Podcast guests Carmen Stanila (far left) and Camelia Bulat (second right) with hosts Ken Jaques and Julie Johnson
In this week’s Democracy That Delivers podcast, CIPE consultants Camelia Bulat and Carmen Stanila talk about working with the private sector and business associations on public policy development and advocacy. They discuss their early work in Romania and later in the Balkans, Moldova, and the Caucuses, and the challenges of managing citizen expectations when countries transition to democratic, free market systems. Bulat and Stanila also talk about how they were able to transfer early lessons learned in Romania to projects elsewhere, and the surprising similarity between the issues and priorities facing business associations all over the world.
Francis Fukuyama giving a lecture about case study methodology at the Leadership Academy for Development in Ukraine.
Ukraine is a resource rich country, an entrepreneurial country, a country filled with talented individuals who work hard for their families, but why do so many Ukrainian people live in poverty? The answer, perhaps, is public governance, or more precisely, a lack thereof.
To be clear, allow us first to define the words “public governance,” as we understand them. Simply put, public governance is the relationship of power among the government, civil society, and the market. Given the strong skepticism concerning democracy in nations near Ukraine, without improvement in the standard of living of Ukrainians, the Ukrainian people may soon lose their excitement about their own bustling and fledgling democracy. In short, Ukraine’s democracy must begin to deliver tangible benefits to its citizens.
In Ukraine, thousands of companies are still owned and operated by the government — a legacy of Soviet central planning that bleeds money from the already strained state budget. With the country in economic crisis, there have been renewed calls for Ukraine to speed up its privatization process and sell these firms to private owners who can restructure them and run them more efficiently.
Ukraine’s former Minister of Economic Development and Trade, Aivara Abromavicius, recently made a well-reasoned argument for faster privatization on the Atlantic Council’s blog. Similarly, the IMF has also urged Ukraine to speed up the pace of privatization.
However, focusing on the pace rather than the quality of privatization will likely result in a botched privatization process — which will undermine the little bit of faith Ukrainians have left in the free market and state institutions, potentially leading to the growth of populist movements and destabilizing the current government.
Ukrainian state-owned enterprises (SOEs) remain a drag on the national budget. They serve as incubators for corruption and gray market deals and in some cases serve as piggy banks for Ukrainian politicians. While I agree with Abromavicius that “simplicity, clarity, and transparency,” must be maintained in order to successfully privatize Ukrainian state owned enterprises, his concept of creating a simplified privatization procedure (without advisers) through an online auction of over 1,000 smaller SOEs will likely lead to public anger over a process that would surely enrich insiders.
Without independent advisors overseeing the due diligence process and hiring independent auditors, bidders will not have transparent access to information about the companies listed. This would, in effect, be like buying from an unrated seller on eBay with only a vague description of what is for sale – something that would not inspire confidence in potential buyers.
A lack of independent advisors–and the transparency and investor assurances they would bring to an auction—can lead to lower realized prices for the Ukrainian government, attracting only those bidders with inside knowledge of the true status of the enterprises for sale.
“There is one thing the photograph must contain, the humanity of the moment.” – Robert Frank
Do you like to tell stories through photography? Then show us your best work! The first annual Center for International Private Enterprise (CIPE) Photo Competition is now open for submissions.
Open to participants of all ages, including student, amateur, and professional photographers, the inaugural photo competition will focus on the theme of Entrepreneurship.
CIPE’s long term partner Riinvest Institute for Development Research is celebrating their 20th anniversary this year. To mark the occasion, Riinvest held a conference on May 15 and 16 titled, “Activating the Sources of Economic Growth in Kosovo”. The conference brought together an impressive audience— the President and the Prime Minister of Kosovo*, the Deputy Minister of Finance, the World Bank Country Manager, other high level public officials, academics, business people, NGO leaders, the donor community, and members of the media.
*Kosovo’s newly-elected Prime Minister, Isa Mustafa, is the former President of Riinvest.
Riinvest leaders presented awards to a number of partners, individuals, and organizations who have supported the organization since its inception. CIPE had the honor of being presented the first two awards, one for Executive Director John Sullivan and one for the organization as a whole. CIPE Senior Consultant Carmen Stanila kindly received both awards on behalf of John and the organization.
Washington, DC area ChamberLINKS participants (from left to right): Frida Mbugua (Kenya), Mariana Araujo (Venezuela), and Nini Panjikidze (Georgia).
This week five young professionals from different countries arrived to the U.S. to partake in CIPE’s ChamberLINKS program. The program, which is taking place for the fifth year, matches rising young stars from chambers of commerce and business associations around the world with similar organizations in the U.S.
This year’s participants and placements include:
For the following six weeks, these participants will shadow senior staff of their host organizations to observe and take part in the daily operations of successful associations.
Through the ChamberLINKS experience, the participants will gain valuable skills such as advocacy, membership development, and events management. At the same time, these international participants will provide their U.S. hosts with intercultural understandings such as insights into how associations operate in other nations.
The program also has a long-term impact because the participants bring back what they learned from their experiences to their home organizations after the program ends. For instance, Kipson Gundani, a 2012 ChamberLINKS program participant, raised funds and created momentum to start several new initiatives at the Zimbabwe National Chamber of Commerce (ZNCC) based on his experience at the Ponca City Chamber of Commerce in Oklahoma. This included internship programs connecting 50 university students with ZNCC members, evening networking events for ZNCC members, and improving the Chamber’s governance systems by making the board selection process more transparent.
Everyone involved in the program –the international participants, the host organizations, and CIPE – are excited to see what the participants will learn from the next six weeks.
Maiko Nakagaki is a Program Officer for Global Programs at CIPE.
By Madalina Maria Iancu, 2013 CIPE Blog Competition Winner. Read the other winning blogs here.
There are not many “peaceful” revolutions in the history of mankind, especially during the last decades of our modern history. Even if we think to join these two words — “revolution” and “peaceful” — it does sound a bit unusual.
This is the reason why I chose to write about this example of a totally atypical revolution, which happened recently in Iceland. In my opinion, the Icelandic Revolution is an example of the fact that a revolution doesn’t have to be violent and bloody but peaceful and civilized and with a positive approach things can be changed in order to improve the status quo and to create a better standard of living.
There were also other movements also called “peaceful,” as it is a new paradigm, but still…nothing like Iceland.
One of the characteristics that made this revolution so atypical is its duration. It all started in 2008, when the main bank of Iceland was nationalized, the currency of Iceland devalued and the stock market halted. The country was in bankruptcy. During 2008 – 2009 as a result of the citizen’s protests and demonstrations, both the prime minster and the whole government resigned. New elections were held. In spite of these changes, Iceland remained in a bad economic situation.