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1. A Saudi Accord: Implications for Israel-Palestine Relations

Author:
Jeremy Pressman
Publication Date:
07-2024
Content Type:
Policy Brief
Institution:
Quincy Institute for Responsible Statecraft
Abstract:
The Biden administration and Israel’s Netanyahu government have both expressed support for the idea of a trilateral agreement in which Saudi Arabia would normalize diplomatic relations with Israel in exchange for the United States providing significant benefits to Saudi Arabia, such as security guarantees. A major selling point has been the claim that such an agreement could pave the way to settling the bitter Israeli-Palestinian conflict, which has again erupted into a central threat to peace in the Middle East. However, given the experience of the Trump administration’s Abraham Accords, which normalized relations between four Arab states and Israel with the hope of moving the Israeli-Palestinian conflict to a resolution, deep skepticism is warranted. The Abraham Accords did nothing to advance Palestinian-Israeli conflict resolution. Even before October 7, there was no hint of Israeli moderation in response to the accords. Since October 7, we have witnessed the largest Palestinian terrorist attack in Israeli history, followed by Israel’s destruction of Gaza and the killing of thousands of Palestinians in response. This conflict risks destabilizing the entire Middle East. This brief reviews the relevant history and incentives around the claimed relationship between Israeli-Palestinian conflict resolution and Israeli-Arab normalization agreements. It concludes that a U.S.-brokered normalization agreement with Saudi Arabia would be counterproductive to Israeli-Palestinian peace. Indeed, recent history suggests that Saudi Arabia and the United States would be wasting potential leverage for influencing Israeli policy and that the regional approach unhelpfully diverts attention away from the core of the Arab-Israeli conflict, Israel’s occupation of Palestinian territory. Rather than pursue the already failed approach of seeking peace through the normalization of relations between Israel and third-party countries, a better route would include using U.S. leverage to directly drive Israeli-Palestinian peace. To do this, the U.S. should: 1.) Use its leverage through military aid to secure a permanent ceasefire in Gaza as a matter of urgency; 2.) Refocus on the core issues of Israeli-Palestinian peace, such as occupation, and demand genuine, substantive concessions from the Israeli government; and 3.) Fully integrate the use of U.S. leverage, such as arms sales and military assistance, into the pursuit of these goals.
Topic:
Conflict Resolution, National Security, Hegemony, Conflict, Donald Trump, Joe Biden, and Administration
Political Geography:
Iran, Middle East, Israel, Palestine, Saudi Arabia, United States of America, and UAE

2. Ottoman Bureaucrats Educated at The Translation Chamber and Their Effects on The State Administration in Modern Ottoman Diplomacy

Author:
Sacide Nur Akkaya
Publication Date:
06-2024
Content Type:
Journal Article
Journal:
Novus Orbis: Journal of Politics & International Relations
Institution:
Department of International Relations, Karadeniz Technical University
Abstract:
In this study, it is aimed to present together the influence of the Ottoman bureaucrats, who were educated in the translation chamber (the institutions where modern Ottoman diplomacy was built) and promoted to important levels of the state, managing the high-level state mechanisms. In the Ottoman Empire, which was governed by the monarchy, the Sultan’s authority was considered the only valid power for centuries. This situation changed during the spread of the Western-centered modernisation process within the empire. In this process, where diplomatic behaviour altered, high-ranking Ottoman bureaucrats began to be very active in state administration, and their authority rose against the power of the sultan. It is important to consider this process in question, together with the important political issues of the period, in terms of giving a clearer meaning to the construction of modern Ottoman diplomacy. In this context, the role of the translation chamber in the formation of modern Ottoman diplomacy will be discussed first, and the political activities and ideological structure of eight statesmen who were educated in this chamber and played important roles in the high level of the state will be discussed within the framework of the important political issues of the period, according to the records in Ottoman archives.
Topic:
Diplomacy, Politics, History, Bureaucracy, Modernization, Translation, Ottoman Empire, and Administration
Political Geography:
Turkey and Middle East

