Demonstrating for the third week their determination to force the country’s military to return to its barracks, protesters in Myanmar appear to be learning lessons from a decade of protest in the Middle East and North Africa.
By the same token, Myanmar’s protesters, in stark contrast to public silence about the military’s brutal repression of the Rohingya minority in recent years, seem to want to forge a national identity that supersedes past emphasis on ethnicity and/or religion.
In doing so, they, like their counterparts in Lebanon and Iraq, reject sectarian policies that allowed elites to divide and rule and distract attention from economic and social grievances held by all segments of the population.
As they resist the military’s February 1 coup that nullified a democratic election won in November in a landslide by Aung San Suu Kyi’s National League for Democracy (NLD) because of alleged electoral fraud, protesters confront many of the same obstacles that demonstrators in Thailand, Turkey, Sudan, and Algeria face.
The ability to address desperately needed reforms with a buy-in from the military will shape a return to democracy and the sustainability of the transition. Taking military concerns into account reforms will have to include civilian control of the military, defining the military’s mission in national defence rather than ideological terms, and regulating the armed forces’ vast economic interests.
The Middle East and North Africa provide cautionary tales like Egypt that eight years after a coup has become a brutal dictatorship and Libya, Syria and Yemen that are wracked by war, as well as potential models, that would serve Myanmar’s democratization well.
Tunisia, the one Arab country to have pushed political transition relatively successful, was able to do so because Zine El Abidine Ben Ali, the Tunisian autocrat who was overthrown in 2011, had ensured that the military had no vested interest in the country’s political system.
Mr. Ben Ali decimated the military leadership, severely cut the budget of the armed forces early on in his 24-year rule and sidelined the military, relying instead on security forces and law enforcement. As a result, the military effectively stood aside when protesters staged mass anti-government demonstrations.
The positioning of Tunisia’s armed forces may not offer Myanmar immediate options, but it highlights the need for a military that understands itself as a national institution rather than a party with vested political and economic interests.
Of more immediate importance to Myanmar is the fact that Mr. Ben Ali as well as the leaders of Egypt, Libya and Yemen were toppled by an informal alliance between civil society and either factions of the military or the armed forces as a whole. They shared a short-term interest in removing the incumbent from power.
The same is true for Southeast Asia’s people power revolts in the Philippines and Indonesia in the 1980s and 1990s. In Myanmar, it was the military that opted for a degree of political liberalization following decades of intermittent mass protest.
It took Tunisian civil society’s engagement with the security forces as well as other segments of society and the existing power structure to nurture the democratization process. By contrast, the process was derailed in much of the Middle East by a post-revolt breakdown of the alliance, often aggravated and/or manipulated by external forces.
The Tunisian approach enabled all parties to manage the inevitable divergence of interests once Mr. Ben Ali had been toppled, juxtaposing civil society’s quest for wholesale political and economic reform with the security forces’ insistence on the preservation of their economic and political interests and rescue of as much of the ancien regime as possible.
In Tunisia, like in other post-revolt countries, the divergence kicked in the moment the incumbent was removed. The Middle East and Southeast Asia’s experience demonstrates that the pitfalls are embedded in the compromises made to establish a transitionary government.
Inevitably, the military and/or security forces either constitute the transition government or are a powerful part of it. Their track record is one of taking liberties in protecting their interests.
Like in Myanmar this month, the military crosses red lines when the transition endangers those prerogatives. Learning how to counter the pitfalls of perilous but inevitable cooperation with at least segments of the military and/or security forces is a work in progress.
Turkey provides a different set of lessons. President Recep Tayyip Erdogan’s turn towards repression and authoritarianism in the wake of a failed military coup in 2016 suggests that civilian control does not offer a magic wand even if the takeover was foiled by protesters who set aside their social, ideological, and political differences.
If this is a cautionary tale, Turkey also offers solutions to at least one of the issues: the military’s economic interests. Turkey’s military, even before the imposition of civilian control, put its economic house in order by creating a conglomerate, one of the country’s largest, that is owned by the military pension fund and subject to regulation, civic and commercial law, and markets like any other privately held institution.
