Данное руководство составлено на основе опыта Integrity Action и партнеров других стран. Руководство создано для использования организациями, которые работают или планируют работать в этой сфере, включая неправительственные организации (НПО), государственные структуры, донорские организации и бизнес.
Ce guide s’appuie sur l’expérience pratique de l’ Integrity Action et des pays partenaires. Il et a été conçu pour être utilisé par des organismes déjà engagés dans ce domaine ainsi que ceux qui envisageant de s’y engager, y compris les ONG, les agences gouvernementales, les bailleurs de fonds et les entreprises.
Donor support to social accountability in fragile and conflict- affected states is a relatively new phenomenon. It has emerged with the lessons that top-down anti-corruption approaches have often failed and different approaches are needed to improve a state’s accountability to its people. Enforcement-based interventions, such as the establishment of an anti-corruption commission, often fall short because they lack independence from the executive and long-term support from donors.
On October 29, 2013, 29th in the run-up to the Open Government Partnership conference, Integrity Action in association with Integrity Watch Afghanistan, Kemitraan (Partnership for Governance Reform Indonesia), UNDP and World Bank Institute organised a conference with the title: “Closing the Loop: Through Transparency, Accountability and Integrity”. We did it in partnership with organisations that are all committed to promoting learning on this agenda.
This practical guide to Community Integrity Building (CIB) draws on the practical experience from Integrity Action and country partners. It was created for use by organisations working in or planning to work in this area, including NGOs, government agencies, aid donors and businesses.
We, at Integrity Action are committed to demonstrating the values of transparency, accountability, competence and responsiveness in our global efforts to build integrity and design out corruption. To measure our success in this, we decided to ask our key stakeholders and partners for non- attributable and confidential feedback on how they view our partnership and organisational performance.
The Pro-Poor Integrity Project (PPI) of Integrity Action-Making Integrity Work is a governance programme focusing on local government and social accountability in four countries to improve integrity in service delivery.
The way citizens and organisations have been using Information and Communication Technology (ICT) in the past decade has created dramatic new possibilities
for public transparency, accountability and participation.
There is no commonly agreed unit of measurement for transparency and accountability work. Many organisations actively work around the world to promote these principles, but there has been no effective way of knowing if that work produces results. Integrity Action has developed an approach that achieves results that can be measured through a ‘fix-rate’. The fix-rate measures the incidence with which transparency and accountability problems are resolved to the satisfaction of key stakeholders.
Donor support to social accountability in fragile and conflict-affected states is a relatively new phenomenon. It has emerged with the lessons that top-down anti corruption approaches have often failed and different approaches are needed to improve state accountability to its people. With increasing support to fragile and conflict-affected states, donors should focus their efforts on identifying and support local accountability measures, strengthening partnerships across and supporting collaborative governance and capacity building.
The Accra Principles, a set of electoral justice principles, formally launched in Accra, Ghana on the 15th September 2011. The Accra Principles were drafted by the Electoral Integrity Group (EIG), a group of chief justices and senior electoral and political leaders drawn from Africa and other continents.
The report presents critical findings on the dynamics of conflict and challenges to the development and performance of civil society organisations. The survey from respondents in 46 countries finds there is decreasing space for CSOs to operate and influence change. External agendas are prioritised over local needs as local CSOs find themselves competing with international actors.