Fighting corruption in public services : chronicling Georgia's reforms
著者
書誌事項
Fighting corruption in public services : chronicling Georgia's reforms
(Directions in development, . Public sector governance)
World Bank, c2012
大学図書館所蔵 全13件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
"This book was prepared by a World Bank team led by Asad Alam and Van Roy Southworth ..."--Acknowledgments
Includes bibliographical references (p. 107-108)
内容説明・目次
内容説明
Since the Rose Revolution at the end of 2003, Georgia has had singular success in fighting corruption in a variety of public services. This book is an attempt to chronicle these efforts and to distil the “how to” of these anti-corruption reforms. The reason corruption in public services had to be fought was clear. What had to be done was also obvious to many. But little has been written on “how” the government made it happen. What were the salient features of Georgia's anti-corruption reforms? Can Georgia’s success with cleaning up its public services be replicated elsewhere or is it unique? And are the achievements to date in Georgia sustainable?
This book tries to answer these questions. It uses available data and interviews with current and former government officials to describe the challenges facing government, the decisions made, and the tradeoffs considered. It presents eight case studies covering anti-corruption reforms in the patrol police, taxes, customs, power supply, business deregulations, civil and public registries, university entrance exams, and municipal services. They also analyse the accountability framework between the government, public services providers and the users of the services.
From these case studies, ten themes emerge that help explain Georgia’s success story: having strong political will and vision; establishing credibility early; undertaking a frontal assault; attracting new staff; limiting the role of the state; adopting unconventional methods; coordinating closely; tailoring international experience to local conditions; harnessing technology; and using communications strategically. Many of these may seem obvious. What was special was the comprehensiveness, boldness, pace, and sequencing of these reforms. Much still remains to be done in Georgia, especially in strengthening the institutions that safeguard against a relapse of corruption, and in ensuring adequate checks and balances. And while each country is unique, many elements of Georgia’s story can be replicated elsewhere. Georgia’s success destroys the myth that `corruption is culture’ and gives hope to all those aspiring to clean up their public services.
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