Introduction
In order to minimise loopholes and opportunities for corruption within the local authority, it is useful to examine the local realities and specific conditions that may perpetuate such corrupt activities within the local setting. The Municipal Checklist focuses specifically on the local government system and aims to assess the vulnerability of the system to abuse of authority and resources. In this sense it is different from the Urban Corruption Survey (see 2.2 below) which is applicable in the broader urban landscape.
Purpose
The purposes of the Municipal Checklist are:
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To identify and begin to focus on the different areas of vulnerability to abuse (45) of authority and management of resources that a municipality might have.
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To provide a common base of information and understanding for all parties interested in knowing about and improving the effectiveness of the Municipality. The dissemination of this information helps to promote transparency.
Linkage to Transparency
The Municipal Checklist generates a profile of useful information obtained through (among other means) direct interaction with municipal officials and employees. Information that may contain indications on the various loopholes for corruptive practices should be widely disseminated to interested parties and the public at large. The impact of decisions made and actions taken as a result of the Municipal Checklist is intended to be helpful in achieving transparency at the local government level. Moreover, the process of obtaining information itself, as well as its wide dissemination, also plays an important role in encouraging transparency.
How It Works – The Key Elements
Structure. The Checklist is a series of questions divided into sections that correspond to those areas of municipal life that have generally been most subject to abuse or found to be in most need of strengthening in order to address corruption issues. They could include: Municipal Ethical Framework (see Section 2C for a more detailed explanation); Public Complaints (see also 2.23 Complaints and Ombudsman Office); Leadership; Human Resources; Budgeting (see also 2.29 Participatory Budgeting); Procurement (see also 2.19 The Integrity Pact); and Audit Procedures (see also 2.27 Independent Audit Function). A sample of questions divided into the seven sections mentioned above, that may serve as the framework for elaboration of questionnaires tailored more specifically to particular situations, are shown in Box 7.
| Box 7:The Municipal Checklist |
Municipal Ethical Framework
Public Complaints Municipal Leadership Municipal Human Resources Municipal Budgeting Municipal Procurement Audit Procedures Source: Transparency International |
Administering the Checklist. It is quite important that the process of administering the Checklist, i.e., utilising it to conduct an assessment of the local government, involves a wide range of stakeholders. There are many reasons for this, including the need for an accurate appreciation of the wider community’s views on corruption within the municipality, as well as the need to lay the basis for outside monitoring of the municipality’s performance.
An assessment making use of the Checklist can be carried out in a number of different ways. These can include small group meetings with individual work units, larger workshops, and outside studies. The underlying principle, however, is that it must be conducted in a collaborative manner with municipal staff. Through a partnership approach, and not simply as an audit-type enquiry by an external consultant, the Checklist can become a learning tool and an instrument for promoting change within the municipality. An initial assessment will need to be made by the senior leadership, both political and civil service, as to the approaches that will ensure maximum candour in responses.
Analysing Results. The Checklist can play an important role in helping various stakeholders understand the strengths and weaknesses of the municipality’s integrity systems. The ultimate goal is to have the results of the Checklist serve as a basis for change within the municipality. This can only happen with certainty when the municipal leadership is committed to good urban governance and has in place the systems that will enable it to act effectively. These systems are discussed as part of other tools in Parts B and C of this chapter.
While the Checklist is primarily a self-assessment tool for municipalities, it can also serve the very important purpose of building an informed community. For this reason, it is recommended that stakeholder involvement be built into the process of conducting the Municipal Checklist. This could be done through interviews and focus groups, as well as broader public meetings. Furthermore, sharing the results of the assessment based on the Checklist and the steps proposed to be taken by the municipality can go a long way in building trust between the Stakeholders and local government and enhancing transparency.
City/Country Examples
Application
of the Municipal Checklist in Four Towns of Namibia
Use
of the Municipal Checklist in Piraeus, Greece
Further information and contact
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