THE GIFT-MENA NETWORK OF CIVIL SERVICE TRAINING … · GIFT-MENA is an informal network of civil...
Transcript of THE GIFT-MENA NETWORK OF CIVIL SERVICE TRAINING … · GIFT-MENA is an informal network of civil...
THE GIFT-MENA NETWORK
OF CIVIL SERVICE TRAINING
SCHOOLS AND INSTITUTES
10 years of cooperation for better governance
Table of Content
The Arab world between 2005 and 2010
The rise of the GIFT-MENA initiative (2006)
Rationale of the GIFT-MENA Network
10 years in review: 1. Achieving geographical representation
2. Opening up a platform for public policy dialogue and networking
3. Building Human Capacity for better governance
4. Learning from good practices North and South
5. Nurturing partnerships & institutional cooperation
6. Documenting and sharing good practices
7. Promoting a participatory governance and financing model
Looking back these 10 years: Lessons learned
Looking forward: The change of context
Future challenges
The Arab world between 2005 and 2010
The diagnostic
• Limited fiscally capacity and rentier-based
economies
• Difficulties to translate the region’s material
wealth into commensurate improvements in
human wellbeing, which are in large part due to
deeply entrenched governance failures.
• Inequality of access to quality services in
education, health and water and sanitation.
• Two main governance deficits: one
in state capacity and accountability and
one in societies’ empowerment.
• Massive donor support to the region but mainly
on bilateral actions
• And ODA to the Arab region marked by high
volatility in general: Sudden spikes are almost
always conflict related and focusing on
humanitarian assistance
Actions in place
• Ambitious reform plans focusing on public
financial management and civil service reform
• Growing interest expressed of bilateral and
multilateral donors to support the reform agenda
and promote regional cooperation (EU
neighborhood policy; The Union for the
Mediterranean Initiative, etc.)
• A move towards new schemes of economic
integration: North-South and South-South.
• Demand – both from civil society and from
government entities in the region – for
enhanced regional and international exchanges
and collaborations.
The launching of a new partnership: GIFT-MENA
Signature of the Beirut Declaration (Beirut, 2009) Ratification of the Convention and Bylaws at the
first General Assembly (France, 2008)
First Meeting of the Founding Committee
(Granada, 2006)
First pilot regional training (Morocco, 2007) Launching of the Network on the occasion of the
Forum of Training Schools and Institutes on
Governance in MENA (Beirut, 2006)
The Founding Committee
Institute of Finance –Lebanon – Secretariat
National Institute of Training- Jordan
National School of Administration - Tunisia
Arab Administrative Development Organization-
ARADO
International Management and Training Institute,
Lebanon
World Bank
GIP-ADETEF- France
Mediterranean Network POLIBIUS of Public Administration
Governance Access Learning Network – TIRI – Great Britain
National Institute of Public Administration - Spain
10 Founding Members:
Our mission
GIFT-MENA Network
GIFT-MENA is an informal network of civil service training schools and
public entities working to improve the Capacity to Govern at all levels of the
State by investing in sustainable capacity and promoting bilateral and
multilateral cooperation.
Role
1. Help improve the strategic role and institutional capacities of civil
service training institutions to become active contributors to the agenda
of reforms and State modernization.
2. Foster dialogue on State modernization and management of human
and fiscal resources.
3. Encourage co-production of public policies in support of sustainable
development and good governance.
4. Nurture bilateral and multilateral cooperation, mainly South-South
cooperation as well as peer-to-peer learning, partnership-building and
exchange.
5. Optimize the quality, coherence and relevance of the training offer to
better cater the needs of the MENA region.
6. Document and disseminate successful regional experiences.
Secretariat: The Institut des Finances Basil Fuleihan of Lebanon
10 YEARS IN REVIEW
Egypt Saudi Arabia
UAE
Yemen
Oman
Iraq
Jordan
Libya
Palestine
Kuwait Algeria
Tunisia
Morocco
Lebanon
Syria
Qatar
Bahrain
1) Institut des Finances, ENA, Ministry of Civil Service and
Administrative Modernization, ISA
2) ENA, Institute for the Development of Human Resources, Ministry
of Finance, Institut d'Economie Douanière et Fiscale, Central Bank
of Algeria , Institut Supérieur de Gestion et de Planification
3) ENF, ENA, Prime Ministry, IFID, Centre National d'Innovation
Pédagogique et de Recherches en Education, Ministry of Finance,
Ministry of Dev. & Intl. Coop.
