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Investigating the Khashoggi murder: Insights from UN Special Rapporteur Agnes Callamard

Perhaps the most shocking episode of repression in Saudi Arabia’s recent history is the brutal and bizarre murder of Jamal Khashoggi, a U.S. resident and columnist for the Washington Post, in the Saudi consulate in Istanbul in October 2018. Two weeks ago, the United Nations Special Rapporteur on extrajudicial, summary or arbitrary executions, Agnes Callamard,…

       




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Colombia’s search for peace and justice

In June 2016, the government of Colombia signed a historic peace agreement with the armed rebel group known as FARC-EP to end a conflict that over five decades had taken the lives of at least 260,000 Colombians and displaced over 7 million. Three years later, the peace accord—a complex effort to not only stop the…

       




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Trans-Atlantic Scorecard – October 2019

Welcome to the fifth edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – April 2020

Welcome to the seventh edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Will Sharing Cyberthreat Information Help Defend the United States?

On Tuesday January 13th, 2015, the White House published several legislative proposals concerning cybersecurity. The purpose of one of the initiatives is to “codify mechanisms for enabling cybersecurity information sharing between private and government entities, as well as among private entities, to better protect information systems and more effectively respond to cybersecurity incidents.” How should…

       




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Target Malware Kingpins

Traditionally, defense in cyberspace has been based on the “Risk equation,” a loosely calculated product of Vulnerability, Asset value and Threat. Vulnerability means the degree to which computing infrastructure is exposed to intruders. Asset value represents the importance of information to an organization and its constituents. Threat is a subjective assessment of the danger posed…

       




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Sharing Threat Intelligence: Necessary but Not Sufficient?

Chairman Johnson, ranking member Carper, members of the Committee, thank you for the opportunity to testify. I am Richard Bejtlich, Chief Security Strategist at FireEye. I am also a nonresident senior fellow at the Brookings Institution, and I am pursuing a PhD in war studies from King’s College London. I began my security career as…

       




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What are the prospects for the Cyber Threat Intelligence Integration Center?

Last week we learned that the federal government plans to create a Cyber Threat Intelligence Integration Center (CTIIC). There is some confusion about the purpose of this agency, especially as it relates to the National Cybersecurity and Communications Integration Center (NCCIC) and the United States Computer Emergency Readiness Team (US-CERT). While I am not a…

       




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Outside perspectives on the Department of Defense cyber strategy

Chairman Thornberry, Ranking Member Smith, members of the Committee, thank you for the opportunity to testify. I am Richard Bejtlich, Chief Security Strategist at FireEye. I am also a nonresident senior fellow at the Brookings Institution, and I am pursuing a PhD in war studies from King’s College London. I began my security career as…

       




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Does America want China arresting hackers?

On October 9, Ellen Nakashima and Adam Goldman of The Washington Post reported very significant news. “The Chinese government has quietly arrested a handful of hackers at the urging of the U.S. government … It is not clear if the hackers arrested were with the Chinese military, but they were accused of carrying out state-sponsored…

       




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Reykjavik and arms control in U.S.-Soviet/Russian relations

Watch the archived video on CSPAN.org » Thirty years ago, Ronald Reagan and Mikhail Gorbachev met in Reykjavik, Iceland for a summit devoted to arms control. While a potential agreement—possibly including elimination of all U.S. and Soviet nuclear weapons—collapsed over differences regarding ballistic missile defense, the meeting set in motion moves that produced significant reductions in nuclear […]

      
 
 




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An accident of geography: Compassion, innovation, and the fight against poverty—A conversation with Richard C. Blum

Over the past 20 years, the proportion of the world population living in extreme poverty has decreased by over 60 percent, a remarkable achievement. Yet further progress requires expanded development finance and more innovative solutions for raising shared prosperity and ending extreme poverty. In his new book, “An Accident of Geography: Compassion, Innovation and the […]

      
 
 




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A systematic review of systems dynamics and agent-based obesity models: Evaluating obesity as part of the global syndemic

       




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Want empowered cities? Start by understanding city power

In this brave new world, expectations for city leadership are rising by the day. Home to the majority of U.S. residents who did not vote for Donald Trump, cities are a natural center of resistance to the new administration’s agenda. Already leading on policies to raise the minimum wage and combat climate change, cities are…

       




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Power and problem solving top the agenda at Global Parliament of Mayors

When more than 40 mayors from cities around the world gathered in the fjordside city of Stavanger, Norway for the second Global Parliament of Mayors, two topics dominated the discussions: power and problem solving. The agenda included the usual sweep through the most pressing issues cities face today -- refugee resettlement, safety and security, resilience…

       




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Are affluent Americans willing to pay a little for a fairer society? A test case in Chicago

There are many reasons to be concerned about the wide and growing inequalities in U.S. society, not least between the upper middle class and the rest. There are fewer clear solutions. In Richard’s book Dream Hoarders, he argues that those at the top - the “favored fifth” – can and should take some personal responsibility…

       




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Today’s mayors are tackling new challenges

Alaina Harkness, fellow in the Centennial Scholar Initiative at Brookings and the Project on 21st Century City Governance, discusses the key findings from her report on the evolving role of mayors and their position on the frontlines of public policy challenges like refugee resettlement and workforce development. http://directory.libsyn.com/episode/index/id/5998382 Also in this episode, Mark Muro, senior…

       




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The state of tech policy, one year into the Trump administration

Donald Trump’s first State of the Union address offers the president an opportunity to list his achievements over the past year and outline his policy agenda for the year to come. In the realm of technology policy, the past year has seen an emptying out of key science advisory positions, the repeal of existing net…

       




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Trans-Atlantic Scorecard – September 2018

Welcome to the first edition of the Trans-Atlantic Scorecard, a new quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we polled Brookings experts on the present state of U.S. relations with Europe—overall…

       




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Trans-Atlantic Scorecard – January 2019

Welcome to the second edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – April 2019

Welcome to the third edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – July 2019

Welcome to the fourth edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – October 2019

Welcome to the fifth edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – January 2020

Welcome to the sixth edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Trans-Atlantic Scorecard – April 2020

Welcome to the seventh edition of the Trans-Atlantic Scorecard, a quarterly evaluation of U.S.-European relations produced by Brookings’s Center on the United States and Europe (CUSE), as part of the Brookings – Robert Bosch Foundation Transatlantic Initiative. To produce the Scorecard, we poll Brookings scholars and other experts on the present state of U.S. relations…

       




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Classifying Sustainable Development Goal trajectories: A country-level methodology for identifying which issues and people are getting left behind

       




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Charting a New Course for the World Bank: Three Options for its New President


Since its 50th anniversary in 1994, the World Bank has been led by four presidents: Lewis Preston until his untimely death in 1995; then James Wolfensohn, who gave the institution new energy, purpose and legitimacy; followed by Paul Wolfowitz, whose fractious management tossed the World Bank into deep crisis; and most recently, Robert Zoellick, who will be remembered for having stabilized the bank and provided effective leadership during its remarkably swift and strong response to the global financial crisis.