As civil obedience in Myanmar persists, protesters have certain advantages.
Rather than being on their own, the protesters benefit from being at the forefront of a wave of defiance and dissent that for the past decade and no doubt the next is fueled by a breakdown in confidence in political systems and leadership.
With the pandemic, the widespread mismanagement of public health responses, the global economic downturn and dislocation, and technological change, the coming decade promises to be perhaps even more turbulent.
In addition, Myanmar protesters’ may be beneficiaries of the electoral defeat of US President Donald Trump and the rise of Joe Biden, who has pledged to make human rights a central plank of his foreign policy.
Granted, US adherence in its foreign policy to its human rights values has at the best of times been checkered.
Nonetheless, Mr. Biden’s approach, even if imperfectly applied, erases the permissive environment that autocrats enjoyed during the Trump years.
There is, moreover, a reason to believe that Mr. Biden will be truer to his pledge because it is key to US efforts to repair the credibility and reputational damage suffered by the United States because of Mr. Trump’s America First policy; disdain for multilateralism, international institutions, and international law; empathy with autocrats; and disregard for human rights.
Playing into Mr. Biden’s emphasis on human rights is the fact that the protests, like in Lebanon and Iraq, appear to have broken down ethnic and religious fault lines.
Yangon’s usually hidden Rohingya community has openly joined the protests four years after detained democratically elected Myanmar leader Aung San Suu Kyi stood by and later defended the military’s ethnic cleansing of the Rohingya, more than 700,00 of which fled to Bangladesh.
Burmese who in recent years used Twitter to attack and threaten Rohingya activists living in exile have apologized since the February coup, recognizing that military rule poses a threat to all.
Political transition, like reconciliation, is a long-drawn-out process that can take up to half a century to play out. It is a process of two steps forward and steps backwards as Myanmar is discovering now.
The Myanmar military understands that tacit Russian and Chinese support may not be as much of a lifesaver as it was in the past. That may explain the military’s reluctance to crush the protests even if the likelihood of an imminent crackdown is high.
If the experience of Egypt is anything to go by, the military can brutally suppress and keep a lid on unrest for a period of time. It may preserve the military’s interests for a while, but it cannot provide sustainable economic solutions or ensure stability.
In contrast to Egypt, protesters in Myanmar have the advantage that they are demanding recognition of a current election outcome that could put a new government in a position to redefine the role of the military and regulate its economic interests.
Based on the experience of Egypt, one core bone that the government would likely have to throw the military is immunity against prosecution for past crimes. That may be a bitter pill to swallow and violate principles of truth and accountability as an important pillar of transition.
As Egypt demonstrates, it offers no guarantee of keeping the military in its barracks. But it may be the carrot that helps entice the military to make the concessions needed for a democratic transition.
For now, Myanmar cries out for non-partisan independents capable of helping the military and the protesters to back away from a zero-sum game that seems destined to result in bloodshed.
That is likely to prove a gargantuan task as Indonesian Foreign Minister Retno Marsudi spearheads efforts by the Association of Southeast Asian Nations (ASEAN) to mediate a way back from the brink.
In the words of former International Crisis Group Myanmar analyst Morten B. Pedersen “when a military obsessed with order and stability…confronts an essentially leaderless popular movement driven by youthful anger and shattered hopes, compromise is perhaps the hardest thing of all.”
Transforming Social Protection Delivery in the Philippines through PhilSys
Social protection helps the poor and vulnerable in a country, especially in times of crises and shocks that may threaten the well-being of families. When COVID-19 hit and quarantines began, the Philippines needed a massive expansion of social protection coverage to mitigate the impacts of the pandemic. Countries that already had good and inclusive digital infrastructure (including internet connectivity, digital identification, digital payments and integrated data ecosystems) were better equipped to quickly adapt their social protection programs to meet urgent needs. They also fared better in maintaining continuity of services when in-person interactions could be moved online.
For the Philippines, it presented a challenge, and strain was felt in the delivery of social assistance under the Bayanihan acts.
Fortunately, the country is moving to address digital infrastructure gaps, including through the development of the Philippine Identification System (PhilSys). PhilSys is one of the most complex – but also game-changing – projects undertaken in the country.
