Our Difficult Climb: Initial Progress and the Ascent Ahead Transparency International—World Bank Combating Corruption Workshop Washington, DC March 21, 2003 The World Bank Presented by: The Public Sector Group The World Bank Page 1
Overview A promising start … Tremendous increase in awareness Explosion of activity, cuttingedge diagnostics Major programs launched, with some early successes … but we are also facing formidable challenges To have major impact, need to tackle deeper issues The World Bank Possible Paths … Page 2
The initial ascent … getting to base camp … WDR on Institutio ns 1982 TI CPI (5/95 ) JDW “Cancer of Corruptio n” Speech (10/96) O. P. State in Mainstreami a ng AC in Changin CAS (99) g World Strategic Governance (97) Compact Pillar - CDF (97) (98) Governan ce Strategy (00) • Public Expenditure, Financial Mgt. & Procurement Reforms • Diagnostic/Data/ Monitoring Tools Anti. Gov/A-C corruption Diagnostic Strategy s start (98) (97) • Administrative & Civil Service Reform Broadening & Mainstreaming The ‘Prohibition’ Era • Civil Society Voice, Accountability, Media & Transparency Mechanisms • State Capture/Corporate Governance Internal AC unit created in WB (98) 1970 1980 1995 1996 The World Bank 1997 1998 1 st set of firms Debarred from WB (99) 1999 • Legal/Judicial Reform Formalizati on of INT (01) 2000 2001 2002 2003 Page 3
Good governance has many dimensions & “entry” points Institutional Checks & Balances • Independent, effective judiciary • Legislative oversight • Decentralization with accountability • Global initiatives: OECD Convention, antimoney laundering, WCO Civil Society Voice & Participation • • • Freedom of information Public hearings on draft laws Media/NGOs Community empowerment Report cards, client surveys Political Accountability • • Political competition, credible political parties Transparency in party financing Disclosure of parliamentary votes Asset declaration, conflict-of-interest rules Competitive Private Sector GOOD GOVERNANCE • • • Economic policies Restructuring of monopolies Effective, streamlined regulation Robust financial systems Corporate governance Collective business associations Public Sector Management • • The World Bank Meritocratic civil service with adequate pay Public expenditure, financial management, procurement Tax and customs Frontline service delivery (health, education, infrastructure) Page 4
Explosion of activities: Examples of major programs launched across countries Albania (public admin. ) Latvia (anticorruption) Ukraine (tax admin) Russia (customs/treasury) Kyrgyz Republic (governance reform) Jordan (civil society) Cambodia (PE; forestry) Guatemala (diagnostic to action program) Colombia (diagnostics & civil society) Bolivia: (public admin. ) The World Bank Ghana (PE accountability) Gabon (water/electricity) Uganda (PRSC; education) Philippines (transport) Bangladesh (civil society) Pakistan (devolution) Tanzania (PSR) Ethiopia (decentralization) Indonesia (local governance) India – Andra Pradesh (power; e-gov); Karnataka (right to info) Page 5
Some approaches that appear to be working … Latvia (Anticorruption) Ghana (Public Expenditure Accountability) Gabon (Water/Electricity) The World Bank Uganda (Education, Capacity Building-Action Learning/Core AC Course) Indonesia (Community Empowerment) India – Andhra Pradesh (Power; E-governance) Page 6
But on average, no evidence of significant improvement on control of corruption … Good Source: ICRG, 1994 -2002. Subject to margins of error, as it is based on only one source. Poor The World Bank Page 7
Some signs of initial progress in some regions… Business Environment & Enterprise Survey (BEEPS) in ECA … though variations across different dimensions … How significant are these obstacles to your business? High 1999 2002 Low 0 Perceived Impact of State Capture The World Bank Frequency of active capture by firms Bribe frequency Page 8
Some programs that have stalled – and why… Ø The challenge of politics: § No political ‘buy-in’ – despite plethora of diagnostics and pressure from civil society: Bangladesh § Difficulties in sustainability when there is no political traction: Georgia judiciary § The need to anticipate political obstacles: Action Oriented Learning Program in AFR – Malawi vs. Uganda § Opposition from powerful vested interests in Cabinet & bureaucracy: India, Karnataka – right to information The World Bank Page 9
Lessons learnt, broader implications … a long way to go … These appear to be working when the underlying environment is conducive: Excellent at diagnostics Good at addressing the 0 ‘surface’ manifestations Good at technical solutions and design Ø Committed leadership Ø Coalition for reform Ø Capacity But, struggling to address ‘deeper’ underlying issues Ø Enhance ‘demand’ pressures for reform Ø Overcome vested interests against reform Ø Reverse the “culture” of corruption in the public sector Ø Tackle political drivers of corruption (e. g. , party financing) Ø Within WB, mainstream across sectors and countries The World Bank Page 10
7. The way forward … shortening the journey Shrinking the time horizon oa ch es • New World Bank ew N Partnerships Improving the “supply” of reform w Ne • New es ch oa pr ap 10? The World Bank 25? Years CORRUPTION Strengthening the “demand” for reform N CORRUPTION ap pr • Lending • AAA Partners (e. g. TI, bilaterals) ¥ Page 11
The Way Forward: Strengthening the “demand” for reform The World Bank Strengthen international pressure for reform CORRUPTION Enhance domestic pressures for reform • Assist civil society in monitoring governance reforms: Slovakia, TI • Support CSOs & FBOs that mobilize citizens in favor of government performance: PAC, Bangalore; Action Learning Programs, LAC • Help SMEs to organize & mobilize MNCs against capture by large vested interests: ECA • Strategically support responsible media on anticorruption: Philippines Center for Investigative Journalism • Use international bully pulpit to re-energize the agenda: JDW • Say “no” when warranted: Indonesia? Kenya? • Use the international platform to highlight good and bad governance countries: TI, CPIA, KKZ, BEEPS indicators • Strengthen global anticorruption initiatives: OECD Convention, Anti. Money Laundering Page 12
The way forward: Enhancing the “supply” of reform Help reformist governments overcome obstacles Reverse the “culture” of corruption afflicting the public & private sectors Ø Strengthen capacity building & institutional reform efforts: More robust lending & AAA Ø Strengthen evaluation for ‘scaling up’: DEC, OED, WBI; partners Ø Emphasize change mgt & design programs to defuse opposition: Education reform, LAC Ø Support AC efforts that improve service delivery that citizens can observe: Jordan Ø Understand the norms permeating public-private corruption networks & how to combat them: Peru Ø Support CSOs/FBOs working towards a transformation of values/ethics in the public sector: AP, India Ø Support enforceable conflict of interest rules: Latvia Ø Promote better corporate governance & codes of conduct: TI business principles for countering bribery The World Bank Help tackle political drivers of corruption Ø Address issue of party finance disclosure & regulation: UK DFID, TI? Ø Work with media & Parliaments on political corruption: WBI, others Ø Develop better tools to understand state capture, market for influence & networks DEC, WBI, others Ø Work with future leaders: WBI Youth Program Page 13
The way forward … Internal incentives World Bank Strengthen staff fortitude and incentives to say “no” when warranted The World Bank Deepen and enhance leadership and ownership of anticorruption agenda across sectors – beyond PREM/ WBI/ OPCS/ LEG Page 14
Q&A and Discussion The World Bank Page 15
Скачать презентацию Our Difficult Climb Initial Progress and the Ascent
c54316b1171f68f8e139e9614041a64b.ppt