Throughout these years of ups and downs in the bank’s leadership, standing and lending, the overall trend of its global role was downhill. While it remains one of the world’s largest multilateral development finance institutions, its position relative to other multilateral financing mechanisms is now much less prominent. Other multilateral institutions have taken over key roles. For example, the European Union agencies and the regional development banks have rapidly expanded their portfolios, and new “vertical funds” such as the Global Fund for AIDS, Tuberculosis and Malaria have become major funding vehicles. At the same time, according to a 2011 OECD Development Assistance Committee report multilateral aid has declined as a share of total aid. Meanwhile, non-governmental aid flows have dramatically increased, including those from major foundations like the Bill and Melinda Gates Foundation, but also from new internet-based channels bundling small individual donations, such as Global Giving. The World Bank— which 20 years ago was still the biggest and most powerful global development agency and hence a ready target for criticism— today is just one of the many institutions that offer for development to the poor and emerging market economies.

Against this backdrop, the World Bank, its members and Dr. Kim face three options in its long-term trajectory over the next 10 to 20 years: 1) the bank can continue on its current path of gradual decline; 2) it might be radically scaled back and eventually eliminated, as other aid channels take over; or 3) it can dramatically reinvent itself as a global finance institution that bundles resources for growing global needs.

There is no doubt in this author’s mind that the World Bank should remain a key part of the global governance architecture, but that requires that the new president forge an ambitious long-term vision for the bank – something that has been lacking for the last 30 years – and then reform the institution and build the authorizing environment that will make it possible to achieve the vision.

Option 1: “Business as Usual” = Continued Gradual Decline

The first option, reflecting the business-as-usual approach that characterized most of the Zoellick years of leadership will mean that the bank will gradually continue to lose in scope, funding and relevance. Its scope will be reduced since the emerging market economies find the institution insufficiently responsive to their needs. They have seen the regional development banks take on increasing importance, as reflected in the substantially greater capital increases in recent years for some of these institutions than for the World Bank in relative terms (and in the case of the Asian Development Bank, even in absolute terms). And emerging market economies have set up their own thriving regional development banks without participation of the industrial countries, such as the Caja Andina de Fomento (CAF) in Latin America and the Eurasian Development Bank in the former Soviet Union. This trend will be reinforced with the creation of a “South Bank” or “BRIC Bank”, an initiative that is currently well underway.

At the same time, the World Bank’s soft loan window, the International Development Association (IDA), will face less support from industrial countries going through deep fiscal crises, heightened competition from other concessional funds, and a perception of reduced need, as many of the large and formerly poor developing countries graduate to middle-income status. It is significant that for the last IDA replenishment much of the increase in resources was due to its growing reliance on advance repayments made by some of its members and commitments against future repayments, thus in effect mortgaging its future financial capacity. The World Bank’s status as a knowledge leader in development will also continue to be challenged with the rise of research from developing countries and growing think tank capacity, as well as a proliferation of private and official agencies doling out advice and technical assistance.

As a result, under this option, over the next 10 to 20 years the World Bank will likely become no more than a shadow of the preeminent global institution it once was. It will linger on but will not be able to contribute substantially to address any of the major global financial, economic or social challenges in the future.
 
Option 2: “The Perfect Storm” = Breaking Up the World Bank

In 1998, the U.S. Congress established a commission to review and advise on the role of the international financial institutions. In 2000, the commission, led by Professor Allan Meltzer, released its recommendations, which included far-reaching changes for the International Monetary Fund and the World Bank, most of them designed to reduce the scope and financial capacities of these institutions in line with the conservative leanings of the majority of the commission’s members. For the World Bank, the “Meltzer Report” called for much of its loan business and financial assets to be devolved to the regional development banks, in effect ending the life of the institution as we know it. The report garnered some attention when it was first issued, but did not have much impact in the way the institution was run in the following 10 years.

In 2010, the U.S. Senate Foreign Relations Committee released a report on the international financial institutions, which called on them to aim toward “succeeding in their development and economic missions and thereby putting them out of business”. However, it did not recommend a drastic restructuring of the multilateral development banks, and instead argued strongly against any dilution of the U.S. veto right, its lock on leadership selection, and its voting share at the IMF and World Bank. While not dramatic in its short-term impact, these recommendations were likely a strong factor in the subsequent decisions made by the Obama administration to oppose a substantial increase in contributions by emerging markets during the latest round of capital increase at the World Bank to push for an American to replace Robert Zoellick as World Bank president. These actions reinforced for emerging market countries that the World Bank would not change sufficiently and quickly enough to serve their interests, and thus helped create the momentum for setting up a new “South Bank.”

While there seems to be no imminent risk of a break-up of the World Bank along the lines recommended by the Meltzer Report, the combination of fiscal austerity and conservative governments in key industrial countries, compounded by a declining interest of the emerging market countries in sustaining the institution’s future, could create the perfect storm for the bank. Specifically, as governments face constrained fiscal resources, confront the increasing fragmentation of the multilateral aid architecture, and take steps to consolidate their own aid agencies, they might conclude that it would be more efficient and fiscally prudent to rationalize the international development system. There is a obvious overlap on the ground in the day-to-day business of the World Bank and that of the regional development banks. This is a reality which is being fostered by the growing decentralization of the World Bank into regional hubs; in fact, a recent evaluation by the World Bank’s Independent Evaluation Group concluded that “[r]ather than functioning as a global institution, the bank is at risk of evolving into six regional banks”. With the growing financial strength, institutional capacity and dynamism, and the apparently greater legitimacy of regional development banks among their regional members, shareholders might eventually decide that consolidation of the World Bank’s operations with those of the regional development banks, in favor of the latter, is the preferred approach.

There are lots of reasons to think that this drastic step would be difficult to take politically, financially and administratively, and therefore the inertia common to the international governance architecture will also prevail in this case. However, the new World Bank president would be well advised to be prepared for the possibility of a “perfect storm” under which the idea of eviscerating the World Bank could gain some traction,. The more the bank is seen to fade away, as postulated under Option 1 above, the greater is the likelihood that Option 2 would be given serious consideration.

