Corruption and Governance what role can communications play

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Corruption and Governance what role can
communications play?

• Dr Randal G Stewart
• Timmins Stewart Pty Ltd

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• What is corruption?

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Three elements present when an individual engages
in corrupt conduct

• The individual needs to have the motivation to
  act based on their individual traits, or the
  way that they have adapted to the organisational
  culture
• The organisation needs to have the systems (or
  gaps in the systems, policies and procedures,
  education and resources for staff) which create
  opportunities for the act of corruption to occur
• There is a low threat (perceived and/or actual)
  of detection

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Change management and corruption prevention

• In order to properly implement a comprehensive
  corruption prevention program it may be necessary
  to address culture, policy and the issues and
  perhaps institute cultural and organisational
  change of some kind. There are some acknowledged
  theoretical and practical frameworks for
  analysing and formulating policy and for managing
  issues in a way that will affect the successful
  implementation of managed change.

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Corruption Resistance

• The resistance framework indicates that
  individual measures tend to be more effective
  when
• - they are consistent with established values
• - senior leaders support the values
• - senior leaders lead by example
• - other mechanisms encourage their use (for
  example, an internal reporting system is
  accompanied by awareness programs for all staff,
  training for its administrators and possibly by
  designating officers who can provide assistance
  to would-be reporters)

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• What is Governance?

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Governance What Does It Mean?

• "By Governance, we mean the processes and
  institutions, both formal and informal, that
  guide and restrain the collective activities of a
  group. Government is the subset that acts with
  authority and creates formal obligations.
  Governance need not necessarily be conducted
  exclusively by governments and the
  (international) organizations to which they
  delegate authority. Private firms, associations
  of firms, nongovernmental organizations (NGOs),
  and associations of NGOs all engage in it, often
  in association with governmental bodies, to
  create governance sometimes without governmental
  authority."
• (Joseph S. Nye. John D. Donahue Governance in a
  Globalizing World. 2000)

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• What is Government Policy?

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• What is Policy?

• Policy as a decision about a course of action
  designed to achieve stated outcomes or with
  specific objectives
• Policy as a series of decisions over time towards
  the attainment of a goal or objective which
  initially can be discerned but not defined with
  clarity
• Policy as an interactive, continuing process of
  experimentation and learning

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What is Policy?

• (Continued)
• Policy as a complex bundle of problems, plans,
  ideas, interests, opportunities, threats,
  challenges and constraints which need to be
  processed, managed and translated into a response
  to meet the political needs of the government of
  the day, and the medium term interests of the
  community.

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The Nature of Policy Work

• Policy work is an ongoing activity encompassing
  monitoring, research, information gathering,
  analysis, consultation and advice. Policy work
  requires
• An appreciation of the governments priorities
  and goals
• An understanding of the elements of the public
  interest
• Knowledge of the issues

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The Nature of Policy Work

• (Continued)
• A good understanding of the way government
  operates
• An awareness of the interests of stakeholders
• A capacity to manage, analyse, communicate and
  negotiate
• Skill in the presentation of information and
  recommendations to facilitate fully informed
  decisions by those responsible for decision
  making

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• Outcomes and Outputs

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Policy Advice Function

• Policy advice is an important (and costly) output
  and is identified and costed in each agencys
  Portfolio Budget Statement.
• Policy advice (along with other functions) is
  being market tested and benchmarked across the
  APS
• Contestability and other sources of advice.

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Policy Advice

• Not just an output as advice is directed at
  influencing and contributing to policy outcomes
  as well as specifying the methods and resources
  required to achieve those outcomes
• Involves professional judgement about both the
  underlying situation, the considerations to be
  taken into account, how they should be balanced
  and the appropriate policy response.
• Ensure that decision making is as fully informed
  as possible.

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Policy makers are not faced with a given
problem. Instead they have to identify and
formulate their problem.
(Charles Lindblom)
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Outcomes Outputs

• Outcomes are the results, impacts and
  consequences of actions by the Commonwealth on
  the Australian Community
• Planned outcomes are the results or impacts that
  Government wants to achieve for the Australian
  community
• Outcomes give public service a unique purpose
• Actual outcomes are the results or impacts which
  are, in fact achieve.
• External factors can intervene either positively
  or negatively on the achievement of outcomes
• Agencies deliver outputs or a combination of
  outputs and administered items to contribute to
  planned outcomes.

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Outcomes Outputs

• Outputs are the goods and services produced by
  agencies on behalf of Government for
  organisations or individuals.
• Agencies deliver outputs to contribute to planned
  outcomes
• Agencies also administer items - on behalf of
  Government - which contribute to outcomes
• These administered items may be used by third
  parties, rather than agencies, to produce outputs

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Outcomes Outputs Framework
Outcome Indicators
Outcome(s)
Administered Item Indicators
Feedback for Design
IMPACT
Output Indicators
Agency Output(s)
Administered Item(s)
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Outcomes Outputs

• Outcomes are thus the prime focus for policy, and
  appropriate linkages between these elements of
  the policy process need to be established.
  Rather than linear, compartmentalised series of
  steps, the policy process is in most instances an
  ongoing process. Although the Policy Lifecycle
  chart is overly simplistic, it captures the
  essentially dynamic nature of the policy process.
• (see Mapping Policy for the lifecycle)

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Steps in the Policy Process

• Problem identification
• Policy formulation
• Adoption/decision making
• Implementation evaluation

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Mapping Policy
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Whats the context?
What issues/links need consideration
Whats this about? What do we need to do?
DEPARTMENTAL
Who else in my division/department needs to be
involved?
Do we have prime carriage?
What information data needs analysis
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Is a whole of government response required?
What interdepartmental communication/ consultati
on/negotiation issues need consideration?
GOVERNMENTAL
What other agencies or non-government groups have
an interest?
Who needs to decide? (Minister? Cabinet?)
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If legislation is involved what issues arise in
thinking about getting this through Parliament
How does this fit with the governments
views/ preferences/ commitments?

