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Bridging research and policy in a supply and demand framework
role of external agencies/donors
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Analytical framework Basis – GDN Bridging project (global), ODI
RAPID program (developing countries) Demand <=> factors of political context:
Routine processes (transparent or not, open or not, specific entry points)
Nature of politics and culture (degree of contestation, participatory or top-down)
“windows of opportunities”: (crisis – revolutions and public protest, new opportunities – EU or regional integration, new government/minister, parliamentary hearings)
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Analytical framework - 2 Supply <=> knowledge production
Timeliness, relevance Quality and trust (are you speaking with
authority?) Packaging and delivery (working paper,
policy brief, policy memo, concept of a law, “idea”)
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Analytical framework - 3 Linkages:
Intermediary organizations (filtering and amplifying research messages, organizing meetings, outsourcing analytical tasks) – “connectors” between different epistemic communities. CRS as an “ideal type”?
Media Civil society groups, advocacy coalitions,
political parties
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Analytical framework - 4 External influences (IFI’s, international
donors) Agenda setting (IMF) Technical assistance (by-product – capacity
building or crowding out local suppliers?) Capacity building for researchers and
policymakers (funding research, training, networking, etc.)
Promoting “Open society” institutions
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Transition countries - demand The nature of politics and general characteristics
of the policymaking processes are not “great”, but there are many windows of opportunities:
Market reforms (privatization, financial sector, etc.) Government reforms (also local level) Social sector and education reforms Regional (dis)integration processes
Partial funding is available from outside donors (DFID, USAID, etc.) and creditors (WB). Governments are increasingly able and willing to pay for consulting services (Russia, Kazakhstan).
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Transition countries - demand Demand is articulated through consulting
contracts (examples from Russia): administrative reform (HSE) issuance of regional bonds – Economic Expert
Group; municipal-level strategic planning – Leontieff
Center (SPb), Urban Institute (Moscow); Reform of budgeting procedures at the
regional level – Fiscal Policy Center, Reform of public utilities – Fiscal Policy
Center, Urban Institute
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Transition countries - demand Demand is articulated through
government-affiliated think-tanks (“revolving door”) Dvorkovich’s Economic Expert Group, Moscow
(MinFin) Gref’s Center for Strategic Planning
(MinEconDev&Trade) Medvedkov’s Center for Trade Policy and Law
(MinEconDev&Trade) Center for Sustainable Development (Astana
Akimat) and creation of in-house research
departments, e.g. within central banks
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Transition countries - supply Government-related (semi-
independent?): new, through revolving door, or former state institutes Limited research, mostly policy consulting
Independent, western-funded. Different models: CEFIR vs. International Centre for Policy Studies, Kyiv vs. CEP-Tashkent Academic research and “policy analysis” for
western clients, limited policy consulting with western funding
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Supply side problems Incentives: production of timely and
operational knowledge is not the primary function of independent think-tanks. Among other reasons, because of their “independence” from government funding and dependence on western funding => inclination to produce for western clients and audiences
Non-operational knowledge has “value”, but not local “market value”, because civil society institutions and other “transmission” mechanisms are underdeveloped.
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Supply side problems - 2 Independence has a price – no steady
source of income (budget transfers, “voluntary contributions” by private sector, tuition?) Endowments – the US model – are
exception, not the rule (International Centre for Policy Studies)
Partnerships with research universities or business schools are rare (IPM, NES/CEFIR, HSE). Tuition could provide a steady source of income + faculty sharing
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Supply side problems - 3 Western project funding is short-term and
phasing out. EU? Vicious circle: too many loosely connected
and small projects, lack of focus and strategy, low-quality outputs b.c. monitoring is costly
Implications: Difficult to attract and retain qualified cadre Investments in quality is delayed Reputation is damaged beyond repair
“Imagine you had a million dollars”. CEFIR?
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Role of donors – long-term
Facilitate strategic re-orientation and re-structuring
Facilitate mergers and strategic alliances
Create endowments for “legacy” institutions (help bring private donors on board)
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Business models for independent think-tanks Strategic alliances:
With government: CSR, CER. Ensures access to policymaking, but may be difficult to maintain independence.
With business: Public Policy Institute-Bishkek (Aki-Press, Business club). How to maintain independence?
With a business school (IPM): how to make it mutually beneficial beyond “marketing”? Sharing faculty requires extending MBA curriculum beyond business.
With an economics department (CERGE EI, NES/CEFIR): faculty can be shared (cost reduction), but income stream is not guaranteed. Ph.D. and western-style MA are costly, while tuition is low. Requires BA or MBA.
With an “outreach” operation (CEFIR/EERC) – banking on local corporate funding. Requires development of relevant products, beyond research.
SA and mergers often don’t happen until too late