Professional Documents
Culture Documents
Background Materials
Angelita Gregorio-Medel
Department of Social Welfare and Development, Philippines
October 2014
Paper presented during the NUM Leadership Conference, National University of Mongolia,
Ulaanbaatar, Mongolia, on 14 October 2014.
1.
1.1
Mongolia has been blessed with an abundance of mineral resources. One will
note that over the past 20 years, Mongolia has transformed itself from a lowincome, underdeveloped country to a vibrant middle income one with a
booming economy. The country is undergoing major transformation driven by
increased commodity revenues from the exploitation of its vast mineral
resources accompanied by high foreign investor entry and the consequent
jump in the share of mining in GDP that approximately stands at 20 percent,
twice the ratio of a decade ago. The economy grew double digit in
consecutive years - by 11.7% in 2013, 12.3% in 2012, and 17.5 in 2011,
compared to 6.4 percent GDP growth in 2010. Although GDP is expected to
remain in double-digits over the course of the next years, the first half of 2014
showed a more modest 5.3% due to several global financial factors.
Economic forecasts peg the Mongolian GDP at around 12% for year-end.
1.2
This economic growth has translated into benefits for the people of Mongolia.
In the mid 2000 high mineral prices combined with the discovery of world
class copper, gold and coal deposits in the Gobi region set off an exploration
boom and brought in large government revenues, with unprecedented
opportunities to increase public sector spending. The new opportunities
offered the chance for Mongolia to build on the significant achievements
made since the countrys dual transition to democracy and a market economy
in 1990. These include strong macroeconomic performance, high literacy and
education levels, advanced public financial management, and a decline in
poverty incidence. The Government is widely manifesting its commitment to
reform, (e.g., on policy reforms in fiscal, social welfare, banking and mining
policy; public financial management; mining licensing; and the Extractive
Industries Transparency Initiative EITI), among many others.
1.3
1.4
1.5
1.6
1.7
1.8
Efficiently manage not only public revenues and limit the negative
effects what is infamously called the curse of resource rich countries
like the Dutch Disease;
Allocate its resources effectively among spending, investing, and
saving through sound public finance management;
Further reduce poverty (27.4 as of 2012) and improve the wellbeing of
the people; and
Offer equal opportunities to all its citizens in both urban and rural
areas.
Although Mongolia has been blessed with an abundance of mineral resources, recent years have highlighted the opportunities
and risks that come with Mongolias vast mineral endowment also known as the natural resource paradox. Mining is a major
industrial activity in Mongolia today, making up 30% of all Mongolian industry. Mongolia's mining sector is a major contributor
to the national economy: in 2012 it represented 18% of GDP and 67% of GIP. Major exports include copper, gold, molybdemum,
coal and fluorspar concentrates. The Oyu Tolgoi copper and gold project is expected to account for one third of GDP by 2020.
1.9
2.
The resource paradox amplifies the reality that resource endowment has both
a yin-yang dimension. At the same time that resources from mining allow for
increased revenue it is also accompanied by many problems and challenges.
2.1
Mongolia has achieved much and more could be gained from its resource
endowments and accomplishments but gaps and needs must be carefully
identified, options generated, risks assessed, priorities set, and well designed
interventions made to balance long-term goals with short-term achievements.
However, balancing these two is a serious concern of public management,
leadership, and good governance.
2.2
Part of the major decisions and strategies will involve investing in human capital
and strengthening institutions, directing the growing commodity revenues into
infrastructure, and diversifying the economy by strengthening the key economic
sectors of agriculture, manufacturing, and service sectors. Embedded in these
are the necessary political strategies to address the wicked problems that beset
all public authorities. These types of problems are especially manifested in
Mongolian society today as it addresses the challenges of resource extraction
and management of the mining industry.
3.2
The descriptor wicked is used, not in the sense of evil, but rather as an issue
highly resistant to full and permanent resolution. Successfully solving or at least
managing wicked policy problems requires a reassessment of some of the
traditional ways of working and solving problems and even the configuration
and basis of relationships among key stakeholders.
3.3
Many policy issues facing Mongolia today as exemplified in the mining industry
are at a level of complexity that they can be called wicked problems. For the
resource extraction sector and affected communities there are an array of
challenges embedded in the industrys production and profit paradigm, the
remoteness of mineral reserves and affected communities expectations of
economic benefit and a positive legacy. The mining industry as a whole is
dominated by economic, political, legislative and market structures that
influence and constrain interactions between mine operations and local
communities. For communities in MOngolia, as well as those in some parts of
Africa and Australia are beset with intractable problems including the
uncertainty of, yet increasing dependence on, a mining economy. Questionable
outcomes for local communities include the limited realization of local
employment and business development benefits, and low overall outcomes or
low multiplier effects.