• Political Dimension

What does the Minister want/think?
How can the policy case be presented
effectively to the Public and other audiences?
Does this impact on other Ministers. Are they
likely to be supportive or opposed?
What are the timing issues?
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What are the pitfalls?
What outcomes are we seeking?
Does this address the real problem(s)?

• Broader public context

Will this be seen to be an appropriate response?
Whats the experience here and overseas?
What needs to be done To turn policy
intentions Into action?
Who are the stakeholders? Who wins/loses? How do
we manage?
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Australia and the Solomon Islands

• Is the policy problem clearly defined?
• What are the policy objectives?
• Are they outcome focused?
• Is there alignment with ADF actions?
• What stakeholders have been consulted? How?
• What are the performance measures?

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Credibility of RAMSI on line

• The RAMSI contingent had, it was widely
  thought, made good headway in rooting out the
  worst of corruption, but its lack of real
  progress on the political front has been cruelly
  exposed. First, there was the election last month
  of Snyder Rini by his parliamentary colleagues as
  prime minister (despite accusations he used
  Taiwan money to buy support) and the subsequent
  riots the appointment provoked in the capital,
  Honiara
• The Canberra Times (Editorial) May 9, 2006 p.10

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• Who is involved?

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• TYRANTS state-based/insurgents
• LIBERATIONISTS those competing for state power
• WESTERN POWERS diplomats and donors
• HUMANITARIANS public and private
• PEOPLE men, women and children

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• What role can communications play?

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• Public Affairs is the function within
  organisations responsible for issues management.
  Public Affairs is moving from an adolescent to a
  more mature, more professional function.

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• Issues management is an attempt to manage the
  future.
• Issues shape the future because issues create a
  gap between what an organisation or government is
  doing (its action/ inaction) and what the
  expectations of others (stakeholders and other
  publics) are about what the organisation or
  government is doing.
• Issues Management is about managing the future
  by shaping what the future should be. It is a
  systematic process of identifying and evaluating
  issues then energising management toward
  integrating this knowledge into the organisations
  strategic management system so as to resolve the
  issues.

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Principle/ Agency Theory

• Actors Defined not as individuals or collectives
  but as agents. Corporate political activity
  proceeds through the creation and use of agents
  in and around democratic processes to achieve
  certain ends.
• The Key The key dynamic is the concept of
  political contestability. Different levels -
  firms and systems. Contest is a term implying
  fair outcomes based on competition and
  co-operation. It is in everyones interest to
  play on a contestable field.
• Mobilisation In a contestable field the choice of
  agents is broad. The key is to know how strike
  strategic alliances with suitable effective
  agents
• Structure Not relevant. Centralisation vs.
  decentralisation is not an issue.
• Requirements of Success In a contestable field
  entry is crucial. If the field is no contestable
  and entry not possible the initial task is
  structural change to make the field more
  democratic.
• Principal/ Agency gives us a strategic framework
  we can use to manage an issue.
• It is a different way of thinking, not in a
  routine manner as a public servant does
• but in a creative, contestable manner.
• (Source Mitnick 1993)
• In a contestable field, a principal has friends
  or allies and enemies or opponents.

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Public Choice

• Actors. are of two types Market and non market.
  Market actors are buyers and seller. Non-market
  actors are regulators, legislators etc
• The Key. There are two key dynamics for the
  different systems, both are based on rights. In
  the market these rights are property rights. In
  the none market there are granted rights and
  claimed rights.
• Mobilisation. Usually based on competition
  between individuals in markets systems. However
  individuals actions can be detrimental in
  non-markets.
• Structure. It depends. Usually decentralised in
  markets. Frequently centralised in non markets
  (granted rights favour centralisation of
  non-markets).
• Requirements of Success. To know which dynamics
  is relevant to which issue. But also, to
  remember that the different dynamics influence
  each other.

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• Managing the Media

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Managing the Media

• Media and Policy Development
• Media is an important player
• Media and government are in a symbiotic
  relationship
• Agencies can use the media proactively to push
  agendas, promote issues, test ideas etc.
• Agencies must also react to media
• Media cant be ignored
• Public Affairs staff understand media - you
  understand policy issues - must work together

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Relationships With the Media

• Agencies should
• build relationships with subject specialists -
  health reporters, social affairs commentators
• provide facts sheets with simple and essential
  up to date facts
• offer exclusive stories
• consider media attitudes early in policy
  process - consult public affairs staff

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Dos of Dealing with the Media

• Dos
• Be clear if it is off the record or
  providing background briefing - not for
  quoting
• Understand the medias deadlines - press
  releases issued at 4pm are too late!!
• Keep it simple
• Be accurate and remember that the media usually
  know less than the agency
• Ensure clearance of media material at
  appropriate level within department
• Involve the public affairs staff

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Don'ts of Dealing with the Media

• Donts
• Never assume what is said is off the record
  or background briefing
• Dont assume they have understanding of the
  issue
• Dont answer their questions on their first
  call - hang up, get your facts, ring them back
• If you dont know, dont answer the question

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Interactions With The Media

• Understand the outcome you want to achieve with
  the media and use appropriate strategies
• positive - proactive
• defensive - reactive
• back grounding
• Seek advice from your public affairs staff