In my last blog post, I showed that while governments are increasingly using the technology to demonstrate that services are improving, their efforts risk being undermined by “gaming” – in other words, fiddling the performance statistics to make things look better than they really are.
We focused on the problem in the UK. In this blog, I look at what the UK has and hasn’t done to address the problem, and what we can learn from that.
Governments are under pressure to show their ever more educated and informed citizens that schools, hospitals and other public services are getting better. Traditionally, they have done that by spending money and building things: look, a brand new hospital! Of course, everybody knows that there is more to service quality than dollars, bricks and mortar. But at least we can see and touch bricks and mortar. How can we put a finger on service quality?
Though the Indian government has steadily increased funding for its health sector, per capita allocation is still low; reform is thus critical to effectively utilize the available budget.
The underlying question is: Given a set of resources, how do you procure goods in a way that achieves value for money and maximum efficiency?
Drugs and medical supplies are not procured and distributed in time, and this interruption in the delivery of services in health facilities affect the general population’s health outcomes.
Sport is no longer an activity solely associated with exercising the human body and mind. It’s a global industry that captivates billions of people, employs millions, and generates as much revenue, according to a recent study, as one percent of global GDP.
Growing at around seven percent annually between 2009 and 2013 – that’s faster than the GDP of most countries in the world – sport has become a behemoth. And with huge size comes a darker side. Corruption, cheating, bribery. It’s time to clean up sport and promote healthy physical education with a new global initiative.
Since the beginning of the 20th century, modern sport has been self-governed by non-governmental organizations (NGOs) such as international sport federations (ISFs) and the International Olympic Committee (IOC). Many of those NGOs have become immersed in corruption scandals.
On International Anti-corruption Day 2014, one of the issues we at the Stolen Asset Recovery Initiative want to illustrate - is how recovering stolen assets helps fight corruption and end impunity.
On International Anti-Corruption Day, those involved in this effort, gather to express a shared commitment to take action, and to pledge - in the words of this year’s Twitter hashtag – to #breakthechain, against all forms of corruption - from petty bribes to grand corruption.
Here at the World Bank, we are hosting the ‘International Corruption Hunters Alliance’. The Duke of Cambridge, Prince William, spoke out strongly, highlighting the malignant effects of corruption as, ‘an abuse of power; the pursuit of money or influence at the expense of society as a whole’.
Accountability Institutions – such as Information Commissions, Ombudsman and Supreme Audit Institutions – play a fundamental role in advancing government openness. Initiatives such as the Open Government Partnership should deepen engagement with them.
Transparency and accountability are key priorities of the Open Government movement. They are also areas where accountability institutions can have real impact. Information Commissions play a crucial role in guaranteeing the right to information. Ombudsman institutions handle citizen complaints about public administration and help protect citizen rights. They have a crucial mediation function that fosters reciprocal engagement of the citizen and state. Supreme Audit Institutions (SAIs) are also a critical part of the national accountability architecture, with a mandate to “watch over” government accounts, operations, and performance, through external auditing.
At times, I ask my friends in Nepal, why they would not launch a business, especially when they have funds. A common obstacle for everyone is that they say you have to bribe government officials to even open a business.
Turns out, this isn’t unique to Nepal. According to Drivers of Corruption, a report recently published by the World Bank,
. These charts are based on surveys of more than 13,000 firms in 135 countries, by World Bank Enterprise Surveys.
Check out these charts and tell us if you are surprised.
Whenever aid and development money is involved, one question consistently emerges: How do you make sure it does not fall on the wrong hands, and be victims of fraud and corruption? This is a question that the World Bank country team in Vietnam and elsewhere has been grappling with. How do we ensure that financing for World Bank projects actually goes to its intended purposes and supports the ultimate goals of eliminating extreme poverty and boosting shared prosperity?
World Bank country staff in Vietnam realized that previous responses to fraud and corruption have focused too narrowly on individual projects. What are the factors that cause and perpetuate fraud and corruption in the first place? They needed to sufficiently address the root causes of the problem, and not just the symptoms. Despite greater awareness and more open debate about corruption in Vietnamese society, there's no evidence that allegations of fraud and corruption have decreased in the last several years.
To nip the canker in the bud, the Vietnam country team is developing a Strategic Action Plan to Address Fraud and Corruption Risks. The plan identifies broad areas of fraud and corruption concerns, categorizes them, and proposes measures and activities for mitigation. Teams across different World Bank units called “Global Practices” have come together to mainstream and implement the plan into core operations.
Last week, I had the honor of receiving one of the World Bank's FY15 Big Data Innovation Challenge awards for a proposal developed with a team of researchers from within and outside of the Bank. To give you a snapshot of the project, let me recount a familiar story which you may not have thought about for a while. On December 17th, 2010, a Tunisian fruit vendor named Mohammed Bouazizi took a can of gasoline and set himself on fire in front of the local governor's office. Bouazizi’s actions resulted from having his fruit cart confiscated by local police and his frustration at not obtaining an audience with the local governor; his death sparked what we now know as the "Arab Spring." With no other means of voicing discontent and lack of trust, citizens can embrace extreme forms of protest against institutions and governments that quickly escalate.
In his recent presentation (video) at the World Bank, Minister Idris Jala - Chief Executive Officer of the Malaysian Prime Minister’s Performance Management and Delivery Unit (PEMANDU) - shared his “six secrets of transformational leadership,” reflecting on five years of leading Malaysia on a journey to deliver on its economic and social promises.
Malaysia’s PEMANDU was established in September 2009 with the objective to oversee the implementation, assess the progress and facilitate the delivery of the Government Transformation Programme (GTP) and the Economic Transformation Programme (ETP), both of which are central to its plan of transforming Malaysia into a high-income nation by 2020.