Option 3: “A Different World Bank” = Creating a Stronger Global Institution for the Coming Decades

Despite all the criticism and the decline in its relative role as a development finance institution in recent decades, the World Bank is still one of the strongest and most effective development institutions in a world. According to a recent independent ranking of the principal multilateral and bilateral aid institutions by the Brookings Institution and the Center for Global Development “IDA consistently ranks among the best aid agencies in each dimension of quality”.

A third, radically different option from the first two, would build on this strength and ensure that the world has an institution 10 to 20 years from now which helps the global community and individual countries to respond effectively to the many global challenges which the world will undoubtedly face: continued poverty, hunger, conflict and fragility, major infrastructure and energy needs, education and health challenges, and global warming and environmental challenges. On top of this, global financial crises will likely recur and require institutions like the World Bank to help countries provide safety nets and the structural foundations of long-term growth, as the bank has amply demonstrated since 2008. With this as a broad mandate, how could the World Bank respond under new dynamic?

First, it would change its organizational and operating modalities to take a leaf out of the book of the vertical funds, which have been so successful in tackling major development challenges in a focused and scaled-up manner. This means substantially rebalancing the internal matrix between the regional and country departments on the one hand and the technical departments on the other hand. According to the same evaluation cited above, the World Bank has tipped too far toward short-term country priorities and has failed to adequately reflect the need for long-term, dedicated sectoral engagement. The World Bank needs to fortify its reputation as an institution that can muster the strongest technical expertise, fielding team with broad global experience and with first rate regional and country perspective. This does not imply that the World Bank would abandon its engagement at the country level, but it means that it would systematically support the pursuit of long-term sectoral and sub-sectoral strategies at the country level, linked to regional and global initiatives, and involving private-public partnership to assure that development challenges are addressed at scale and in a sustained manner.

Second, recognizing that all countries have unmet needs for which they need long-term finance and best practice in areas such as infrastructure, energy, climate change and environment, the World Bank could become a truly global development institution by opening up its funding windows to all countries, not just an arbitrarily defined subset of developing countries. This would require substantially revising the current graduation rules and possibly the financial instruments. This would mean that the World Bank becomes the global equivalent of the European Investment Bank (EIB) and of the German Kreditanstalt fuer Wiederaufbau (KfW)—development banks that have successfully supported the infrastructure development of the more advanced countries.

Third, the World Bank would focus its own knowledge management activities and support for research and development in developing countries much more on a search for effective and scalable solutions, linked closely to its operational engagement which would be specifically designed to support the scaling up of tested innovations, along the lines pioneered by the Bill and Melinda Gates Foundation.

Fourth, for those countries with strong project management capacities, the World Bank would dramatically simplify its lending processes, following the example of the EIB. This would make it a much more efficient operational institution, making it a more attractive partner to its borrowing member countries, especially the emerging market economies.

Fifth, the membership of the World Bank would fix some fundamental problems with its financial structure and governance. It would invite the emerging market economies to make significantly larger contributions to its capital base in line with their much-enhanced economic and financial capacities. It would revamp the bank’s voting and voice rules to reflect the changed global economic weights and financial contributions of emerging markets. The bank would also explore, based on the experience of the vertical funds, tapping the resources of non-official partners, such as foundations and the private sector as part of its capital and contribution base. Of course, this would bring with it further significant changes in the governance of the World Bank. And the bank would move swiftly to a transparent selection of its leadership on the basis of merit without reference to nationality.

Conclusion: The New World Bank President Needs to Work with the G-20 Leaders to Chart a Course Forward
 
The new president will have to make a choice between these three options. Undoubtedly, the easiest choice is “business-as-usual”, perhaps embellished with some marginal changes that reflect the perspective and new insights that an outsider will bring. There is no doubt that the forces of institutional and political inertia tend to prevent dramatic change. However, it is also possible that Dr. Kim, with his background in a relatively narrow sectoral area may recognize the need for a more vertical approach in the bank’s organizational and operational model. Therefore, he may be more inclined than others to explore Option 3.

If he pursues Option 3, Dr. Kim will need a lot of help. The best place to look for help might be the G-20 leadership. One could hope that at least some of the leaders of the G-20 understand that Options 1 and 2 are not in the interest of their countries and the international community. Hopefully, they would be willing to push their peers to contemplate some radical changes in the multilateral development architecture. This might involve the setting up of a high-level commission as recently recommended by this author, which would review the future of the World Bank as part of a broader approach to rationalize the multilateral system in the interest of greater efficiency and effectiveness. But in setting up such a commission, the G-20 should state a clear objective, namely that the World Bank, perhaps the strongest existing global development institution, should not be gutted or gradually starved out of existence. Instead, it needs to be remade into a focused, effective and truly global institution. If Dr. Kim embraces this vision and develops actionable ideas for the commission and the G-20 leaders to consider and support, then he may bring the right medicine for an ailing giant.

Image Source: © Issei Kato / Reuters
     
 
 




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The G-20 Los Cabos Summit 2012: Bolstering the World Economy Amid Growing Fears of Recession


Leaders will head to the G-20 Summit in Los Cabos, Mexico, among renewed serious concern about the world economy. The turmoil that started with the U.S. subprime mortgage crisis has resulted in now almost five years of ongoing instability. The emerging market economies fared much better than the advanced economies and pulled out of the crisis already in 2009, but the slowdown we are now facing in 2012 is again global, demonstrating the interdependence in the world economy. The emerging market economies have stronger underlying trend growth rates, but they remain vulnerable to a downturn in the advanced economies. The center of concern is now squarely on Europe, with a recession threatening most European countries, even those that had reasonably good performances so far. After an encouraging start in 2012, the U.S. economy, while not close to a recession, is also showing signs of a slowdown rather than the hoped for steady acceleration of growth. And the slowdown is spreading across the globe.

At a time like this it would be desirable and necessary that the G-20 show real initiative and cohesion. The essays in this collection look at the challenge from various angles. There is concern that the G-20 is losing its sense of purpose, that cohesion is decreasing rather than increasing, and that policy initiatives are reactive to events rather than proactive. Let us hope that at this moment of great difficulty, the G-20 will succeed in giving the world economy a new sense of direction and confidence. It is much needed.

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Image Source: Andrea Comas / Reuters
     
 
 




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Are the traditional MDBs in trouble?