4) Ministry of Finance, Institute of Planning, Institute of Banking and
Financial Studies
5) Central Agency for Organization and Administration, National
Management Institute, Ministry of Planning and Administrative
Reform, Ministry of Finance
6) Ministry of Finance, Central Bank, Academy for financial and
economic studies, Supreme Council for Local Governance and HR
Development, Ministry of Finance and Civil Service (Red Sea
State), National Council for Training
7) Institut des Finances Basil Fuleihan, Central Bank Institute of
Training and Development, ENA
8) Ministry of Finance, PFI, National Institute for Administration,
General Personnel Council, Palestinian Banking Institute
9) Higher Institute for Administrative Development, National Institute
of Administration
10) Public Finance Training Center, National Institute for Training
11) Finance and Accounting Training Institute, Ministry of Finance of
Kurdistan, National Center for Consultancy and Management
Development
12) Ministry of Finance, Central Bank of Kuwait
13) Institute of Public Administration
14) Mohamad Bin Rachid School of Government, Institute of Administrative
Development
15) Ministry of Finance, Institute of Administrative Development
16) Ministry of Finance, BIPA
17) Ministry of Economic Affairs
18) Ministry of Finance, Finance Institute, Ministry of Planning and Intl. Cooperation
19) Institute of Public Administration
20) National Institute of Public Administration (Djibouti)
STEP 1: Achieving Geographical representation 64 members from 20 Arab countries
Sudan
Mauritania
1 2
3
4 5
11
9
8
7
6
10
12
13
14
15
16
17
18
19
STEP 2: Opening up a platform for public policy dialogue
and networking
2006
Beirut
2008
Paris
2009-2010-2011
Beirut
2012
Tunisia
2014
Kuwait
2015
Marrakech
2016
PARIS
In 2010:
120 participants
16 countries
7 Reg & Intl Org.
31 participants
9 countries
7 Reg & Intl Org.
39 participants
11 countries
3 Reg & Intl Org.
90 participants
19 countries
10 Reg & Intl Org.
85 participants
14 countries
9. Reg & Intl Org.
More than 720 Participants to the Annual Meetings and Conf.
In 2009:
31 participants
9 countries
5 Reg & Intl Org.
In 2011:
65 participants
14 countries
7 Reg & Intl Org.
90 participants
13 countries
23 Reg & Intl Org.
STEP 3: Building Human Capacity for better governance
More than 470 senior officials
trained on governance and state
moderniation issues, including
financial management
DEAD SEA
An e-learning module on Performance
Budgeting that any member can use
free of charge Developed by the Ministry of Economy and
Finance of Morocco
Specialized high quality
curricula that any member can
use and benefit from it free of
charge
EGYPT
STEP 4: Learning from good practices North and South
19 Study visits to promote North-South
and South-South exchange and pave the
way for bilateral cooperation among
members
Technical assistance services
towards the creation of Institutes of
Finance (Palestine, Jordan, etc.)
A network of expert-trainers
representing a pool of expertise
available in the Arab world
STEP 5: Nurturing partnerships & institutional cooperation 13 MOUs signed in 10 years and building synergies
Active Participation to more than 40 Intl. Meetings and Conferences since 2006
Cooperation with other networks such as
More than 22,000 publications printed and distributed 6,000 copies of conferences' proceedings
11,000 copies of reports and guides Working Paper Series
STEP 6: Documenting good practices and...