The Philippines is one of only 23 countries without a national ID system. As a result, Filipinos need to present multiple IDs (and often specific IDs that many do not have) when transacting, including with government, creating barriers to services for the most vulnerable among the population. Information across government databases is often inconsistent. These undermine the Philippines’ transition to a digital economy, society and government. The PhilSys will help address this by providing all Filipinos with a unique and verifiable digital ID (and not just a card), while also adopting innovative and practical data protection and privacy-by-design measures.
The new partnership agreement between the Philippine Statistics Authority (PSA) and the Department of Social Welfare and Development (DSWD) for DSWD’s adoption of the PhilSys is a milestone for the Philippines’ social protection and digital transformation journeys. DSWD will be the first agency to utilize the secure biometric and SMS-based identity authentication offered by the PhilSys to uniquely identify and verify its beneficiaries. Pilots with the Pantawid Pamilyang Pilipino Program (4Ps) and Assistance to Individuals in Crisis Situations (AICS) program will begin within the next few months, before PhilSys is used by all DSWD programs.
Adopting PhilSys will enable DSWD to further accelerate its digital transformation. By automating verification and business processes for its programs and services, DSWD will be able to improve the impact while reducing the costs of social protection programs. PhilSys will assist with identifying and removing ghost, duplicate and deceased beneficiaries to address leakages, fraud and corruption, and thus boost transparency and public trust. The unified beneficiary database that DSWD is developing with the help of PhilSys will contain up-to-date and consistent beneficiary information across all programs.
The World Bank is supporting these DSWD initiatives through the Beneficiary FIRST (standing for Fast, Innovative and Responsive Service Transformation) social protection project.
Importantly, these changes will translate to benefits for Filipinos.
Those who interact with the DSWD will face less paperwork, queues, hassle, costs and time. With their PhilSys ID, they will also have better access to a bank or e-money account where they can potentially receive payments directly in the future, promoting financial inclusion. Indeed, more than 5 million low-income Filipinos have already opened bank accounts during PhilSys registration. And the resources that DSWD saves can be redirected to addressing the needs of beneficiaries who live in remote areas without easy access to internet and social protection programs.
Beyond the advantages for social protection, the digital transformation PhilSys will catalyze in the public and private sectors can be fundamental to the Philippines’ pivot to reviving the economy and getting poverty eradication back on track. Success in utilizing PhilSys for social protection will have a significant demonstration effect in accelerating digital transformation by other government agencies as well as the private sector.
But digital transformation is not easy. It is not about simply digitizing things. It is about re-imagining how things can be done for the better, with technology as an enabler. Digitizing bad systems or processes just leads to bad systems or processes digitalized. Digital transformation therefore depends on and can only be as fast as process re-engineering and institutional and bureaucratic changes to overcome inertia.
Digital transformation must also be inclusive to avoid exacerbating digital divides or creating new ones.
The effort will be worth it. And the World Bank is firmly committed to scale up our support to the Philippines’ digital transformation agenda. A digital Philippines will not only be more resilient to future shocks – whether they are natural disasters or pandemics – but also be poised to take advantage of the opportunities brought by COVID-19 (shift of activities online) and those that lie ahead in the post COVID-19 world.
first published in The Philippine Star, via World Bank
Bringing “the people” back in: Forest Resources Conservation with Dr. Apichart Pattaratuma
With a lifetime dedicated to forest conservation, Dr. Apichart Pattaratuma reflected back on his career and what forest management means to Thailand. In the year 1978, he received the prestigious United Nations and Ananda Mahidol Foundation Scholarship to attain higher education at the College of Forest Resources, University of Washington, Seattle, USA. After graduating in the year 1985, he returned to Thailand with a commitment to teach and research at the Department of Forest Management, Faculty of Forestry, Kasetsart University until his retirement with full professor position. The excerpts below encapsulated a conversation between Dr. Pattaratuma and Dr. Rattana Lao on forest conservation.