It certainly seems that way, judging by recent developments. Capital increases for the World Bank, for the Asian Development Bank (AsDB), for the African Development Bank (AsDB), and for the Inter-American Development Bank (IADB) are nowhere in sight, despite their constrained lending capacities. Replenishments of their soft-loan windows have been anemic. They face divisive debates about what role emerging economies should play in their governance and how their leaders should be selected. Competitors are nipping at their heels, with the Asian Infrastructure Investment Bank (AIIB) only the most recent example. News of drastic financial restructuring of the AsDB and of protracted reorganization in the World Bank add to the questions about where the traditional Multilateral Development Banks (MDBs) are headed.

So let’s unpack what are the key challenges – and the main opportunities – that the traditional MDBs face. Based on the discussion at a recent roundtable of MDB representatives organized by International Fund for Agricultural Development (IFAD) in Rome, I see seven principal challenges:

  • Progress in reducing extreme poverty and the in graduation of many low-income countries to middle-income status has reduced the rationale for aid and the apparent need for MDBs.
  • The rapid growth of development finance channels means increasing competition in a crowded field of financial actors (private and non-governmental financial flows, new development finance institutions and vertical funds, and non-traditional donors).
  • Traditional donors face increasing domestic pressure to channel aid resources through their bilateral aid organizations, and they show a growing preference to earmark their funding, rather than support general core financing for MDBs. 
  • MDBs face a dramatic growth of competing knowledge providers (international and national consulting firms, universities and think tanks).
  • Inflexible governance structures limit the attractiveness of MDBs to their borrowers and to new donors. With traditional donors unwilling to give up control over vote, voice, leadership selection and lending practices, borrowers see the MDBs as unresponsive, risk averse, burdensome and costly. Emerging economy donors find MDBs unable or unwilling to absorb increased contributions with associated shifts in votes, voice and control. And since non-governmental actors cannot participate in the MDB governance structures, they do not contribute to MDB funding.
  • The revival of Cold War/East-West confrontation risks politicizing the institutions’ lending practices – the World Bank and European Bank for Reconstruction and Development (EBRD) stopped lending to Russia in the wake of the sanctions imposed by the West – and reinforces incentives for setting up new institutions.
  • Most MDBs find it difficult to engage directly with the private and social enterprise sectors. Due to constraints in their statutes, policies and staff capacity MDBs have not been able to provide much direct financing for private investments.

But there are also opportunities that the MDBs can capitalize on:

  • Despite the challenges that MDBs face in borrowing and donor countries, overall they remain trusted partners, due to a unique combination of strengths: their traditional political neutrality, freedom from special interests and corruption, technical professionalism, long-term development perspective and hands-on program design and finance engagement. Overdue reform of MDB governance and processes and effective resistance to political pressures can increase the trust all members put in them.
  • As we face increased risks of geo-political fragmentation, regionalization, and confrontation, the world will need the truly multilateral MDBs more rather than less, since they offer globally inclusive forums and instruments to help address pressing global and regional issues.
  • Despite remarkable progress, poverty reduction remains a huge task. Elimination of extreme poverty ($1.25pd) by 2030 is a valid goal; but its achievement will not eliminate poverty. The billions of people living below $5pd are poor. Poverty reduction will remain a valid goal for MDBs long beyond 2030.
  • The Post-2015 and climate change agendas provide a window of opportunity for MDBs to demonstrate their continued, and indeed enhanced, relevance to the global sustainable development agenda in low-income and middle-income countries. The huge role of European Investment Bank in the European Union is one demonstration of the important role MDBs can play even for the advanced countries.
  • The MDBs’ unique package of services provides better value than the services offered by many competitors. Their combination of strong project preparation, supervision and finance, their attention to indebtedness constraints and sustainability requirements, their focus on policy and institutional capacity and their ability to forge multi-stakeholder partnerships provide strong and effective support. MDBs provide a steady compass in helping shift countries’ national priorities from short-term expediency to sound long-term policies and programs for sustained impact at scale.
  • MDBs have shown that they play a key role in responding to economic crises, natural disasters and conflict, as demonstrated for example by their response to the global financial and economic crisis of 2008/9.
  • MDBs can increase the leverage of their financial resources, as demonstrated by the recent restructuring of the AsDB, and broaden their engagement with the private sector, building on the successful experience of the International Finance Corporation and EBRD.

In sum, the creation of many copycat development banks demonstrates the remarkable strength and durability of the basic MDB model. As long as the traditional MDBs squarely face the challenges and opportunities, there’s plenty of life left in their old bones.

      
 
 




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Implementing the SDGs, the Addis Agenda, and Paris COP21 needs a theory of change to address the “missing middle.” Scaling up is the answer.


So we’ve almost reached the end of the year 2015, which could go down in the history of global sustainable development efforts as one of the more significant years, with the trifecta of the approval of the Sustainable Development Goals (SDGs), the agreement on the Addis Agenda on Financing for Development (FfD) and the (shortly to be completed) Paris COP21 Climate Summit. Yet, all will depend on how the agreements with their ambitious targets are implemented on the ground.

Effective implementation will require a theory of change—a way to think about how we are to get from “here” in 2015 to “there” in 2030. The key problem is what has very appropriately been called by some “the missing middle,” i.e., the gap between the top-down global targets on the one hand and the bottom-up development initiatives, projects, and programs that are supported by governments, aid agencies, foundations, and social entrepreneurs.

One way to begin to close this gap is to aim for scaled-up global efforts in specific areas, as is pledged in the Addis Agenda, including efforts to fight global hunger and malnutrition, international tax cooperation and international cooperation to strengthen capacities of municipalities and other local authorities, investments and international coopera­tion to allow all children to complete free, equitable, inclusive and quality early childhood, primary and secondary education, and concessional and non-concessional financing.

Another way is to develop country-specific national targets and plans consistent with the SDG, Addis, and COP21 targets, as is currently being done with the assistance of the United Nations Development Program’s MAPS program. This can provide broad guidance on policy priorities and resource mobilization strategies to be pursued at the national level and can help national and international actors to prioritize their interventions in areas where a country’s needs are greatest.

However, calling for expanded global efforts in particular priority areas and defining national targets and plans is not enough. Individual development actors have to link their specific projects and programs with the national SDG, Addis, and COP21 targets. They systematically have to pursue a scaling-up strategy in their areas of engagement, i.e., to develop and pursue pathways from individual time-bound interventions to impact at a scale in a way that will help achieve the global and national targets. A recent paper I co-authored with Larry Cooley summarizes two complementary approaches of how one might design and implement such scaling-up pathways. The main point, however, is that only the pursuit of such scaling-up pathways constitutes a meaningful theory of change that offers hope for effective implementation of the new global sustainable development targets.

