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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1 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

2 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 highereducation trends, it is worth noting that with only three Universities in the entire Arab region up to However, although nascent, relatively high growth in last few decades. Need to capitalize and leverage this space creating synergy effects.

3 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

4 THE TIMES THEY ARE A-CHANGING UNDERSTANDING THE CONTEXT

5 EIGHT DRIVERS IN MID-TERM (5-8 YEARS) 1. Demography and Youth 2. Urbanization and Population Movements

6 DRIVERS (CONTINUED) 3. Protracted Instability and Uncertainty 4. Stalled Economic Reform

7 DRIVERS (CONTINUED) 5. The Political-Economy of External Influences, Regional Alliances, and South- South Cooperation 6. Role of Religion in Public Life

8 DRIVERS (CONTINUED) 7. New Arab Citizenship

9 THINK-TANK CONFIGURATIONS IN THE WORLD THE FOUR A S 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

10 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

11 PROMOTING A STRUCTURE OF ORGANIZATIONAL INTEGRITY Networking Principles South-South Cooperation Institutional Governance Accountability: The Need for Monitoring and evaluation

12 NETWORKING MISSION IMPOSSIBLE?

13 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

14 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?)

15 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.

16 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.

17 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) DON T FORGET MONITORING AND EVALUATION

18 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,

19 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?

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