUESTION
ABOUT PAR
How can gender equality be promoted in public administration in countries that adhere to patriarchal values?
Will Arab countries emerging from transformative changes accept globalized norms of constitutionalism, good governance, and human rights, adapting them to local socio-cultural contexts, or will they attempt a full reinvention of a developmental state and social compact paradigm?
Does religion play a role in public adminstration?
How to move from notions of state-centrism to responsible citizenry in the PAR equation (i.e. from supply to demand)?
How can the new aspirations of citizens in countries in transition be reflected through the work and services of their public institutions?