3.4
Wicked problems are best addressed via collaboration. In some parts of North
America for example, with mining and infrastructure construction underway,
alliances have formed between mining companies, the major port and rail
infrastructure project and regional and local governance stakeholders. The
major impetus for these affiliations is to expedite planning and associated
infrastructure development taking into account the lessons from other mineralled regions. What has resulted is an array of innovative approaches to stubborn
problems including planning well in advance of full-scale mining; regionally
coordinated procurement; mine ready local businesses; and strategic
investments in social infrastructure; including community trust funds paid in
advance of project delivery.
3.5
Another wicked problem could be seen in how rapid urbanization and old
industrial growth policies in the past caused Mongolia's deteriorating
environmental conditions. The burning of soft coal coupled with thousands of
factories in Ulaanbaatar and a sharp increase in individual motorization has
resulted in severe air pollution. Deforestation, overgrazed pastures, and, less
recently, efforts to increase grain and hay production by plowing up more virgin
land have increased soil erosion from wind and rain.
3.6
3.6.1
How could it manage public revenues efficiently and ensure that urgent
and important policies and services are rendered while balancing sectoral
and community concerns?
3.7
Such decisions (and their implementation) will require not only a higher level of
institutional capacity in line with other middle-income countries but more so the
social capital and political astuteness. These will be greatly influenced by the
depth and speed by which the polity and the state could work in tandem to hurdle
the complex and wicked challenges of achieving inclusive growth and genuine
quality of life for Mongolian citizens.
3.8
4.1
4.2
The legal definition of the word citizen goes - Person who is entitled to all the
legal rights and privileges granted by a state, and is obligated to obey its laws
and to fulfill his or duties as called upon. Hence, members or citizens of nationstates have certain roles and responsibilities to society and the environment.
Although rights are often written down as part of law, responsibilities are not as
well defined, and there may be disagreements among the citizens as to what the
responsibilities are. For example, voting may be listed as a responsibility, yet it is
not compulsory.
The UN regards citizen engagement in public administration to be implying the
4.3
4.4
Engagement requires trust and trust building which is essentially built on shared
data and information, reasoned negotiation, collaborative problem solving and
grievance resolution. Trust is never constant it shifts and like a bank account it
could gain from deposits of good faith and positive experiences and gets debited
during times of stressful disagreements marked by perceived failure to abide by
commitments.
CITIZEN ENGAGEMENT
Involves citizens (individuals, not
representatives) in policy or program
development
o Agenda-setting and planning to
decision-making, implementation
and review
Requires two way communication
regarding policy or program change
(interactive and iterative); also called
double-loop communication
o between government and
citizens;
o among citizens; and
o among citizens and civil
society groups
5.1
Rather than seeking a unified definition of citizenship that covers all dimensions
of human action, entitlement and belonging, we are interested in the everyday,
and often highly contingent and improvisational, negotiations and performances
through which people define and pursue their desires and aspirations.
5.2
How citizenship is perceived, understood and enacted depends, then, on the kind
of states citizens are in. The mutually constitutive nature of the state-citizen
relationship, and the extent to which different kinds of states make different kinds
of citizenships possible, is something that is curiously muted in prevailing
governance discourses in development.
Lukensmeyer, C.J. & Lars Hasselblad Torres (2006). Public Deliberation: A Managers Guide to Citizen
Engagement. Washington, DC: The IBM Center for the Business of Government.
6.2
6.3
CitizenGovernment Relationship
The vibrant relationship between civil society/citizens and the state sets
the basic conditions of governance. This relationship, which is
essentially conflicting, can become symbiotic and critical to achieving
good governance and sustained progress.
There is a fundamental misunderstanding regarding the role of civic
engagement in development.
7.2
7.3
The changing conditions of the relationship between the government and civil
society is determined by many contextual factors, a fundamental example of
which is the political regime and the type of approach a government adopts
Governments will employ a mixture of these approaches, creating or limiting in different ways and
degrees their interaction with organized expressions of the citizenry.
7.5
Given the heterogeneous nature of civil society, these strategies coexist and
establish all types of tensions among citizens and between citizens and the
government. The complex blend of government approaches to citizens frames
the specific formula of the governance equation.
7.6
7.8
The depth and range of citizen engagement has much to say about a
countrys political system and culture. It does not mean favoring any ideology
but even ideological and even self-interested participation is also citizen
engagement and is essential to the system of promoting basic rights.
Engagement isa democratic exercise, an exercise of citizenship, an
exercise of power.
