Economic Research Forum (ERF)

Robert P. Beschel Jr.

Author

Robert P. Beschel Jr.
Nonresident Senior Fellow - Brookings Doha Center

Robert P. Beschel Jr. is currently a nonresident senior fellow with the Brookings Doha Center, where his research interests concentrate on governance and public sector reform throughout the Middle East and North Africa region. He is helping to oversee the Center’s work on the policy and institutional responses to Covid-19. Previously Beschel served as Chair of the World Bank’s Center of Government (COG) Practice and Lead Public Sector Management Specialist within the Bank’s Middle East and North Africa region. He has written and worked extensively on economic and public sector reform issues in a diverse number of countries in the Middle East, East Asia, South Asia and Central and Eastern Europe. In 2010, he was recruited by the Office of Tony Blair and the Government of Kuwait and served as the Director for Policy in the newly created Technical and Advisory Office (TAO) of the Prime Minister.

Content by this Author

Public sector reform in MENA: the achievable governance revolution

Across the Middle East and North Africa, there are countries working to modernise state institutions to make them more efficient, effective and responsive. This column argues that while it is common for Arab governments to look elsewhere for reform ideas, there is a wealth of experience within the region that practitioners should consider. Lessons from public sector reform in MENA from the past two decades suggest that transformative change is possible.

The Middle East and North Africa and Covid-19: gearing up for the long haul

The global pandemic is likely to affect the Middle East and North Africa directly for several years to come and indirectly for even longer. Yet as this Brookings column argues, countries in the region can emerge both better able to prevent such disasters in the future and with a set of more agile and responsive institutions that will help them to tackle other pernicious development challenges.

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Global value chains and sustainable development

What is the role of exchange rate undervaluation in promoting participation in global value chains by firms in developing countries? What is the impact of the stringency of national environmental regulations on firms’ GVC participation? And how do firms’ political connections affect their participation in GVCs? These questions will be explored for the MENA region at a special session of the ERF annual conference, which takes place in Cairo in April 2025.

Adoption of decentralised solar energy: lessons from Palestinian households

The experience of Palestinian households offers a compelling case study of behavioural adaptation to energy poverty via solar water heater adoption. This column highlights the key barriers to solar energy adoption in terms of both the socio-economic status and dwellings of potential users. Policy-makers need to address these barriers to ensure a just and equitable transition, particularly for households in conflict-affected areas across the MENA region.

Migration, human capital and labour markets in MENA

Migration is a longstanding and integral part of the MENA region’s economic and social fabric, with profound implications for labour markets and human capital development. To harness the potential of migration for promoting economic and social development, policy-makers must aim to deliver mutual benefits for origin countries, host countries and migrants. Such a triple-win strategy requires better data, investment in return migration, skill partnerships, reduced remittance costs and sustained support for host countries.

Shifting gears: how the private sector can be an engine of growth in MENA

Businesses are a key source of productivity growth, innovation and jobs. But in the Middle East and North Africa, the private sector is not dynamic and the region has a long history of low growth. This column summarises a new report explaining how a brighter future for MENA’s private sector is within reach if governments rethink their role and firms harness talent effectively.




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