Fortunately, over the last decade, development analysts and agencies have increasingly focused on the question of how to scale up impact of successful development interventions. Leading the charge, the World Bank in 2004, under its president Jim Wolfensohn, organized a high-level international conference in Shanghai in cooperation with the Chinese authorities on the topic of scaling up development impact and published the associated analytical work. However, with changes in the leadership at the World Bank, the initiative passed to others in the mid-2000s, including the Brookings InstitutionExpandNet (a group of academics working with the World Health Organization), Management Systems International (MSI), and Stanford University. They developed analytical frameworks for systematically assessing scalability of development initiatives and innovations, analyzed the experience with more or less successful scaling-up initiatives, including in fragile and conflict-affected states, and established networks that bring together development experts and practitioners to share knowledge.

By now, many international development agencies (including GIZ, JICA, USAID, African Development Bank, IFAD and UNDP), foundations (including the Bill & Melinda Gates Foundation and Rockefeller Foundation) and leading development NGOs (including Heifer International, Save the Children and the World Resources Institute), among others, have focused on how best to scale up development impact, while the OECD recently introduced a prize for the most successful scaling-up development initiatives. The International Fund for Agricultural Development (IFAD) is perhaps the most advanced among the agencies, having developed a systematic operational approach to the innovation-learning-scaling-up cycle. In a collaborative effort with the Brookings Institution, IFAD reviewed its operational practices and experience and then prepared operational design and evaluation guidelines, which can serve as a good example for other development agencies. The World Bank, while yet to develop a systematic institution-wide approach to the scaling-up agenda, is exploring in specific areas how best to pursue scaled-up impact, such as in the areas of mother and child health, social enterprise innovation, and the “science of delivery.”

Now that the international community has agreed on the SDGs and the Addis Agenda, and is closing in on an agreement in Paris on how to respond to climate change, it is the right time to bridge the “missing middle” by linking the sustainable development and climate targets with effective scaling-up methodologies and practices among the development actors. In practical terms, this requires the following steps:

  • Developing shared definitions, analytical frameworks, and operational approaches to scaling up among development experts;
  • Developing sectoral and sub-sectoral strategies at country level that link short- and medium-term programs and interventions through scaling-up pathways with the longer-term SDG and climate targets;
  • Introducing effective operational policies and practices in the development agencies in country strategies, project design, and monitoring and evaluation;
  • Developing multi-stakeholder partnerships around key development interventions with the shared goal of pursuing well-identified scaling-up pathways focused on the achievement of the SDGs and climate targets;
  • Developing incentive schemes based on the growing experience with “challenge funds” that focus not only on innovation, but also on scaling up, such as the recently established Global Innovation Fund; and
  • Further building up expert and institutional networks to share experience and approaches, such as the Community of Practice on Scaling Up, recently set up by MSI and the Results for Development Institute.
      
 
 




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Getting millions to learn: What will it take to accelerate progress on meeting the Sustainable Development Goals?


Event Information

April 18-19, 2016

Falk Auditorium
Brookings Institution
1775 Massachusetts Avenue NW
Washington, DC 20036

Register for the Event


In 2015, 193 countries adopted the Sustainable Development Goals (SDGs), a new global agenda that is more ambitious than the preceding Millennium Development Goals and aims to make progress on some of the most pressing issues of our time. Goal 4, "To ensure inclusive and quality education for all, with relevant and effective learning outcomes," challenges the international education community to meet universal access plus learning by 2030. We know that access to primary schooling has scaled up rapidly over previous decades, but what can be learned from places where transformational changes in learning have occurred? What can governments, civil society, and the private sector do to more actively scale up quality learning?

On April 18-19, the Center for Universal Education (CUE) at Brookings launched "Millions Learning: Scaling Up Quality Education in Developing Countries," a comprehensive study that examines where learning has improved around the world and what factors have contributed to that process. This two-day event included two sessions. Monday, April 18 focused on the role of global actors in accelerating progress to meeting the SDGs. The second session on Tuesday, April 19 included a presentation of the Millions Learning report followed by panel discussions on the role of financing and technology in scaling education in developing countries.

 Join the conversation on Twitter #MillionsLearning

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The Green Climate Fund’s Private Sector Facility: The Case for Private Sector Participation on the Board

EXECUTIVE SUMMARY The Green Climate Fund’s (GCF) Private Sector Facility can enhance the likelihood of achieving its’ goals of scale-up, transformation and leverage by including individual voting members in its board who bring private sector skills and experience. This would build on growing precedent in the boards of other global funds, as well as in…

       




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First Steps Toward a Quality of Climate Finance Scorecard (QUODA-CF): Creating a Comparative Index to Assess International Climate Finance Contributions

Executive Summary Are climate finance contributor countries, multilateral aid agencies and specialized funds using widely accepted best practices in foreign assistance? How is it possible to measure and compare international climate finance contributions when there are as yet no established metrics or agreed definitions of the quality of climate finance? As a subjective metric, quality…

       




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COP 21 at Paris: The issues, the actors, and the road ahead on climate change

At the end of the month, governments from nearly 200 nations will convene in Paris, France for the 21st annual U.N. climate conference (COP21). Expectations are high for COP21 as leaders aim to achieve a legally binding and universal agreement on limiting global temperature increases for the first time in over 20 years. Ahead of this…

       




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Cross-Strait risks are rising and need to be managed

Taiwan’s political atmosphere is growing more fervid as the January 2020 election draws nearer. The roster of contenders includes candidates with experience governing and an understanding of the need for balance, and others who rely on charisma and offer promises without consideration of potential consequences.There also is growing momentum in Washington for judging that Beijing’s…

       




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Rightsizing fears about Taiwan’s future

In recent decades, China has been plowing a sizable share of its growing economic strength into developing advanced military capabilities. As Beijing’s military build-up progresses, concerns naturally mount in Taiwan about its continued security. A certain amount of concern is healthy. It disciplines voters to ask hard questions of their leaders about the appropriate balance…

       




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Progress paradoxes in China, India, and the US: A tale of growing but unhappy countries

What we know depends on what we measure. Traditional income-based metrics, such as GDP and poverty headcounts, tell a story of unprecedented economic development, as seen by improvements in longevity, health, and literacy. Yet, well-being metrics, which are based on large-scale surveys of individuals around the world and assess their daily moods, satisfaction with life,…

       




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Progress paradoxes and sustainable growth

The past century is full of progress paradoxes, with unprecedented economic development, as evidenced by improvements in longevity, health, and literacy. At the same time, we face daunting challenges such as climate change, persistent poverty in poor and fragile states, and increasing income inequality and unhappiness in many of the richest countries. Remarkably, some of…

       




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Why are out-of-work men so unhappy in the US?