3. India’s Regulatory Shift: An Examination of Five Agencies of the Post- Liberalisation Era

Author:
Arkaja Singh
Publication Date:
02-2023
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
This paper explores the design of Indian regulatory agencies established post-liberalisation from an administrative perspective. Regulatory agencies were set up to replace state inefficiencies, and to discipline profligate state agencies, even as much as they were a response to state-market reorganisations and the challenge of privatization. Regulation provided an opportunity for upper levels of the Indian bureaucratic state to recast their power, with the idea that it would provide a framework for economic rationality, independence and technical specialization to take centre-stage. In actual practice however, the design of each of the regulatory agencies is shaped largely by pre-existing legal frameworks and institutions, and the agencies have remained quite tied in with their counterpart departments and on retired bureaucrats. However, in spite of these limitations, these agencies have some common features imbued by legislative mandate and organisational design which are unique in the context of the Indian state. They have focus and stability, a degree of functional independence, and most importantly, a concentration of power, which enables them to think through and implement complex policy transitions from multi-year and context-specific perspectives. The paper builds on learnings from a series of conversations with regulatory agency chairpersons in order to identify what regulatory governance is, in terms of the powers and mandate of the regulatory agencies and what makes them distinctive from the rest of public administration.
Topic:
Governance, Regulation, Liberalization, and Administration
Political Geography:
South Asia and India

4. Organisation Through Neglect: Understanding Field Administration in India

Author:
Rashmi Sharma
Publication Date:
03-2023
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
This paper analyses the structure and processes of field administration in India and matches these with the outcomes on the ground. It highlights features of the administrative structure, human resources, and organisational culture that result in the sub-optimal delivery of social services and policy implementation. Recognizing the importance of historical antecedents, the paper provides a brief account of how field administration has developed over time. Subsequently, it presents the findings of a case study of a district situated in Madhya Pradesh. This is followed by a delineation of the key areas for reform and some possible strategies, though these need to be formulated after rigorous debate. The paper traces the roots of the present-day field administration to the colonial era, when the existing decentralised and diffused field administration system was changed to achieve the government’s goals to maximise revenue from land and forests and maintain order. The district became the key administrative unit in the field, and the district collector (DC) the overall administrative head. After Independence, government goals shifted dramatically, and socio-economic development became a central concern. However, the basic administrative structure was retained, while several departmentalorganisations were added.
Topic:
Governance, Colonialism, Human Resources, and Administration
Political Geography:
South Asia and India

5. The Law is Not Enough: Realising the Child’s Right to a Nationality in South Africa

Author:
Liesl Heila Muller
Publication Date:
12-2022
Content Type:
Journal Article
Journal:
Statelessness & Citizenship Review
Institution:
Peter McMullin Centre on Statelessness, Melbourne Law School
Abstract:
The Republic of South Africa (‘South Africa’) boasts some of the most progressive and inclusive citizenship laws on the African continent, protecting the right to citizenship in both its constitution and subsidiary legislation and affording special protections to children. A simple exercise in comparative law would find that there is no statelessness problem in South Africa but that would be incorrect. A closer look at the implementation of the laws reveals serious problems in the Government’s nationality administration, resulting in statelessness. In the South African context, it is not immediately possible to tell whether a child is stateless. It is only once attempts have been made to obtain (recognition of) citizenship and those attempts have failed (because of a faulty system) that a determination can be made. Under customary international law, a person is stateless because of non-recognition of citizenship by any state, whether legally or illegally. As a result, nationality administration procedures are as important as laws. South Africa’s failure to formally recognise its citizens because of insurmountable administrative barriers and discriminatory practices is making children in South Africa stateless, rendering its impressive laws useless. This article provides a brief analysis of the historical and legislative context within which South Africa finds itself, then analyses recent jurisprudence on childhood statelessness to illustrate how the right to administrative justice is crucial to South Africa’s trajectory of success in ending childhood statelessness, offering recommendations for the way forward.
Topic:
Nationalism, Citizenship, Bureaucracy, and Administration
Political Geography:
Africa and South Africa

