Norton Rose Fulbright Report | Executive Summary:
We have analysed the substance of a broad range of national anti-corruption strategies. Our purpose in doing so has been to extract lessons and insights, as best we can, that can guide leaders responsible for developing their own national strategies into making better plans.
The report illustrates its findings with multiple examples from the country strategies. The case for combating corruption is that “it is a force which drives poverty, inequality, dysfunctional democracy and global insecurity”.
These words, from one of the world’s foremost experts on countering corruption over the past thirty years, speak to all of us, in nations rich and poor, who wish to see a more prosperous and secure global future.
National anti-corruption strategies and plans are a component of realising this desire.
We have taken a sample of 41 national anti-corruption strategies, from countries that rank between 21 and 130 in Transparency International’s Corruption Perception Index 2015.
The intent was to look at countries that have not already succeeded in reducing corruption to a manageably sized problem (taken to be those countries ranking in the top 20), nor at those countries that are in the grip of deep, systemic corruption issues (countries in the bottom part of the CPI scale).
These 41 countries, despite having been chosen largely at random within that range, show a generally positive trend in controlling corruption over the past ten years based on data from the World Bank:
- 21 of them show an improving trend of control of corruption,
- 9 show no obvious trend, and
- 11 show a declining trend of control of corruption.
This report thus starts from an optimistic perspective, that a surprising number of nations have made appreciable progress against corruption during the last decade. Some of the national anti-corruption strategies are bold, innovative and thorough.
Some reflect a superb diagnostic and situational analysis; some have a thoughtful and well-articulated spectrum of proposed measures. A few, but only a few, are first class in the way they approach implementation, monitoring and evaluation of the strategy.
To read the article and access the report – please click here.
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