Strategy Notes

Managing Revenue at the Palestinian Authority, 2002 - 2004

Author
Tristan Dreisbach
Country of Reform
Background
Abstract

“Could the Palestinian Authority survive?” That was the question on many Palestinians’ minds when Salam Fayyad became finance minister in June 2002 and the cash-strapped government was struggling to pay its civil servants and suppliers. To avert a collapse, Fayyad quickly took steps to increase government revenue. He developed a system that would direct into a single, centralized treasury account all taxes, fees, and other income collected by government offices. He created a fund that consolidated the Palestinian Authority’s tangled and largely opaque commercial and investment assets and contracted with an outside firm to conduct a full audit of those holdings. He also took action to reduce smuggling and assert control over the tobacco authority and petroleum commission—two autonomous PA agencies plagued with management problems. The reforms required Fayyad to navigate political resistance and an entrenched administrative culture wary of financial transparency. Fayyad’s achievements enhanced efficiency, helped restart the flow of tax revenues withheld by Israel, and enabled the PA to attract external support and investment, quashing—at least temporarily—an existential financial crisis.

Tristan Dreisbach drafted this case study based on a series of interviews conducted with Salam Fayyad in Princeton, New Jersey, in 2019. The study also incorporates other interviews conducted in the Palestinian cities of Ramallah, Nablus, and Jericho in June and July 2019. The case is part of a series on state building in Palestine, 2002–05 and 2007–11. Case published March 2022.

Innovations in Land Registry Management (Cross-Cutting)

Author
Innovations for Successful Societies Program
Abstract

This cross-cutting analysis draws on a series of case studies conducted by Innovations for Successful Societies under the auspices of a grant from the Omidyar Network and the British Academy-Department for International Development Anti-Corruption Evidence Program. Published February 2018.

Implementing National Anti-Corruption Strategies (Cross-Cutting)

Author
Innovations for Successful Societies Program
Keywords
Focus Area(s)
Abstract

This cross-cutting analysis draws on a series of case studies conducted by Innovations for Successful Societies under the auspices of a grant from the British Academy-Department for International Development Anti-Corruption Evidence Program. Published February 2018.

Preserving Forests: What are We Learning About Making Voluntary Supply-Chain Certification Work? (Cross-Cutting)

Author
Innovations for Successful Societies Program
Focus Area(s)
Critical Tasks
Abstract

This cross-cutting analysis draws on five case studies conducted by Innovations for Successful Societies under the auspices of a grant from the British Academy-Department for International Development Anti-Corruption Evidence Program. Published February 2018.

Innovations in Land Tenure Systems and Land Titling (Cross-Cutting)

Author
Innovations for Successful Societies Program
Focus Area(s)
Abstract

This cross-cutting analysis draws on a series of case studies conducted by Innovations for Successful Societies under the auspices of a grant from the Omidyar Network and the British Academy-Department for International Development Anti-Corruption Evidence Program. Published February 2018.

 

From Underdogs to Watchdogs: How Anti-Corruption Agencies Can Hold Off Potent Adversaries

Author
Gabriel Kuris
Focus Area(s)
Abstract
Leaders of anti-corruption agencies frequently encounter opposition from powerful beneficiaries of existing corruption. Those antagonists often seek to neutralize the agencies by weakening the agencies’ credibility, legal power, or operations. Drawing from ISS interviews and case studies, this cross-cutting report explores responses to this strategic challenge by agencies in eight countries (Botswana, Croatia, GhanaIndonesia, Latvia, LithuaniaMauritius, and Slovenia). The leaders and staff of those agencies worked to overcome opposition by recruiting allies, instituting internal controls to bolster transparency and accountability, pursuing low-visibility preventive efforts, and carefully assessing the pros and cons of high-level investigations. The outcomes of their efforts point to conditions that shape effectiveness and suggest possible workarounds or alternative approaches for anti-corruption agencies in adverse circumstances. 
 
Gabe Kuris authored this paper based on Innovations for Successful Societies case studies of eight anti-corruption agencies. Paper published in 2014. 
 
Associated Interview(s):  Bertrand de Speville