6. Debates on Administrative Reform in India: Transfers

Author:
Akila Ranganathan
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
India has a long history of periodic transfers of senior administrators. As the First Administrative Reforms Commission, 1969 (First ARC), notes, the practice of periodic transfers was historically devised with the view of preventing officials from acquiring personal influence in a manner that could harm or diminish the influence of the ruling political powers. Officers used to be rotated from their posts every 3 to 4 years. The First ARC declared such a system of periodic transfers to be “antiquated,” stating that “it [was] no longer necessary for the Government to be suspicious of its own employees” (1966, p. 110). The commission argued that frequent transfers also interfered with development work, which required officers to be closely associated with the programmes and communities that they were serving. Further, these transfers hamper the officers’ job satisfaction and sense of achievement. Thus, the First ARC laid down that periodic transfers should be exercised only where a post carried regulatory responsibilities; in any post involving development activities and programme management, transfers should be an exception. Despite these recommendations, transfers have remained an inexorable feature of the higher civil services in India. The Second Administrative Reforms Commission, 2008 (Second ARC), notes that “frequent transfers of civil servants continue to be one of the most vexatious governance problems still facing India” (p. 182). The Commission details that, between 1986 and 2006, 48–60% of the total strength of the IAS spent less than 1 year in their respective postings. The number of IAS officers who spent more than 3 years in their respective postings is consistently less than 10% of the total strength in that period. Similarly, another study of the bureaucracy has shown that, from 1980 to 2000, the average tenure of IAS officers at their posting was only 16 months (Iyer and Mani, 2012). This working paper provides an overview of the reform discourse on the process of transfers of higher civil services officers in India. An analysis of various reform committee reports since the 1980s, shows that transfers are associated with two broad attributes of the higher civil services: the effectiveness of administration and governance, and the insulation of civil servants from political interference. In addressing the issues around transfers, recommendations of reform committees have been aimed at enhancing the former and restoring the latter. These recommendations include monetary benefits, fixation of a minimum tenure for officers, and the establishment of an independent body to oversee transfers.
Topic:
Reform, Civil Servants, Personnel, and Administration
Political Geography:
South Asia and India

7. Debates on Administrative Reform in India: Expertise

Author:
Karnamadakala Rahul Sharma, Aditya Unnikrishnan, and Sonakshi Sharma
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
Historical accounts show that the education and training of the colonial civil servant was purposely made non-specialised. Autobiographical narratives of ICS officers who received their training at Halieybury (England), reveal that the quality of education was low and students were tested on their knowledge of languages such as Persian and Sanskrit, which had little practical use once they arrived in India. After the Service was made merit-based in 1853, officer training included more practical aspects such as attending court proceedings and writing reports, however, it did not involve in-depth specialisation in any one field. The non-specialised character of training and the expertise gained, were well suited to the nature of the polity that required district officials to hold multiple portfolios. Earl Cornwallis, the third Governor General of Bengal who is credited with making extensive changes in the civil service from 1793 to 1859, tried to differentiate the judicial and supervisory functions for land revenue assessment and collection. He created the office of the District Collector as a supervisory role to oversee collection of revenue from landholders, whereas the administration of law was to be the responsibility of a civil judge and magistrate. However, after the annexation of Awadh and the territorial expansion of the company, it proved impossible for a District Collector to separate their judicial and supervisory functions, particularly in the newly acquired territories (Cohn, 1987, p. 509). The Indian Administrative Service (IAS) we have today inherited this generalist notion of the civil servant from its predecessor, the ICS. Post-independence, even though different services were created to undertake specific responsibilities, the imagination of the expertise of the IAS officer continues to be organised around the principles of the colonial civil service. This has led many to argue that the skills and knowledge of the IAS were unsuited to the nature of polity and demands of governance (Administrative Reforms Commission, 1969). More than fifty years later, the same tension concerning the personnel involved in governance and the skills/ knowledge required for these roles persists. As a result, two fundamental questions are central to the debates on expertise in the country’s government. First: What kind of knowledge and expertise is most useful for administrators? This debate has frequently been framed as a choice between generalists and specialists. And second: How can this expertise be embedded in administration, particularly at senior levels? Two kinds of solutions dominate this discourse, one where internal mechanisms are restructured to make best use of existing internal talent (via domain assignment) and the other involving the recruitment of external experts (via lateral entry). This working paper delves into the detailed discussion on these two questions by reviewing the First and Second Administrative Reforms Commissions (ARC), Central Pay Commission Reports, the Surinder Nath Committee report, Sarkaria Commission report, NITI Three Year Action Agenda and Parliamentary Standing Committee reports. The first section of the working paper attempts to present a discursive overview of the generalist-specialist binary. The next two sections, on Domain Assignment and Lateral Entry respectively, explain the dominant approaches that have been considered to address the expertise problem. 2. Generalists vs Specialists: origins and tensions As with any job, there is consensus within the reform discourse that bureaucrats must display a high degree of ability and expertise. However, there are opposing views on what constitutes this expertise at the highest levels of the bureaucracy. These differences have frequently been expressed in the language of ‘generalists’ and ‘specialists’ partially as a result of the structure of India’s Civil Service which consists of generalist and specialist services as described in the next sub-section. The next two subsections throw light on the evolution of reform thinking on the kind of expertise needed—from narrow technical knowledge to domain competence, and eventually towards a more complex understanding that expertise is gained on the job that cannot be achieved through appropriate training alone. In the timeline on page 6, we present the sequence of events and reports of the last few decades that we consider salient for understanding the debate on generalist versus specialist roles. The timeline offers a bird’s eye view of reform trajectory when read alongside the detailed information provided in the following sections.
Topic:
History, Reform, Colonialism, and Administration
Political Geography:
South Asia and India

