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TR NSP RENCY ND
CCOUNT BILITY
MANAGING
to reduce corruption;involving the staffSlides for a seminar session and discussion Denis Osborne, 2007
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Ethics and Good Governance
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INFORM, or TELL
How well do we tell clientsand general public what we
are doing and why?
Are there annual reports, pressreleases, newsletters, etc, to
target groups including end-users?
Are the messages effective?
Do people get the message?
How do we know?
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RESPOND
Invite questions; give answersPeople should know where and who to ask
Do people know where to seek information?
Give them an address, hotline number, a name.
People should find what they want to know
How readily is information given?
How quickly is it given?
OR told why they cannot be told!
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LISTEN
Information needs to flow both waysDo we listen to othersseek their viewsand inputs about the quality of service?
Do we ask for their priorities for change?Do we use suggestions boxes?
Do we conduct surveys?
Do we meet with focus groups?
Do we get their ideas, and feedback
Quality Assurance of service received?
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CONSULT
Do we involve clients and the public generally in
shaping, deciding and implementing policies?
Consultation leads to participation in whichcitizens co-operate to maintain the transparency
of government
and otherorganisations.
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SOME DANGERS
Demands for MORE TRANSPARENCYare seen by staff as an indication of mistrust
The objective needs to be explainedto
Build Trust in Government and Public Service
With a personal responsibility to ensure our
actions allow no reasonable suspicion
ALSO remember, beware targets discredited by experience in the USSR
(state farms) and the UK (health)!
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BE ACCOUNTABLE
To be accountable we must act responsiblyand report ; and give account
This means more than just responsibility
If you give me a letter to post to be responsible, I must post the letter
to be accountable, I tell you I posted it
to be more accountable, I tell youwhere and when I posted it
In French, Korean, Spanish, Thai
there is no one-wo rd translation for accoun tabi li ty
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ACCOUNTABILITY: TO WHOM?
I am accountable to the Boss to the public and their elected leaders
to clients I serve directly, to public in general
to future generations, to God
Giving account by an organisation includes:
annual reports (for different readers?)
project reports / reports to end users
audited accounts
reports of work intended, policy changes
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MORE DANGERS
Demands for MORE ACCOUNTABILITY require everybody to give account
Managers tell staff to write reports
(which they may think are never read!)
The best staff hate this most!
they want more time to do the work
to get results, give good service For what do we give account, how?
Try the checklist, select ONE target
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SET INFORMATION FREE?
Some countries and organisations have aFreedom of information policy, giving citizens
a right to know the US, Japan, the ADB.
In Japan in 2001 (as earlier in US) it changed the way people worked
it cost time, money, reduced productivity
it made Officials even more risk averse
(more meetings with less minutes)
But ADB policy excluded access
to initial policy proposals, etc
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AN EXAMPLE, THE MKSSControversialmovement in Rajasthan, India
Educated citizens
demanded access local government accounts
and gave data on wall charts to villagers.
Villagers found that payments had been issued
for clinics, schools and public toilets that had never
been built, for workers long dead,
and for disaster relief that never arrived DEMANDED MORE INFORMATION
Similar actions work well elsewhere
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A CHANGING WORK CULTURE
Getting better transparency and accountabilitychanges the Public Service work culture
From telling the public nothing,
unless authorised to tell To telling everything,
except what is expressly forbidden, and
then explaining why they cannot be told!
WITH A LOSS OF POWER
in consequence
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A KEY ROLE FOR MANAGERS Who leads? In this as said more generally:
Political will (top), people pressure (bottom-up), and
mid-level: MANAGERS private & public sector
Managers are responsible for products, services
for VFM, and for maintaining or re-building trust
Thus Managers are expected to:
Control, guide and motivate staff
Advise bosses, warn of dangers
Ensure department not cheated
+ by suppliers, customers or colleagues
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INVOLVE THE STAFF
Convince them of need to combat corruption Convince them that they can do much to help
If necessary convince them that there is an
opportunity for all of us to change behaviour Consult them on risks to Department (they may
know best), ask them to recommend actions
Brief them on risks we perceive Make action responsibility of all staff,
not only ethics or anti-corruption group?
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ADVISE THE BOSS
Of the risks for the Department Of actions proposed to minimise risks
and to build trust
Perhaps suggest they reinforce messageto staff, suppliers, clients
Warn them if their actions might risk
reasonable suspicion of corruption! Report (to whom?) if we think they
are acting corruptly
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WATCH SUPPLIERS, CLIENTS
There have been many initiatives to reducecorruption in procurement
Some forget that properly competitive bidding
depends on potential suppliers/contractors notknowing who the others are
Too much transparency is bad
Clients also cheat governments forbenefits, pensions, tax concessions
One simple test: did we get VFM?
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WATCH THE STAFF
What are signs that there may be corruption? Delays; Too keenat desk early, late, little leave
Excess wealth; Secretive; Evasive; Reassuring, etc
Too sociable with clients, suppliers, contractors
Sometimes oldest, senior, staff go bad! Why?
disappointment, anger, fear about career,sickness, relationships, drugs, blackmail
Explain to staff why Trust but Verify We trust you, but check so that others
will trust us all
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PART OF OUR TASK
AS MANAGERS, is to motivate staff and others for example, how do we explain the benefits from
writing reports that nobody will read?
(perhaps writing helps us think more clearly?)
MORE GENERALLY wise management requires
good competition and good regulation
in practice what will that mean?GOOD MANAGEMENT in all systems
as antidotes to corruption and fraud
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MANAGERS NEED HELP
Groups of managers in one speciality or onelocality may help each other grasp issues
The anti-corruption agencyor other bodiesshould be able to help in several distinct ways
Advise on good management (good governance)systems, patterns
Train managers and staff in ethics andanti-corruption issues
Help them to detect likely corruption,know what and when to report,and know how to protect evidence
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WHAT WOULD YOU DO
IF APPOINTED HEAD OF A DEPARTMENTTHAT WAS ALLEGEDLY VERY CORRUPT?
Does higher/top management know, disapprove?
Try to get support of top management, and staffYour reputation and ours is at stake
Clarify your aims
Retribution for wrongs done, the past
Better standards, for the future
Combine soft measures and tough
Focus on, target, one activity at a time
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ADAPT
These ideas are importantWe need to adapt them to our society
and to our organisation
and take ownership for what we will doRemembering
The acid test is not so much the
measures that have been formulated,but the sincerity and determination
in enforcing them.