We are in an era of progress paradoxes. Unprecedented gains in technological innovation, poverty reduction, and life expectancy around the world coexist with persistent poverty traps in the poorest countries and increasing inequality and anomie in some of the wealthiest ones. In the U.S., one of the wealthiest countries, we see booming stock markets and…

       




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Why nonworking men are unhappiest in America

In new research, Carol Graham and Sergio Pinto assesses the troublesome levels of ill-being among men who are out of the labor force (as distinct from unemployed men), and the challenges this poses to the future of work and the future of the middle class more generally. Carol Graham, the Leo Pasvolsky Senior Fellow and…

       




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How do we make America happy again? We start by studying well-being

To make America happy again, society has to figure out how to make our country whole. Understanding what divides Americans—and what gives them hope—could be critical to improving their well-being and the nation’s. By tracking patterns in well-being, and creating programs based on the results, we can take steps toward tackling the malaise that afflicts…

       




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Welcoming member of Knesset Erel Margalit to Brookings


One of the great parts of being at Brookings has been the many champions of government reform in the US and around the world who have reached out to visit us here, meet me and my colleagues, and talk about how best to transform government and make it work better for people. The latest was MK Erel Margalit, who before joining the Israeli Knesset started a leading venture capital firm in Israel (and was the first Israeli to make the Forbes Midas list of top tech investors globally). My Brookings colleagues, including Elaine Kamarck, Bill Galston, Natan Sachs and John Hudak talked with MK Margalit about the lessons he learned in the private sector, and about his efforts to bring those lessons to his work in government. 

Coming not long after our meeting with Czech Deputy Prime Minister and Finance Minister Andre Babis, who enjoyed similar success in business and has ambitious reform goals of his own informed by his business career, it was fascinating to talk about what does and does not translate to the government sector. MK Margalit’s focus includes supporting peace and economic development by developing enterprise zones in and around Israel that encourage economic partnerships between Jewish and Arab Israelis and their businesses, and that include Palestinians as well. It was an impressive melding of business and government methodologies. The meeting built on similar ones we have had with other innovators including CFPB Director Rich Cordray, former Mayor and Governor Martin O’Malley, and of course DPM Babis, all of whom have in common innovating to make government function more effectively.

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Image Source: © Ronen Zvulun / Reuters
      




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Transition 2016: It’s never too early to start planning


With just over six months to go until the Iowa caucuses, news organizations are already speculating about what the Bush or Clinton or Trump Sanders administrations might look like. Though it might seem premature, their impulse is the right one. After the winner of the 2016 presidential race is announced in November of that year, the new President-elect will have just under three months to build his or her new government. From choosing cabinet members and key White House staff to setting the policy agenda and dealing with unanticipated crises, the presidential transition process is a huge undertaking, and one that requires much more advance planning than it is usually given.

Acknowledging the short timetable that surrounds the presidential transition process, on July 31 the Senate passed the “Edward ‘Ted’ Kaufman and Michael Leavitt Presidential Transitions Improvements Act of 2015.” If passed by the House and signed into law, this bill would require the president to establish a “White House Transition Coordinating Council” six months prior to the presidential election. This council would work with transition representatives for both candidates to prepare for the challenges that will lie ahead.

Under the new bill, the President would also be tasked to create an “Agency Transition Director’s Council.” This council would ensure that federal agencies function effectively through the transition. Again, transition representatives for each candidate would work with a group of senior representatives from the agencies, planning leadership changes and identifying potential obstacles.

Additionally, agency directors would designate “acting officers” for all essential non-career positions. In the event that these positions become vacant during the transition, a career civil servant from the agency will take over as “acting officer” until a replacement is appointed.

The Bush to Obama transition was one of the smoothest in history, and this bill reflects the best practices learned from that experience. (Full disclosure: one of the co-authors of this blog, Eisen, was the deputy general counsel of the Obama transition.) The Bush administration was ready early to work with the transition teams for both major party candidates. It offered a model of organization and cooperation with both campaigns well before Election Day. Once the election was decided, that engagement intensified, with constant contact and seamless teamwork between President-elect and his team and President Bush and his. Indeed, even after Election Day, many Bush appointees were asked to and did stay on longer in order to give the administration more time to find suitable replacements (See, e.g. Burke, p.594).

The Obama administration will undoubtedly "pay it forward" and meet those same high standards in addressing the upcoming transition. Nevertheless, codifying recent best practices as law makes eminent sense now, while we are all paying attention to the upcoming election—and knowing a future administration may not be as cooperative unless required by law. Although Inauguration Day 2017 may seem far off, there is actually not a moment to spare for this important legislation to proceed.

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Image Source: © Brian Snyder / Reuters
      




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Can the Department of Veterans Affairs be modernized?


Event Information

June 20, 2016
2:00 PM - 3:00 PM EDT

Falk Auditorium
Brookings Institution
1775 Massachusetts Avenue NW
Washington, DC 20036

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A conversation with VA Secretary Robert McDonald

This program was aired live on CSPAN.org » 



With the demand for its services constantly evolving, the Department of Veterans Affairs (VA) faces complex challenges in providing accessible care to America’s veterans. Amidst a history of long patient wait times, cost overruns, and management concerns, the VA recently conducted a sweeping internal review of its operations.  The result was the new MyVA program.

How will MyVA improve the VA’s care of veterans? What will it do restore public confidence in its efforts? What changes is the VA undergoing to address both internal concerns and modern challenges in veteran care? 

On June 20, Governance Studies at Brookings hosted VA Secretary Robert McDonald. Secretary McDonald described the VA’s transformation strategy and explained how the reforms within MyVA will impact veterans, taxpayers and other stakeholders. He addressed lessons learned not just for the VA but for all government agencies that strive to achieve transformation and improve service delivery.

This event was broadcast live on C-SPAN.

Join the conversation on Twitter at #VASec and @BrookingsGov

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The Iran deal, one year out: What Brookings experts are saying


How has the Joint Comprehensive Plan of Action (JCPOA)—signed between the P5+1 and Iran one year ago—played out in practice? Several Brookings scholars, many of whom participated prominently in debates last year surrounding official congressional review, offered their views.