Levine, Peter (2007). The Future of Democracy: Developing the Next generation of American Citizen.
Medford MA: Tufts University Press.
10
7.9
11
9.2
9.3
Ibid.
Ibid.
8
Tuya, Nyamosor (April 2013). Democracy and Poverty: A Lesson from Mongolia,
http://www.brookings.edu/research/opinions/2013/04/09-mongolia-tuya
9
http://www1.american.edu/initeb/dp6120a/html/it_landscape_of_mongolia_-_c.html
7
10
11
INCOSAD framework.
From the blog of Tufts University philosopher Peter Levine, http://peterlevine.ws/?p=9348.
12
government
But that raises the question of how we are to get good citizens. Good
governments help make good citizens, but it does not make sense to
people who live in imperfect societies, with bad laws and leaders and
short-sighted or even hateful fellow citizens. We need to understand how
rights and citizenship are shaped by differing social, political and cultural
contexts.
10.
Capacity Development
10.1
13
any given future time. Since is an internally driven process of change, capacity
building involves a range of multiple and overlapping stakeholders and elements.
10.2
On the national and local levels, capacity development points to the notion of
groups of citizens working together for their own mutual betterment.
On the community level, such capacity development covers all
aspects of the community: economic, ecological, political and sociocultural. The community tries to find approaches and solutions to
economic or social opportunities and challenges.
Capacity development is a deliberate community-driven process
whether at the local or national levels. It requires a collaboration of a
set of stakeholders and groups acting as a community with shared
needs or goals, It is aimed at change, improving present situations of
citizens and growth focusing on assets or access to resources and
services that support both economic and social foundations. Capacity
building is the engagement of a social process which entails elements
of the entire social agenda.
10.3
Capacity development for government (local and national) may also refer to the
responsible joint decision-making processes about various aspects of the
community, e.g. local economic development focused on mining, agricultural
development, eco-tourism, etc. This is where the integrity aside from technical
competency of government representatives and the policies they legislate or
enforce and contracts they forge and manage are equally important.
10.4
10.5
10.6
The following are some of the capacity development needs in the area of citizen
engagement in public finance management of Mongolian citizens with regards
extractive industry based on the identified gaps and challenges.
Understanding of social accountability and citizen/CSO engagement
14
10.7 It is argued that there are 4 key elements that shape the ultimate success of a
capacity development project: 13
The desired outcome or goal of the capacity building activity
The change strategy selected to realize that goal
The champions guiding the effort
The time, energy and money invested in the process Building the
capacity of a society or a country to provide for the welfare of its citizens
and achieve growth as well as development
11. Capacity Development for Citizen Engagement: Civic Education and Citizenship
The Mongolian national development agenda is strongly evidencing the need for an open and
inclusive consultation process engaging people directly in deliberative and consultative
negotiations and contestation in defining such process. Governance norms especially if premised
on principles of good governance must reflect principles of inclusion and participation, and
promote transparent, accountable, capable institutions both at the national and local levels to
make development more dynamic, inclusive, equitable and sustainable. There is no way the
complex and wicked problems could be grappled with as the country continue to learn and lok
for ways to manage the risks and opportunities of the resource paradox facing Mongolia without
12
http://www.article19.org/resources.php/resource/1821/en/mongolia:-adoption-of-freedom-ofinformation-law-is-a-milestone-for-transparency
13
Light, P. & Hubbard, E. (2002). The capacity building challenge. Washington, DC: Brookings Institution.
15
addressing capacity development of both the government as well as its citizens including CSOs
and NGOs.
Capacity development must addresses on one side - the management or technical and on the
other side - leadership or change dimensions in instituting citizen engagement.
Technical dimension refers to the planning, organizing, staffing, and budgeting, to accomplish a
set of objectives. Its focus is establishing policy and directions so that operations and
implementation is often seen as a relatively technical, linear matter - more a question of effective
management. The aim is ensure stability and predictability of the operations.
Leadership dimension focuses on change and transformation. It involves the development of an
infrastructure to support collaboration and innovation, clarification of supportive organisational
values, and the development of competencies, particularly in entering and managing
relationships that is often conflict laden and marked by contestation. It underscores the building
of the stakeholders capability to jointly deliberate, argue and negotiate towards constructive and
productive outcome about difficult issues.
Mongolia will have to attend to both leadership and management development as it builds the
capacity of the Monoglian state/government and the Mongolian citizens to forge the dynamic
working relationship to provide the necessary conditions and support to meaningfully and
responsibly use its rich natural resource across generations.
16
REFERENCES:
ADB. 2007. Integrating Capacity Development into Country Programs and Operations.
Medium-Term Framework and Action Plan. Manila.
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