good governance practices for the protection of human rights

ticipants discussed an abstract framework regarding the causes and manifestation
of corruption. These two steps were designed to encourage the participants to
analyse the problem of corruption dispassionately. Finally, participants engaged
in self-diagnosis and self-prescription. The workshops drew on the knowledge
and expertise of the employees to identify systemic problems. Employees often
shared information about corrupt practices even in cases where their intimate
knowledge of the facts was incriminating.
An effort was also made to rely on public input to determine the extent of
corruption. For example, polls were conducted to identify citizens’ priorities
for public works. The polls found significant differences between the public’s
priorities and the recommendations of municipal staff. Often, the staff suggested
public works in sparsely populated areas, which would facilitate the construction
of new buildings rather than provide services to existing neighbourhoods. Thus,
it became evident that municipal personnel had their own agenda motivated by
the interests of private construction and development companies. Similar polls
were conducted on a number of other municipal policies.
Following the above diagnostic work and public input, the municipality also
sought to secure international funding to be able to raise the salaries of
employees and to invest in development projects.
Implementation
The anti-corruption efforts of La Paz’s municipal leadership included several
areas of municipal government. First, the process of issuing construction permits
and licences was deregulated. Also, the system through which citizens applied
for permits was reformed. A single registry was set up for all applications for permits
and licences. It was staffed by employees who were not involved in granting
permits and licences. Furthermore, to increase transparency, a manual was printed
and widely distributed to inform the public about how much building permits
cost, how to request services, which agency was responsible for what service and
how long it would take to deliver the service.
Second, an effort was made to reduce corruption in the municipality’s office of public
works, which employed 4,000 workers and from which machinery, spare parts
and petrol were routinely stolen. The responsibility of this office was changed to
carrying out emergency repairs, but not major construction projects. Major public
works were contracted out under an incentive-based process that linked payments
to targets and the satisfactory completion of projects. The office of public works
was reformed into a regulator which operated under this incentive-based process.
Third, a number of anti-corruption initiatives helped to simplify the tax code,
cutting the number of taxes from 126 to 7, to restrict opportunities for collusion
between tax collectors and property owners, to hire young Bolivians in municipal
service and to raise salaries through international assistance. Also, throughout
this effort, the municipal leadership reported to the public on progress made
in reducing corruption.
72