... Sustaining communication
A trilingual website: www.gift-mena.org A newsletter A Directory
STEP 7: Promoting a participatory financing model
30 local institutions and regional and international organizations sponsored the
Network’s activities through financial and in-kind contributions
STEP 7: Promoting a participatory financing model
0.83% 18.91%
31.75%
48.51%
Financing per type of donor
2006 - 2016
OTHERS
DONORS
MEMBERS
PARTNERS
... And a participatory approach to governance
11 institutional members elected within 4 successive steering committees to run the network:
GIFT-MENA Steering committee 2008-2010:
1. Dubai School of Government, United Arab Emirates
2. Institute of Finance -Ministry of Economy and Finance,
Morocco
3. Institute of National Administration, Palestine
4. National Institute for Training, Jordan
5. Institut des Finances Basil Fuleihan, Lebanon -
Secretariat of the network
GIFT-MENA Steering committee 2008-2010:
1. Bahrain Institute of Public Administration, Bahrain
2. National Institute for Training, Jordan
3. Institute of Finance -Ministry of Economy and Finance,
Morocco
4. National School of Finance, Tunisia
5. Institut des Finances Basil Fuleihan, Lebanon -
Secretariat of the network
GIFT-MENA Steering committee 2012-2014:
1. Bahrain Institute of Public Administration, Bahrain
2. Public Finance Training Center of the Ministry of
Finance, Jordan
3. Ministry of Finance, Palestine
4. National School of Finance, Tunisia
5. Institut des Finances Basil Fuleihan, Lebanon -
Secretariat of the network
GIFT-MENA Steering committee 2015-2017:
1. Bahrain Institute of Public Administration, Bahrain
2. National Management Institute, Egypt
3. Ministry of Civil Service and Administrative
Modernization, Morocco
4. Ministry of Finance, Palestine
5. Institut des Finances Basil Fuleihan, Lebanon -
Secretariat of the network
10 years in numbers
720 decision makers and experts took part to our annual meetings and conferences
13 Memorandum of Understanding were signed between members and partners
Technical assistance was provided and supported the creation of two new « Institutes of Finance » in Jordan and
Palestine
Two National Training Networks were launched in Lebanon and Tunisia, inspired by the experiences of the
French RESP and of the GIFT-MENA network
470 senior officials were trained on issues of governance, financial management and state modernization
A specialized curricula was launched in 2010 in the Arabic language on «Financial governance » addressed to
managers in charge of implementing public finance reforms
19 study tours and more than 80 participants to centers of excellence in the Arab world and in Europe
A collaboration with 8 networks
Participation to more than 40 international conferences to promote the network and build cooperation ties ;
22,000 publications distributed
A Directory of Civil Service Schools and Institutes published in two editions (2009 and 2016)
A trilingual website
LOOKING BACK THESE 10 YEARS
Lessons learned
In what way have we succeeded?
• Earning legitimacy and forging resilience
• Proposing a pioneering initiative that is South-
born, South-owned, South-managed and that
represents a break away from traditional
cooperation models
• Providing a flexible operating framework
• Remaining demand-driven and cost-efficient
• Working to consolidate a pool of Arab expertise
and becoming a knowledge broker
• Promoting home grown solutions that respect
the cultural specificities of the Arab world
• Facilitating innovation in learning: hands-on /
problem solving training methodology based on
case studies, role play and experience-sharing
What were the challenges?
• Coping with a highly volatile and fragile
environment
• Maintaining an operational and responsive
Secretariat given the difficult situation in
Lebanon
• Formally institutionalizing the network
• Mobilizing resources
• Building synergies with other networks and
initiatives (OECD MENA-GOV, OECD Network of Schools
of Government, MENAPAR, etc.)
THE NEXT 10 YEARS: WHAT VISION?
TODAY: What is happening in MENA? Experiencing with fragility, conflicts and the governance gap
• An unstable and fragile regional environment
• A fragile situation in Lebanon - Secretariat
headquarters
• Deteriorating macroeconomic indicators and
governance gap
• Oil exporting countries facing budget restrictions with
oil prices decline
• International funding constraints with the decrease in
public aid for development to fragile states and
increase in the cost of post-conflict reconstruction (for
Syria alone estimated at $ 170 billion)
• Deterioration of well-being with collapse of social
contract
• Migration crisis affecting European countries
• Terrorist threat in Europe following the attacks in
Paris, Brussels and Germany
• But also a challenging future: How to manage the
post-crisis? What support is needed for better
governance? What models for international aid and
partnerships?
Looking Ahead
2030 Agenda for Sustainable Development
What priorities for MENA?
Social influencers?
• As networks are becoming
increasingly prevalent in the
development landscape
(Ramalingam 2011), are
they able to achieve greater
policy influence?
• Networks allow for the
development of collective
intelligence (Potier 2014)
• Goal 16: Promote just,
peaceful and inclusive
societies (Develop effective, accountable and transparent institutions at all levels)
• Goal 17.9: Enhance
international support for
implementing effective and
targeted capacity-building in
developing countries to
support national plans to
implement all the sustainable
development goals, including
through North-South, South-
South and triangular
cooperation
23
• Security and Peace
• Macroeconomic stability
and growth
• Social cohesion
• Refugees crisis
• Governance gap
• ….
• Public Administration
Capacity Devlpt
Three types of challenges
Coherence and value added Structural / Institutional Financial