Sector-Based Action Against Corruption : A Guide for Organisations and Professionals / Mark Pyman.

Intro -- Preface -- Acknowledgements -- Praise for Sector-Based Action Against Corruption -- Contents -- About the Authors -- List of Figures -- Chapter 1: Introduction -- The Reform Concept: Move Molehills Not Mountains -- The Reform Approach: SFRA -- Important Caveat -- How This Book Came About -- The Structure of the Book -- References -- Chapter 2: Corruption Basics -- Definition -- Delving Below Generalities -- The Unit of Analysis -- Identifying Core Issues: The Merits of Peer Voting -- References -- Chapter 3: Corruption Is a Management Issue -- Relevant Management Systems -- Training and Education -- Monitoring and Compliance -- Information and Communication Systems -- Specialist Expertise Group In-house -- Leadership -- Declarations of Commitment -- When Talking About Corruption, Language Matters -- Like All Risk Factors, Context Matters -- Is This Really My Responsibility? -- References -- Chapter 4: Work Within Your Sector -- Why Sectors Are a Good Locus for Reform -- What Is a Sector? -- International Sector Resources -- Construction Sector -- Health Sector -- Shipping Sector -- References -- Chapter 5: Focus -- Disaggregate the Specific Corruption Issues -- Sector Typologies -- Make Your Own Typology? -- Analysis and Context -- Analysis Methodologies -- Political Economy Analysis (PEA) -- Building Shared Understanding -- References -- Chapter 6: Remediation: Broad Framing -- Single Issue -- Broad Front -- Narrow Front -- Radical Change -- Low-Profile -- Multi-Party Collaboration -- Bundling -- Signature-Issue -- Keeping-Up-Hope -- References -- Chapter 7: Remediation: Detailed Improvement Measures -- Functional Improvement Measures -- Improve the Administrative Processes Closest to Service Delivery -- Improve Financial Management -- Improve Financial Management Processes -- Improve Management Information Systems (MIS).

Consider Radical Organisational Reform, For Example, of a Particular Ministry -- Consider How New Technology Might Help -- Mainstream the Functional Reforms Within Broader Ministry or Organisation Reform Efforts -- People-Centred Improvement Measures -- Build Your Initiative Around the People That Live in the Affected Area or Are Involved in the Relevant Sector -- Build a Critical Mass of Committed Supporters Inside Your Ministry or Organisation -- Set Up One or More Forums Where People Can Discuss Tackling Corruption Issues and Demonstrate Their Commitment -- Bring National Civic Groups on Board and Collaborate with Civil Society Organisations -- Bring in Experts from Transnational Initiatives Specific to the Sector or Corruption Problem -- Bring in Anti-Corruption Experts from Industry Bodies and Associations -- Actively Search Out Possible Coalitions -- Enlist International Development People -- Monitoring Improvement Measures -- Review and Strengthen Core Operational and Financial Controls -- Demand More from Your Internal Audit Function -- Commission-Focused Audits and Reviews -- Demand More from the External Auditors -- Consider Pressing for a Formal Commission of Inquiry -- Encourage Monitoring by Citizen Groups and NGOs -- Citizen Report Cards -- Strengthen the Regulators and the Relevant Professional Agencies -- Actively Exploit the International Peer Review Mechanisms -- Actively Exploit Sectoral Country-Comparison Mechanisms and Indexes -- Whistleblowing Measures -- Justice and Rule of Law measures -- Exert Pressure Via Discipline, Sanctions and Penalties -- Call Out Corruption -- Carry Out a Legal and Constitutional Review -- Encourage Relevant Research by Academics -- Encourage More Transparency in Policy Making -- 'Corruption-proofing' Statutes and Regulations -- Investigation and Prosecution -- Transparency Improvement Measures.