Strobe Talbott, President, Brookings Institution:

At the one-year mark, it’s clear that the nuclear agreement between Iran and the major powers has substantially restricted Tehran’s ability to produce the fissile material necessary to build a bomb. That’s a net positive—for the United States and the broader region.

Robert Einhorn, Senior Fellow, Center for 21st Century Security and Intelligence and Senior Fellow, Arms Control and Non-Proliferation Initiative, Foreign Policy program:

One year after its conclusion, the JCPOA remains controversial in Tehran and Washington (as I describe in more detail here), with opponents unreconciled to the deal and determined to derail it. But opponents have had to scale back their criticism, in large part because the JCPOA, at least so far, has delivered on its principal goal—blocking Iran’s path to nuclear weapons for an extended period of time. Moreover, Iran’s positive compliance record has not given opponents much ammunition. The IAEA found Iran in compliance in its two quarterly reports issued in 2016.

But challenges to the smooth operation and even the longevity of the deal are already apparent.

A real threat to the JCPOA is that Iran will blame the slow recovery of its economy on U.S. failure to conscientiously fulfill its sanctions relief commitments and, using that as a pretext, will curtail or even end its own implementation of the deal. But international banks and businesses have been reluctant to engage Iran not because they have been discouraged by the United States but because they have their own business-related reasons to be cautious. Legislation proposed in Congress could also threaten the nuclear deal. 

For now, the administration is in a position to block new legislation that it believes would scuttle the deal. But developments outside the JCPOA, especially Iran’s regional behavior and its crackdown on dissent at home, could weaken support for the JCPOA within the United States and give proponents of deal-killing legislation a boost. 

A potential wildcard for the future of the JCPOA is coming governing transitions in both Washington and Tehran. Hillary Clinton would maintain the deal but perhaps a harder line than her predecessor. Donald Trump now says he will re-negotiate rather than scrap the deal, but a better deal will not prove negotiable. With President Hassan Rouhani up for re-election next year and the health of the Supreme Leader questionable, Iran’s future policy toward the JCPOA cannot be confidently predicted.

A final verdict on the JCPOA is many years away. But it is off to a promising start, as even some of its early critics now concede. Still, it is already clear that the path ahead will not always be smooth, the longevity of the deal cannot be taken for granted, and keeping it on track will require constant focus in Washington and other interested capitals. 

Suzanne Maloney, Deputy Director, Foreign Policy program and Senior Fellow, Center for Middle East Policy, Foreign Policy program:

The Joint Comprehensive Plan of Action has fulfilled neither the worst fears of its detractors nor the most soaring ambitions of its proponents. All of the concerns that have shaped U.S. policy toward Tehran for more than a generation—terrorism, human rights abuses, weapons of mass destruction, regional destabilization—remain as relevant, and as alarming, as they have ever been. Notably, much the same is true on the Iranian side; the manifold grievances that Tehran has harbored toward Washington since the 1979 revolution continue to smolder.

An important truth about the JCPOA, which has been wielded by both its defenders and its detractors in varying contexts, is that it was transactional, not transformational. As President Barack Obama repeatedly insisted, the accord addressed one specific problem, and in those narrow terms, it can be judged a relative success. The value of that relative success should not be underestimated; a nuclear-armed Iran would magnify risks in a turbulent region in a terrible way. 

But in the United States, in Iran, and across the Middle East, the agreement has always been viewed through a much broader lens—as a waystation toward Iranian-American rapprochement, as an instrument for addressing the vicious cycle of sectarian violence that threatens to consume the region, as a boost to the greater cause of moderation and democratization in Iran. And so the failure of the deal to catalyze greater cooperation from Iran on a range of other priorities—Syria, Yemen, Iraq, to name a few—or to jumpstart improvements in Iran’s domestic dynamics cannot be disregarded simply because it was not its original intent. 

For the “new normal” of regularized diplomatic contact between Washington and Tehran to yield dividends, the United States will need a serious strategy toward Tehran that transcends the JCPOA, building on the efficacy of the hard-won multilateral collaboration on the nuclear issue. Iranians, too, must begin to pivot the focus of their efforts away from endless litigation of the nuclear deal and toward a more constructive approach to addressing the deep challenges facing their country today. 

Bruce Riedel, Senior Fellow, Center for Middle East Policy and Center for 21st Century Security and Intelligence and Director, Intelligence Project, Foreign Policy program:

As I explain more fully here, one unintended but very important consequence of the Iran nuclear deal has been to aggravate and intensify Saudi Arabia's concerns about Iran's regional goals and intentions. This fueling of Saudi fears has in turn fanned sectarian tensions in the region to unprecedented levels, and the results are likely to haunt the region for years to come.

Riyadh's concerns about Iran have never been primarily focused on the nuclear danger. Rather, the key Saudi concern is that Iran seeks regional hegemony and uses terrorism and subversion to achieve it. The deal deliberately does not deal with this issue. In Saudi eyes, it actually makes the situation worse because lifting sanctions removed Iran's isolation as a rogue state and gives it more income. 

Washington has tried hard to reassure the Saudis, and President Obama has wisely sought to build confidence with King Salman and his young son. The Iran deal is a good one, and I've supported it from its inception. But it has had consequences that are dangerous and alarming. In the end, Riyadh and Tehran are the only players who can deescalate the situation—the Saudis show no sign of interest in that road. 

Norman Eisen, Visiting Fellow, Governance Studies:

The biggest disappointment of the post-deal year has been the failure of Congress to pass legislation complementing the JCPOA. There is a great deal that the legislative branch could do to support the pact. Above all, it could establish criteria putting teeth into U.S. enforcement of Preamble Section III, Iran's pledge never to seek nuclear weapons. Congress could and should make clear what the ramp to seeking nuclear weapons would look like, what the triggers would be for U.S. action, and what kinds of U.S. action would be on the table. If Iran knows that, it will modulate its behavior accordingly. If it does not, it will start to act out, and we have just kicked the can down the road. That delay is of course immensely valuable—but why not extend the road indefinitely? Congress can do that, and much more (e.g. by increasing funding for JCPOA oversight by the administration and the IAEA), with appropriate legislation.

