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Good-practice note : governance and anti-corruption innovations in the Malawi social action fund project (Inglês)

The World Bank supported three phases Malawi Social Action Fund (MASAF) project was first approved in 1996. Malawi, with a population of 13 million, is a low income country with one of the lowest per capita incomes in Sub-Saharan Africa. Malawi continues to face a variety of social, economic, political and administrative challenges including high inflation, low salaries/pensions of public officials, chronic resource shortages, dearth of public goods and services, unethical individual behavior, and kinship and nepotism. As a result of these factors, corruption remains a major problem in Malawi. In response to these challenges, Malawi has introduced a number of initiatives aimed at promoting good governance and fighting endemic corruption. In May 2004, President Bingu Wa Mutharika, immediately after taking office adopted a zero tolerance stance on corruption. This was subsequently formalized into a declaration on zero tolerance on corruption in February 2007. MASAF projects' commendable work in identifying governance and accountability risks and integrating mitigation measures into proposed project activities.

Detalhes

  • Autor

    Aklilu, Petros Agarwal, Sanjay

  • Data do documento

    2010/06/01

  • TIpo de documento

    Informativo

  • No. do relatório

    63905

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Malaui,

  • Região

    África,

  • Data de divulgação

    2011/08/24

  • Disclosure Status

    Disclosed

  • Nome do documento

    Good-practice note : governance and anti-corruption innovations in the Malawi social action fund project

  • Palavras-chave

    Growth and Development Strategy;corruption;public sector service delivery;integrated financial management;Freedom of Information Act;low per capita income;good governance;fight against corruption;prevention of corruption;level of capacity;institutional integrity;allocation of resource;Code of Ethics;community decision making;lack of incentive;opportunities for corruption;lack of staff;local authority staff;extent of corruption;Financial Management System;community scorecard process;delivery of service;Governance and Accountability;social accountability mechanism;ethical practices;Political Economy;traditional leaders;mitigation measure;governance environment;community level;public accountability;ethical behavior;prevention measures;asset utilization;management process;village development;project plan;political interference;corruption risks;political will;civil society;public official;Loan to Turkey;police department;resource shortage;Management Systems;situation analysis;institutional strengthening;Citizen Oversight;Public Goods;competitive selection;complaints handling;management strategy;innovative governance;socio-economic development;management performance;public scrutiny;democratic environment;community performance;anecdotal evidence;ordinary citizens;individual behavior;high inflation;population size;promotion policy;classroom block;water point;public servant;community representative;vested interests;power relation;institutional dynamic;appeal mechanisms;business sector;assessment framework;expenditure transparency;audit requirements;public involvement;regional water;sectoral ministries;community empowerment;transparency transparency;electricity utilities;community base;freedom from;project finance;community drive;resource mobilization;external assistance;village council;corruption prevention;local development;accountability framework;citizen feedback;technical expertise;process monitoring;corruption issues;legal framework;institutional safeguard;procurement system;allocation criterion;judicial system;development partner;procurement responsibility;local parliament;district officials;performance benchmark;project selection;governance measure;legal mandate;business transaction;business enterprise;administrative challenge;

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