See no evil, hear no evil? assessing corruption risk perceptions and strategies of Victorian public bodies
By: Wal, Zeger Van Der.
Contributor(s): Kelly, Kym | Graycar, Adam.
Material type:
ArticlePublisher: 2016Description: p.3-17.Subject(s): Corruption
In:
Australian Journal of Public AdministrationSummary: This paper critically examines qualitative survey data from 36 Victorian public sector bodies on their perceptions of corruption risks, and strategies to mitigate these risks, as well as the integrity mechanisms in place. The findings indicate that even though corruption does not seem to be prevalent in these bodies it is not on their radar either, though fraud prevention was significantly present. The paper identifies international best practices of integrity management and inculcation of public service ethos in developed countries, and stresses three vital elements or pillars that combine both the values and compliance based approaches. These pillars are as follows: (1) specific corruption prevention programs and strategies that are additional to but complement existing anti-fraud programs; (2) targeted anti-corruption training, both for employees and for the public; and (3) effective leadership engagement and commitment to an ethical culture (Tone at the Top). - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 75, Issue no: 1 | Available | AR110947 |
This paper critically examines qualitative survey data from 36 Victorian public sector bodies on their perceptions of corruption risks, and strategies to mitigate these risks, as well as the integrity mechanisms in place. The findings indicate that even though corruption does not seem to be prevalent in these bodies it is not on their radar either, though fraud prevention was significantly present. The paper identifies international best practices of integrity management and inculcation of public service ethos in developed countries, and stresses three vital elements or pillars that combine both the values and compliance based approaches. These pillars are as follows: (1) specific corruption prevention programs and strategies that are additional to but complement existing anti-fraud programs; (2) targeted anti-corruption training, both for employees and for the public; and (3) effective leadership engagement and commitment to an ethical culture (Tone at the Top). - Reproduced.
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