This document discusses governance engagement and reforms in the Middle East and North Africa region since the Arab Spring uprisings. It provides an overview of governance indicators in the region compared to Latin America and South Asia, noting weaknesses in areas like accountability and civil service. The document outlines the World Bank's post-Arab Spring governance strategy of improving transparency, accountability, and citizen participation. It notes some progress in countries like Tunisia and Morocco but limited progress elsewhere. Challenges discussed include how to address reluctant governments and mainstream reforms across sectors. The remainder of the document consists of photos from governance workshops and events in Iraq.

1. GOVERNANCE ENGAGEMENT SINCE THE
ARAB SPRING
HAVE WE BEEN SUCCESSFUL?
Guenter Heidenhof
MENA RMT Retreat
September 29-30, 2011

2. 2 The Governance puzzle
Strong economic growth despite weak governance
indicators - so what’s the point for governance reforms?
Global Integrity Indicators (MENA vs. LAC and SAR, 2010)
90
80
70
60
50
40
30
20
10
0
Government Administration and Elections NGOs Gov't Oversight AC Framework
Accountability Civil Service and Controls
Source: Global Integrity 2010 MENA LAC SAR

3. 3 The Governance puzzle
Arab Spring calls for transformational changes that deal
with broader political and economic governance issues:
 Concentration of political and economic power
 Lack of transparency and accountability of State actors
 Social injustice and inequality
 Lack of a level playing field

4. 4 What was our governance strategy?
Three main pillars
I. Improve value for money of public spending
Open budget and public expenditure management reforms, public disclosure of
socio-economic data and access to information, reform of accountability institutions
II. Maximize development impact and improve delivery of public
services
Strengthening administrative systems and institutions, decentralization, local
participation
III. Create an enabling environment for private sector-led growth
Corporate governance reforms, standardization and simplification of
procedures, level playing field

5. 5 What has changed since early 2011?
In the context of the Arab Spring strategy focuses on selected key
reforms that signal break with the past:
I. Improve transparency
Access-to-information, disclosure of economic and social data, transparency about
government processes and decisions, conflict-of-interest issues
II. Strengthen government accountability
Service delivery standards, independent monitoring of government
activities, increase efficiency of institutions of accountability (e.g. Supreme Audit
and Anti-corruption institutions, judiciary)
III. Scale-up citizen participation
Implication of civil society in design and implementation of government
programs, strengthening of sub-national levels of government

6. 6 What has worked?
 Improving transparency
Some progress on freedom-of-information legislation in Tunisia, Morocco, similar reforms launched
in Egypt and Kuwait, little progress on budget transparency and conflict-of-interest issues
 Strengthening government accountability
Some progress in Tunisia, Morocco, WBG and Iraq (e.g. PFM reforms, strengthening institutions of
accountability, initial steps to empower sub-national governments) , limited or no progress in other
MENA countries
 Scale-up citizen participation
Some progress in Tunisia, Jordan, Egypt, Morocco, Iraq (e.g. participatory service delivery
reforms, modernization of the regulatory framework that governs civil society organizations);
limited or no progress in other MENA countries
 Instrument
Policy reforms supported primarily through DPLs (Tunisia, Morocco, Jordan), so far only limited use
of investment lending to promote governance reforms

7. 7 Some Challenges
 How do we deal with “reluctant clients” who may want at best gradual changes to the
current “social contract”? Do we need to expand our engagement to include broader
views from civil society? What do we do if governments are not in agreement?
 Sectors have a major role to play in mainstreaming governance reforms and are at
the same time struggling with governance issues (e.g. approach, institutional and capacity
weaknesses). How do we ensure some consistency across sectors?
 Do we need to strengthen our internal quality assurance on governance issues for our
strategic and operational products? How would we do that?

8. Iraq Board of Supreme Audit (BSA) High-level Workshop
Dec. 5 to 6, 2011, Beirut, Lebanon

9. Pat Mc Kenzie, MNAFM Regional Manager, The World Bank

10. On screen right: Susan Wheeler, Director of Communications, Office of the Auditor General of Canada
Below: panelists

11. Dr. AbdulBasit Turki, Chairman, Iraq BSA and
Mr. Tony Hegarty, Chief Financial Management Officer, The World Bank

12. A cross section of participants

13. Mr. Magnus Borge, Director General, IDI, INTOSAI

14. Panelist (left to right): Saskia Stuiveling, Zulkipli bin Abdullah and Mona El-Chami

15. Mona El-Chami, Sr. Financial Management Specialist, MNAFM, The World Bank

16. Saskia Stuiveling, President of the Netherlands Court of Audit (NCA)

17. A cross section of participants

18. A cross section of participants

19. Dr Ala’a Kadum, Director General, BSA

20. A cross section of participants

21. Phylicia Mortey, Knowledge, Learning and Communications Coordinator, MNAFM, The World Bank

22. Panelists

23. Dr. AbdulBasit and a cross section of participants