Richard Nephew, Nonresident Senior Fellow, Center for 21st Century Security and Intelligence, Arms Control and Non-Proliferation Initiative, Foreign Policy program:

Over the past year, much effort has gone into ensuring that the Iran deal is fully implemented. To date, the P5+1 has—not surprisingly—gotten the better end of the bargain, with significant security benefits accruing to them and their partners in the Middle East once the International Atomic Energy Agency (IAEA) verified the required changes to Iran's nuclear program. Iran, for its part, has experienced a natural lag in its economic resurgence, held back by the collapse in oil prices in 2014, residual American and European sanctions, and reluctance among banks and businesses to re-engage.

But, Iran's economy has stabilized and—if the deal holds for its full measure—the security benefits that the P5+1 and their partners have won may fall away while Iran's economy continues to grow. The most important challenge related to the deal for the next U.S. administration (and, presumably, the Rouhani administration in its second term) is therefore: how can it be taken forward, beyond the 10- to 15-year transition period? Iran will face internal pressure to expand its nuclear program, but it also will face pressure to refrain both externally and internally, should other countries in the region seek to create their own matching nuclear capabilities. 

The best next step for all sides is to negotiate a region-wide arrangement to manage nuclear programs –one that constrains all sides, though perhaps not equally. It must ensure—at a minimum—that nuclear developments in the region are predictable, understandable, and credibly civilian (something Bob Einhorn and I addressed in a recent report). The next White House will need to do the hard work of convincing countries in the region—and beyond—not to rest on the victory of the JCPOA. Rather, they must take it for what it is: another step towards a more stable and manageable region.

Tamara Wittes, Senior Fellow and Director, Center for Middle East Policy, Foreign Policy program

This week, Washington is awash in events and policy papers taking stock of how the Iran nuclear deal has changed the Middle East in the past year. The narratives presented this week largely track the positions that the authors, speakers, or organizations articulated on the nuclear deal when it was first concluded last summer. Those who opposed the deal have marshaled evidence of how the deal has "emboldened" Iran's destabilizing behavior, while those who supported the deal cite evidence of "moderated" politics in the Islamic Republic. That polarized views on the deal last year produce polarized assessments of the deal's impact this year should surprise no one.

In fact, no matter which side of the nuclear agreement’s worth it presents, much of the analysis out this week ascribes to the nuclear deal Iranian behavior and attitudes in the region that existed before the deal's conclusion and implementation. Iran has been a revisionist state, and a state sponsor of terrorism, since the 1979 Islamic Revolution. The Saudi-Iranian rivalry predates the revolution; Iran's backing of Houthi militias against Saudi and its allies in Yemen well predates the nuclear agreement. Most notably, the upheavals in the Arab world since 2011 have given Iran wider opportunities than perhaps ever before to exploit the cracks within Arab societies—and to use cash, militias, and other tools to advance its interests and expand its influence. Iran has exploited those opportunities skillfully in the last five years and, as I wrote last summer, was likely to continue to do so regardless of diplomatic success or failure in Vienna. To argue that the nuclear deal somehow created these problems, or could solve them, is ahistorical. 

It is true that Iran's access to global markets might free even more cash for these endeavors, and that is a real issue worth tracking. But since severe sanctions did not prevent Iran from spending hundreds of millions of dollars to support and supply Hezbollah, or marshaling Islamic Revolutionary Guard Corps (IRGC) and militia fighters to sustain the faltering regime of Bashar Assad in Syria, it's not clear that additional cash will generate a meaningful difference in regional outcomes. Certainly, the nuclear deal's conclusion and implementation did not alter the trajectory of Iranian policy in Yemen, Iraq, Syria, or Lebanon to any noticeable degree—and that means that, no matter what the merits or dangers of the JCPOA, the United States must still confront and work to resolve enduring challenges to regional instability—including Iran's revisionist behavior.

Kenneth M. Pollack, Senior Fellow, Center for Middle East Policy, Foreign Policy program: 

When the JCPOA was being debated last year, I felt that the terms of the deal were far less consequential than how the United States responded to Iranian regional behavior after a deal was signed. I see the events of the past 12 months as largely having borne that out. While both sides have accused the other of "cheating," the deal has so far largely held. However, as many of my colleagues have noted, the real frictions have arisen from the U.S. geostrategic response to the deal.

I continue to believe that signing the JCPOA was better than any of the realistic alternatives—though I also continue to believe that a better deal was possible, had the administration handled the negotiations differently. However, the administration’s regional approach since then has been problematic—with officials condemning Riyadh and excusing Tehran in circumstances where both were culpable and ignoring some major Iranian transgressions, for instance (and with President Obama gratuitously insulting the Saudis and other U.S. allies in interviews). 

America's traditional Sunni Arab allies (and to some extent Turkey and Israel) feared that either the United States would use the JCPOA as an excuse to further disengage from the region or to switch sides and join the Iranian coalition. Their reading of events has been that this is precisely what has happened, and it is causing the GCC states to act more aggressively.

I think our traditional allies would enthusiastically welcome a Hillary Clinton presidency. She would likely do all that she could to reassure them that she plans to be more engaged and more willing to commit American resources and energy to Middle Eastern problems. But those allies will eventually look for her to turn words into action. I cannot imagine a Hillary Clinton administration abrogating the JCPOA, imposing significant new economic sanctions on Iran, or otherwise acting in ways that it would fear could provoke Tehran to break the deal. Our allies may see that as Washington trying to remain on the fence, which will infuriate them. 

So there are some important strategic differences between the United States and its regional allies. The second anniversary of the JCPOA could therefore prove even more fraught for America and the Middle East than the first. 


       




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Refugees: Why Seeking Asylum is Legal and Australia’s Policies are Not

      
 
 




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One Step Forward, Many Steps Back for Refugees

      
 
 




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Principles for Transparency and Public Participation in Redistricting

Scholars from the Brookings Institution and the American Enterprise Institute are collaborating to promote transparency in redistricting. In January 2010, an advisory board of experts and representatives of good government groups was convened in order to articulate principles for transparent redistricting and to identify barriers to the public and communities who wish to create redistricting…

      
 
 




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Toward Public Participation in Redistricting

The drawing of legislative district boundaries is among the most self-interested and least transparent systems in American democratic governance. All too often, formal redistricting authorities maintain their control by imposing high barriers to transparency and to public participation in the process. Reform advocates believe that opening that process to the public could lead to different…

      
 
 




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Targeted Killing in U.S. Counterterrorism Strategy and Law

The following is part of the Series on Counterterrorism and American Statutory Law, a joint project of the Brookings Institution, the Georgetown University Law Center, and the Hoover Institution Introduction It is a slight exaggeration to say that Barack Obama is the first president in American history to have run in part on a political…