'What works and why in community-based anti-corruption programs'

What works and why in community-based anti-corruption programs4.4 SummaryThe context and environment of each program was unique, and on first glance, the differencesbetween influences on the programs seem stark. No two programs demonstrated the same set ofconditions or factors for success. Some programs were influenced by many factors, other programsappear to be driven by a few key factors.Across the case studies, internal factors appear to be more influential over the success of theprograms than the external factors. The process for designing and implementing the program, thepeople employed and engaged by the implementing organisation or group, and the ability of theimplementing organisation or group to engage with other stakeholders, especially governmentauthorities, was critical to the success of most programs. It is not surprising that the organisationsrunning successful programs against corruption optimised their internal factors before their programwas launched.External conditions were important, even highly influential, but appear to have less of an impact on thesuccess of the programs than the internal factors. For most organisations, external factors were morelike dynamics or limitations that their programs needed to work within. Successful programs weretherefore situated in a position that gave the implementing organisation room to manoeuvre within thelocal social, political and cultural context.In addition, external factors were fluid and susceptible to sudden change that was also out of theorganisations’ control. Programs needed to evolve to changing circumstances. As the local corruptionsituation improved or worsened, or external dynamics shifted, successful programs evolved andadapted to the new environment – for example the work of MKSS, Textbook Count and the LamonBay project changed and adapted to the shifting external environment.The importance of external factors as factors for success should not be discounted in favour of a solefocus on the internal factors. Every program was affected by outside conditions. It was important thatorganisations understood and considered carefully the likely impact of external conditions oncommunity programs.Two external factors were important for a majority of programs: ‘Different stakeholders recognisecorruption as a problem’ or ‘community members are discussing or talking about corruption’ wereessential for nearly two thirds of the case studies. Other factors also exhibited a possible reciprocalrelationship for programs. For example, programs that did not depend on ‘political will for reform’ weredependent on the factor of ‘presence of vocal media’ – and vice versa.There were also unanticipated catalysts, external factors that were difficult to predict and had beenrealised as facilitating success only in hindsight. This was an external supporter offering unexpectedpublic endorsement of a program, or a crisis event that jolted people’s consciousness aboutcorruption. Catalysts are difficult to cultivate and predict, so it is helpful to note that in no case studywas an unexpected catalyst the sole reason for a program’s success.This is the most significant result of this research – there was no single condition, factor or catalystthat underpinned the success of a community anti-corruption program. As shown in Table One(internal factors) and Table Two (external factors), every program was successful because of acombination of factors, sometimes only a few, but often up to six or seven significant reasons.Overall only three factors appear to be universal and essential to success of all programs. First is theinternal factor of determining a clear and defined focus and strategy for the program with in-builtflexibility, and second the human resources component – having a skilled, competent team toimplement the program. Third, having the trust of communities was also a universal reason forsuccess. This is a special factor, as it is both an internal and external factor. Organisations and groupsneed to look inwards and structure their processes for maximum participation with communitymembers. However, trust must come from the external community towards the program and programimplementers.- 40 -