Beyond the classroom: An anthropological perspective
I dedicated my life to study the anthropological aspect of forest management to His Majesty King Bhumibol Aduyadej of Thailand. I studied cultural dimensions of forest management in many areas of Thailand. I began with Huay Hin Dam with Karen hill tribe (Pra-ka-ker -yor) Suphanburi Province. I tried to review the international literature on land use and combine it with in-depth interviews with the hill tribes to understand the cultural dimensions of their livelihoods. I observed how they built their houses and how their managed their forest. There are three characteristics of the Karen tribe. Firstly, they lived on small plots of lands and their houses are very small. Secondly, they conserve their forest land with water resources. Thirdly, they refrain from using pesticides. Culturally, there is a clear division of labor amongst men and women. While men will clear the lands, women will cultivate agricultural goods such as papaya, guava and banana. There is limited drugs use.
It’s liberating to do research beyond the classrooms. To observe real live, real changes. I learnt more than I set out to do and they are all interrelated to a bigger picture.
Intersectionality between culture, migration and forest management
Karen hill tribes migrate in a cluster. There are more than 3 families migrating together to the new fertile forest land. They will migrate together when land is exhausted. This is most evident in the borderland between Thailand and Myanmar. Back then they did not have official documentation but slowly they do. There has been an influx of hill tribes from Myanmar to Thailand due to political conflicts from Myanmar. From my observation, they are very conscious about forest conservation and resources management. They said: “no forest, no water”. They are compelled to protect the forest from pesticides in order to keep the water clean and their health well. They are very logical. Although they grow rice, it’s very subsistent and only for household consumption. They don’t grow rice for commercial purpose. This is the land use for Karen hill tribe.
I also studied in Kampeangpetch, Nan, Chiang Rai, Phrae and Lumphun. Each place is diverse and the situation is really different. Some local tribes are preserving of the forests, others are more detrimental. We need an in-depth study to understand the cultural dimension of land use for each tribe.
The heart of forest management
People. It’s the people. People must particulate in the forest management. Otherwise, it is very difficult. When we go into each location, we must approach people and bring them into the conversation. I have tried to do all my life. Civil servants must approach people, not other way around. People are looking up to our action. They look into our sincerity and commitment. If they see that we are committed to study about their livelihood, they will share the right information and they will help.
Indonesia is a good example of successful forest management. The state get people involved. In every kilometer, there are four actors involved in protecting the forest: soldiers, policemen, villager and forester. They help each other protecting the wildlife and forest resources.
Can legal change help the people?
Legal relaxation can help lessen the pressure between man and forest. Before the legal requirement was very strict. Any kind of forest intrusion would be caught including small hunters gatherers. I think that is too strict. That put people against the law. People should be able to go into the forest and pick up some mushroom and bamboo and some wild products to lessen their poverty and hunger.
As long as people are still hungry, it’s very hard to manage the forest. There must be a way to balance the two: people livelihood and forest management.
Much of the legal attention is paid to small farmers use of the forests. However, the real issue is big corporations invade the forest. This is very significant. Deforestation happens mostly from large scale corporation rather than small scale farmers. There are many loopholes in the system that lead to systemic corruption and mismanagement of land use. Many wealthy houses are built on large scale timber to exemplify wealth and status. It saddens me.
Would the next generation get to see large tree in the forest?
What can we do to protect the forest?
There are many organizations that responsible for the forest protection such as Royal Forest Department, Department of National Parks, Wildlife and Plant Conservation and Department of Marine and Coastal Resources. But the manpower are not sufficient to cover the large area of forest in Thailand. There are not enough permanent manpower to go on the ground and protect forest resources, while the intruders to National Parks are equipped with more advanced weaponry.
To protect the forest, the state must be committed and the people must participate in the process.
Possibilities for a Multilateral Initiative between ASEAN-Bangladesh-India-Japan in the Indo-Pacific
In the Indo-Pacific context, there are multiple partners all aiming for economic fulfillment along with maritime security and safety. Countries ranging from the Indian Ocean to the South China Sea seem to be more worried about the freedom of navigation and overflight as Chinese aggressiveness is rampant and expansionist is a scary idea. The region from India to Bangladesh has a huge potential of interconnectedness and if connected to the Southeast Asian countries, it would also help in India’s Act East Policy and India’s neighbourhood first policy and further help out in strengthening relations to the far East as in Japan. All these countries combined can create an interconnected chain of mutual and common interests with balanced ideas of economic, military, social, political and people to people exchanges which would in turn help develop a multilateral.