8. Debates on Administrative Reform in India: Performance Management

Author:
Aditya Unnikrishnan, Sonakshi Sharma, and Karnamadakala Rahul Sharma
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
In the early nineteenth century, a civil servant employed by the English East India Company had a considerable amount of autonomy. On the one hand, their actions could be questioned at the following levels: regional, provincial, at the Presidency, in London at the Court of Directors, the Board of Control and ultimately at parliament. However, as historians have noted, “given the difficulties of communication and the sheer bulk of information and correspondence which had to pass between India and London, it often took two or three years for matters originating in a district to be commented on in London” (Cohn, 1987, p. 512). In such a scenario, monitoring and measuring the performance of civil servants was particularly challenging. Accounts of civil servants have not yet been analysed to understand on what basis they were picked for promotion by their superiors or the Governor General. This changed postindependence, when clear processes were put in place for measuring performance, and performance appraisals were at the core of this shift. Measuring, reporting, and rewarding performance appropriately are critical for motivating and developing people’s capabilities across organisations and professions. In the public sector, for example, a recent survey of 23,000 civil servants in Africa, Asia, Eastern Europe and Latin America finds that “civil servants are more satisfied, committed and, at times, motivated to serve the public, work hard and perform, where they perceive that performance shapes their pay, promotion and job stability prospects” (Sahling et al., 2018, p. 36). However, measuring and rewarding performance in the public sector can be challenging because government employment often lacks the classic drivers and incentives that foster performance in other organisations. Employees in government and public sector organisations function in the absence of clear profit motives or market competition, which other organisations use to measure and reward performance (Moriarty & Kennedy, 2002). Government employees also have to contend with multiple ‘principals’, such as politicians, bureaucrats and the citizen population, each of whom have differing objectives. Measuring performance and linking it to multiple outcomes in such contexts can be complex (Pollitt, 1986). Finally, most civil service contracts have strong protections against dismissal, which severely limits the incentive tools available to managers in the private and nonprofit sectors (Esteve and Schuster, 2019). The design or assessment of performance appraisal systems in the public sector, therefore, need to consider these boundary conditions seriously. This working paper examines reforms related to the design of performance appraisals in the Indian Civil Services. Within the Indian government and especially senior administrative roles, performance appraisals have served as the primary tool by which employee performance is assessed and rewarded. This system, established in 1985, was meant to assess and rate officers annually against ex ante targets set at the beginning of the year (Surinder Nath Committee, 2002). By linking performance to career advancement, appraisals sought to motivate and incentivise better performance by government employees. Weaknesses in this appraisal process have, however, severely limited its impact on performance, requiring the government to undertake multiple reforms over the years.
Topic:
Reform, Management, Performance Evaluation, Civil Servants, and Administration
Political Geography:
South Asia and India