Identify Service Data That Needs to Be Transparent -- Advocate for Engagements with Public Officials and Public Bodies to Be Made Public -- Advocate for National, Regional and Project Budgets, and the Spending against Those Budgets, to Be Public and Transparent -- Consider Making Internal and External Audit Reports Public -- Watch Out for When Transparency Does Not Work as Intended -- Integrity Improvement Measures -- Improve the Quality of Your Management Cadre -- Consider How the National Religious Authorities Can Have a Useful Impact -- Establish a Small Integrity Unit or Transparency Unit Within Your Organisation/Ministry -- Set Up an Ad-hoc 'Integrity Committee' or 'Integrity Advisory Group' in Your Organisation -- Set Out an 'Integrity Framework' for the Organisation -- Train Your Leadership Team in Integrity and Anti-Corruption -- Extend Integrity/Anti-Corruption Awareness Raising and Training More Widely -- Conduct Ethics/Integrity Surveys of Staff and Use the Results -- Consider Radical Change to Personnel to Raise Integrity -- Introduce Integrity into Your Community Via Media -- Advocate for Longer-Term Societal Change Through Education -- Review the Effectiveness of Integrity Standards and Codes of Conduct and Improve Them -- Review and Call Out Conflicts of Interest -- Ask Stakeholders About 'Fairness' as a Basis for Solving a Corruption Issue -- Make Building Integrity a Key Part of Your Strategy, Alongside Fighting Corruption -- Civil Society Measures -- Incentive and Nudge Improvement Measures -- Nudge Measures -- Nudge Mechanisms -- Pre-Commit to Integrity -- Use Public Commitments -- Make Being Dishonest an Active Choice -- Use Timely Reminders to Promote Integrity -- Have People Create a Clear Plan on How to Tackle a High-Risk Activity -- Inform People That the Desired Behaviour Is the Norm.

Enforce the Rules That Are Easier to Enforce First -- Use to Your Advantage the Fact That People Overweight Small Probabilities -- Use Images to Prompt Honesty -- Test Different Types of Messages to Increase Compliance -- Personalised Messages -- Change the Timings of Major Decisions -- References -- Chapter 8: Deciding What Actions to Take -- Feasible Options and the SFRA Matrix -- Place Your Options on the SFRA Matrix -- NOT 'Best Practices' -- Lenses-Scrutinise and Challenge the Options -- Dialectical Lens -- Preventive Strategy or Disciplining Strategy? -- Incremental Progress or Large-Scale Change? -- Prioritise Fighting Corruption or Building Integrity? -- Focus on Routine Day-to-day Corruption or High-Level Corruption? -- Engage the Public, or Keep the Reforms Private and Public Expectations Low? -- Narrow or Broad Focus? -- Substantive Reforms or Giving People Hope? -- Substantive Reforms or Improving Monitoring? -- Improving Service Delivery or Saving Money? -- Branding Lens -- Politics and Power Lens -- Look at the Winners and Losers from the Different Options -- Look at How 'Political Will' Might Vary Between the Options -- Look at How National Regime Type Might Favour Some Options Over Others -- Look at How Sectoral Industry Structures Favour One Option Over Another -- Look at Whether Major Disturbance to the Social Equilibrium Might Favour One Option Over Another -- Test the Options Against Your Sources of Advantage -- Compare the Different Sources of Power in Each Option -- Timeframe Lens -- Skill and Motivation Lens -- Leveraging Emotional Motivation -- Examine Whether the Strength of Family Ties Is an Important Motivation-Shaping Factor -- Test the Options for Appeal to Diverse Groups, Especially Women and Youth -- Plan and Programme Lens -- Compare Each Option for Flexibility.

Challenge Whether Complex Options Are Going to Be Well-Run -- Multiple Paths to Reform -- Government Alignment Lens -- Decide Whether Cross-Government Alignment Is a Worthwhile Effort -- Take Advantage of Any Central Cross-Organisation Coordination Unit -- Strengthen Alignment with Major Government Policies -- Strengthen Alignment with Other Stakeholders -- International Lens -- Sequencing Lens -- References -- Chapter 9: Last Words -- References -- References -- Index.

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