Who can lead this Multilateral Initiative and Why?
Japan can be the prime crusader for this multilateral as it has excellent relations with all the parties and is the pioneer of the free and open Indo-Pacific. Japan has excellent diplomatic, economic and infrastructural relations with all the possible partners as it provides ODA loans, aid and assistance. Japan being the pioneer of Free and Open Indo-Pacific can be guiding force for this multilateral in the maritime domain which would help create a new regional grouping consisting of South Asia and Southeast Asia primarily based on maritime. Japan is the only developed country among all the other players and with its expertise, it can surely guide, help, support and take along all the countries. Japan most importantly is a non-aggressive nation and believes in mutual respect unlike China. Japan has no dept trap issue unlike China. Japan is known for quality in infrastructural development and with their expertise in science, technology and innovation can well lead these countries. Japan’s reputation of honesty, no corruption and extreme detailed paper work is commendable.
What are the benefits from this Multilateral Initiative?
This multilateral would help connect the Indian Ocean (India) to Bay of Bengal (Bangladesh) to the South China Sea (ASEAN) and the East China Sea (Japan)- would help in the creation of water interconnected network from South Asia to Southeast Asia. This could be the first regional maritime grouping covering South Asia to Southeast Asia. This maritime grouping can create a network of ports which could also become an economic hub and intersecting points of investment and infrastructural development (already Japan is investing in a big way in all these countries). India’s Northeast would get a greater economic, infrastructural and people-to-people exchange as it would connect India to Bangladesh and Myanmar. Mekong Ganga Economic Corridor already exists and could pave the way for Bangladesh and Kolkata greater port exchange which could be developed as nodal points in Bay of Bengal and would help in easy and cheaper freight. These countries can also aim for the strengthening of defence and security relations in the domain of maritime and can also aim for a logistics support agreement and a network from Indian Ocean to Bay of Bengal to South China Sea to East China Sea and would help tackle Chinese aggressiveness and China has been mapping the waters in all these waters and so, to protect one’s territorial sovereignty and integrity, defence relations must be build.
An ecosystem based on Digitalization, Science, technology and Innovation can be formed which would help create a united cyber security law and all this could ultimately lead to the 4th Industrial Revolution. South Asia and Southeast Asia would be lucrative markets and labour distribution and generation of employment can be done through the ports, logistics network, economic and trade exchanges and interactions. This multilateral would form a resilient supply chain in the region of South Asia and Southeast Asia in the domain of Indo-Pacific. Marine economy can be a major factor of this multilateral initiative as it would be a major success in the maritime domain. This multilateral can also work on vaccine diplomacy and work on future health hazards mechanisms.
Why Bangladesh must think of adopting the Indo-Pacific Strategy?
Bangladesh must adopt the Indo-Pacific strategy and create its own objects and call it the SAMODHRO NITI. Bangladesh has the capability of being an excellent maritime power and it is a major leader in the Bay of Bengal and to be an effective part of this multilateral. The Bay of Bengal Industrial Growth Belt (BIG-B) would be a key binder. Bangladesh must realise that China by building dams on the Brahmaputra River would actually create issues for Bangladesh’s fishery catchment areas as it would get inundated with salt water and to stop that Bangladesh must work to strengthen its position to tackle China. Also, China could also create water issues for Bangladesh and Bangladesh must look at ways to safe guard its water resources. Thereby, Bangladesh must work towards countries who face similar issues with China. The Indo-Pacific Economic Corridor is an excellent example of cooperation but this Multilateral if formed can be a stronger initiative and Bangladesh benefits from it as being a hub of textile, leather and pharmaceuticals and this Multilateral has all the efficiency of becoming an economic hub which would benefit Bangladesh too. If Bangladesh adopts an Indo-Pacific Policy, then its market in Japan, the US and Europe would become stronger due to shared interests and can also sign a Free Trade Agreement with EU like Vietnam did.
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