9. Communication
Applying the Capacity Assessment Methodology to Anti-corruption Agencies
The Organizational level
A crucial but often underestimated set of ACA capacities relates to coordination and cooperation with stakeholders, particularly government departments, civil society, private sector and citizens. Stakeholder support is indispensable for successfully managing multiple functions and expectations. Moreover, civil society mobilization and citizen participation in the ACA’s work is essential in establishing its legitimacy and fostering public trust and credibility.
As evidenced in several cases, ACAs have managed to withstand strong political attacks only thanks to public support. Yet mechanisms for civil society participation in the work of the agencies are often poorly structured or non-existent and cooperation often takes place on an ad hoc basis. Thus, proper functioning of all elements relating to civil society participation must be reviewed for any possibilities to include CSOs in key business processes such as planning or advocacy.
ACAs should have the capacity to:
(i) identify, motivate and mobilize stakeholders;
(ii) create partnerships and networks;
(iii) promote engagement of civil society, media and the private sector;
(iv) communicate adequately on operations and results; and
(v) advocate for institutional or behavioral change.
Not least, an ACA — perhaps more than any other public institution — should be transparent about its work and its decisions, and should have the capacities to inform the public accordingly. See, for example, experiences of the Corruption Eradication Commission of Indonesia, the Slovenian Commission for Corruption Prevention and the Latvian KNAB.