9. Debates on Administrative Reform in India: Training

Author:
Sonakshi Sharma, Aditya Unnikrishnan, and Karnamadakala Rahul Sharma
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
Since Independence, the government’s approach to training the IAS has undergone a sea of change. The IAS has evolved “from being a postcolonial civil service… to one that is rooted in the empirical realities of a developing and resurgent India” (Kiran Aggarwal Committee, 2014, p.1). Training programmes for the IAS have shifted their focus from regulation to socioeconomic development in keeping with the new demands faced by governance and administration (Second Administrative Reforms Commission, 2008). In spite of these changes, there remain similarities with the colonial civil service. Like the ICS, the IAS is a high-functional generalist service tasked with handling a variety of responsibilities. Reform committees continue to express concerns that trainees do not attach adequate value to the training process (Second Administrative Reforms Commission, 2008). Training is still expected to create strong bonds between officers and establish a camaraderie. Most importantly, the central principle remains the same; a merit-based process is used to select young people with little or no experience in governance and place them in positions of great responsibility. This kind of system inevitably relies heavily on training to impart skills. Better training, both at the formative and mid-career stages, is expected to bridge the “wide chasm between public expectation and service delivery” (Kiran Aggarwal Committee, 2014, p. 3). For this reason, it is vital to examine the history of reform debates and conversations on the subject. Tracing the evolution of these reform threads will better equip us to analyse current and future reform measures by understanding which problems are being addressed and how. To this end, this working paper closely reads the following: the Administrative Reforms Commission (ARC) reports, Central Pay Commission (CPC) reports, and reports produced by reform commissions like the Alagh Committee, Kiran Aggarwal Committee, Hota Committee, Kothari Committee, Yugandhar Committee, VT Krishnamachari Committee and the Surinder Nath Committee. Apart from this, the working paper also draws on theNational Training Policy, 1996 and2012, and documents on Mission Karmayogi that reflect the government’s vision for IAS training. This paper begins with a short description of the current training format and the IAS ecosystem. This is followed by an analysis of the three streams that dominate reform thinking on IAS training: the strategy, structure and content of training; the role of and need for incentives in training programmes, and the institutional apparatus in place to operationalise training programmes.
Topic:
History, Reform, Colonialism, Training, Civil Servants, and Administration
Political Geography:
South Asia and India

10. Is Cameroon a Police State? All About the Use of Administrative Custody

Author:
Steve Tametong
Publication Date:
07-2021
Content Type:
Working Paper
Institution:
The Nkafu Policy Institute
Abstract:
The wind of liberal democracy will not have swept away all the vestiges of the police state long maintained in Cameroon under the cover of Ordinance No. 62/OF/18 of March 12, 1962 on the repression of subversion. Indeed, this legislation had made impossible any democratic political life and had emptied of its substance the enjoyment and exercise of fundamental rights and freedoms guaranteed by the Constitution. Today, administrative custody seems to be one of the vestiges that has survived the passage of time. A unilateral prerogative of arbitrary deprivation of freedoms formerly held by the administrative authorities, administrative custody was formally instituted by law n°90/054 of 19 December 1990 on the maintenance of public order. In application of this law, and under the pretext – justified or false – of maintaining public order, the administrative authorities can request persons and property in the legal forms, request the forces of order, control the movement of goods and persons, but above all “take measures of police custody for a period of 15 days, renewable, within the framework of the fight against organized crime. This deprivation of liberty ordered by the administrative authorities is commonly referred to as “administrative custody”, which distinguishes it from judicial custody ordered in the context of criminal proceedings. At a time when most democratic systems are implementing a legal and institutional framework favorable to the rule of law and the development of fundamental rights and freedoms, it is not without interest to question the appropriateness of maintaining administrative custody in Cameroonian positive law, especially in normal times. Before mobilizing the arguments in favor of abolishing it (I), it is appropriate to first dwell on the difficulties it poses in the Cameroonian context (II).
Topic:
Democracy, Liberalism, Police State, Illiberal Democracy, and Administration
Political Geography:
Africa and Cameroon