prevention of corruption methods and practices3
TRANSCRIPT
PREVENTION OF CORRUPTION METHODS AND PRACTICES
A H M E T C O S K U N2 3 - 2 5 J U LY 2 0 1 4 A S TA N A ,
K A Z A K H S TA N
RIGHT
WRONG
ETHICS
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FRAUD
THE FRAUD TRIANGLE
A framework for spottinghigh-risk fraud situations
PRESSUREFinancial or emotional force
pushing towards fraud
OPPORTUNITYAbility to execute plan without being caught
RATIONALIZATIONPersonal justification of
dishonest actions
THE FRAUD TRIANGLE
• Opportunity
“Can I get away with it?”• “I can do it! ”
• “Nobody really checks! ”
• “I can conceal it! ”
• “I will not get caught! ”
• Pressure/Incentive/motive
“Do I have a reason for this corrupt behavior?”• Personal/financial situation
• Greedy/egoistic/deceptive personality
• Perceived intense needs
• Rationalization:
“How do I justify my behavior? Can I live with myself?”• “Good for my organization/country!”
• “I am underpaid!”
• “Everyone is doing it!”
• “No visible harm to anyone!”
OPPORTUNITY“Can I get away with it?”
RATIONALIZATION“Can I live with myself?”
INCENTIVE“Do I have a reason for this
behavior?”
RECIPE TO BREAK THE TRIANGLE
• A comprehensive prevention of corruption policy
• Building a strong, diagnostic and interactive control system
Internal control
Internal audit
External audit
Interaction with stakeholders
Continuous quality improvement
Corruption/integrity/fraud risk
Management policy
• Promoting a corporate culture based on values and morality
• Establishment of code of conduct
• Ethics training
CONTINUAL IMPROVEMENT
TWO METHODSTO PREVENT CORRUPTION IN PUBLIC SECTOR
1. Integrity Risk Management
2. Ethics Training
RISK MANAGEMENT SYSTEMC
OM
MU
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ATI
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& C
ON
SULT
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MO
NITO
RIN
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REV
IEW
RISK EVALUATION
RISK TREATMENT
ESTABLISHING THE CONTEXT
RISK IDENTIFICATION
RISK ANALYSIS
RISK ASSESSMENT
GUIDING ELEMENTS FOR AN EFFECTIVE INTEGRITY RISK MANAGEMENT SYSTEM
• Whole of Government Elements:
• Whole-of-government policy, including a clear model and accountability approach
• External audit and political supervision• Alignment with relevant reform programs
• Agency Specific Elements:
• Strong internal control systems within the public agencies • Clear lines of responsibilities to ensure accountability• Sufficient tools, instruments and resources with continuous improvement
perspective • Effective consultation and interaction mechanisms with stakeholders
ETHICS TRAINING
• Why is that important?
• Internalizing public values
• Socializing
• Awareness raising
• Becoming sensitive to minor issues as a safeguard for further threats
TURKISH CASE
TURKISH PUBLIC ADMINISTRATION
● 75 million population
● 3 million public employees
● 225 billion dollar central government budget
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MAIN ACTORS FOR PREVENTING CORRUPTION
• Institutions
• Prime Minister’s Inspection Board
• Court of Accounts
• Council of Ethics for Public Service
• Departments within institutions
• Inspectorates
• Internal Audit Units
• Ethics Commissions
COUNCIL OF ETHICSFOR PUBLIC SERVICE
CHAIR
VICE CHAIR
MEMBER
MEMBER
MEMBER
MEMBER
MEMBERMEMBER
MEMBER MEMBER
MEMBER
SECRETARIAT
Investigation Unit
Project Management Unit
Training Unit
Administrative Affairs Unit
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COUNCIL OF ETHICS FOR PUBLIC SERVICE
● Council of Ethics for Public Service (CEPS)
● Central body to make ethics policy and promote ethical culture throughout Turkish public administration
● Ethics Commissions
● Implementation partners within each institution● Legal mandate to disseminate ethical culture within their institutions● No formal relationship between the Council and the Commissions
● Ethics Trainers
● Certified by the Council● Keeping in the network
● Ethics Platform
● Newly established● Stakeholders invited to participate● Discussing policy and implementation issues on ethics
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NETWORK MECHANISMS FOR POLICY IMPLEMENTATION
• Meetings
• Seminars
• Workshops
• Conferences
• Training activities
• Ethics Week activities in May
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ETHICS TRAINING POLICY
● Organizing ethics training programs since 2009
● No obligation to organize specifically ethics training programs
● Collaboration with ethics commissions
● Demand-driven voluntary participation
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TRAINING PROGRAMS
●Training of trainers● 250 trainers in stock
● Leadership skills and managerial status
● Strategic priorities: Close collaboration with certain ministries
●General training
● Seminars● Interactive discussion
●E-training● Not fully developed yet
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DETAILS…
● Training module: “Ethical Leadership Program”● 1-2 day event
● 12-24 participants
● Interactive dilemma-type model
● Scenario Discussions
● Stimulating participants to speak and think
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CHALLENGES ANDKEY ASSESSMENTS
● Capacity problem
● insufficient budget,
● limited number of permanent staff and
● difficulty in training new ethics trainers in a short time
● Dependency problem
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CHALLENGES ANDKEY ASSESSMENTS
● Ethics commissions’ vague and weak status
● Gap in policy cycle
(e.g. Evaluation)
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