This document discusses concepts and forms of accountability and corruption prevention. It summarizes that accountability refers to holding decision-makers responsible for their actions by imposing sanctions if needed. There are four pillars of accountability: responsibility, answerability, trustworthiness, and liability. Types of accountability include political, business, bureaucratic, representational, audit, fiscal and legal accountability. Strategies to ensure accountability include creating relationships, setting clear expectations, taking ownership, providing tools for success, and giving continuous feedback. The document then discusses corruption prevention measures taken by the Anti-Corruption Commission of Bangladesh, including civic engagement programs, youth integrity units, and workshops/seminars.
PAC is a leading think tank that promotes good governance through the participation of citizens and civil society, by
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PAC is a leading think tank that promotes good governance through the participation of citizens and civil society, by
designing and implementing social accountability tools such as Citizen Report Cards (CRC). PAC also analyzes public
policy frames and engages with civil society organisations. PAC’s approaches have been applied across the world and used
for focused analysis by several Indian states and administrative bodies
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Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
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Florida Department of Corrections- Suggested Action or Change Outlin.docxclydes2
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CJA 475
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Florida Department of Corrections- Suggested Action or Change
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1) Changes in management
2) increase in pay and benefits
3) Job Security and advancement
4) Stressful and under appreciated
5) Develop a better workplace culture
6) Innovation
Working with inmates daily can be a difficult and developing a positive work environment, changing the organization culture and promoting healthy relationships between co- workers, can help change the face of the Florida Department of Corrections.
Chief of Staff
· To reinforce partnerships with Florida’s colleges and universities for the provision of research in the area of corrections.
· To continue to host our Community Partnership meetings to strengthen ties to local stakeholders and community organizations
· Enhance internal Department communications
Director of Legislative Affairs
· To continue to encourage the development of local criminal justice partnerships.
Regional Directors (Institutions and Community Corrections)
· To ensure partnerships with Florida’s colleges and universities for the utilization of interns for the State correctional system
· To establish collaborative partnerships with local law enforcement, community service providers, businesses, and other appropriate entities.
Deputy Assistant Secretary of Institutions
· To comply with Department audit standards addressing Public and staff safety.
· Maintain an effective emergency management system and resources to respond to institutional emergencies.
· Ensure safety equipment is available for all institutional c.
In the failure of the formal accountability channels, social accountability is slowly becoming an effective response to governance deficit. Understanding good governance is a prerequisite to understand social accountability. Social Accountability is an approach towards enforcing & building accountability that relies on civic engagement in which citizens participate directly or indirectly in demanding accountability from service providers and public officials.
Accountability is no longer between the state only and citizens. Non state, national and transnational actors are now, heavily involved in all stages of the production of public goods.
The influence of corporate interests in the provision of public goods and services, as well as the entry of several unregulated providers poses a big threat to accountability and inclusion.
The strategies below represent the practical ways in which CSOs have applied the notion of social accountability to the context and issues of concern to their members, constituents and beneficiaries.
Strategic Litigation
Participatory Budgeting
Mobilisation and Networking
Social Audit, Monitoring and Evaluation
Information Communication Technology
Participatory Planning and Decision-making
Consultations and Stakeholder Participation
Accountability Reporting/Investigative Journalism
Participatory Procurement and Financial Management
Social Accountability is a journey.
The work of social accountability is not a sprint but marathon.
Ideas, insights and inspiration on the topic of how to measure and communicate the impact of anti-corruption Collective Action initiatives to stakeholders and donors. The ideas arise from the 2020 Integrity Partners Workshop Series, hosted by the Basel Institute on Governance in August 2020 with the support of the Siemens Integrity Initiative.
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canvas.northseattle.edu Microeconomics Midterm Chapter 2 Flashcards | Qui.. economics
assignment canvas exam - Google Sea. O Increasing the amount of resources devoted to the
production of military goods Increasing the human capital of its labor force Question 16 0.1 pts
Productive efficiency O is represented by the points outside and to the right of the Production
Possibilities Frontier. O means that all the economy\'s resources are fully employed using the
current technology O requires developing new technology and better human capital in the
Production Possibilities Frontier model. O applies to points inside the Production Possibilities
Frontier as well as points along the frontier O means there is no opportunity cost to increasing
production. 0.1 pts D Question 17 The concave shape of the Production Possibilities Frontier
indicates
Solution
Answer 16 : Production efficiency means that all the economic resources are fully employed
using the current technology. It is used to show that various possible combination of goods and
services produced within a particular period of time within a given technology and resources.
Answer 17 : The concave shape of the production possibility frontier indicated the law of
increasing oppournity cost. As the production possibility curve is downward sloping it means
that one more unit of production increases the sacrificing of more another units.
Answer 18 : The statement is True that when the firm has an absolute advantage when it can
produced a product it is not necessary to have comparative advantages also. A nation might have
an absolute advantage but not a comparative advantage in the production of a given product.A
country enjoyed an absolute advantage over another country when they used fewer resources to
produce that product from another country..
Florida Department of Corrections- Suggested Action or Change Outlin.docxclydes2
Florida Department of Corrections- Suggested Action or Change OutlineAndersen Dupiton, Lawrence Yarbrough, Patricia Sanchez, Grace Acevedo, Wendi Boyd
CJA 475
May 13, 2019Dr. Jacquelyn Bradway
Florida Department of Corrections- Suggested Action or Change
The Strategy Change Cycle develops into a strategic management procedure. Not just a strategic planning process, to the degree that it is used to connect preparation and implementation and to achieve a business in a strategic method on a continuing basis. The total reason and point of strategic management are to grow a ongoing pledge to the task and vision of the company together within and in the sanctioning atmosphere, cultivate a philosophy that recognizes and supports the task and vision, and will uphold a strong attention of the establishment’s strategic outline during all its conclusionary developments and actions.
Florida Department of corrections has 143 facilities statewide, including 50 major institutions, 17 annexes, seven private prisons that are over seen by the Florida Department of Management Services, 34 work camps, three re-entry centers, two road prisons, two road prisons one forestry camp, one basic training camp, 12 FDC operated work release centers and 16 more work release centers that are operated by different vendors. Institutions are geographically grouped in four regions. The Florida Department of corrections is dedicated to transforming lives one at a time and to do this they must continue to change.
1) Changes in management
2) increase in pay and benefits
3) Job Security and advancement
4) Stressful and under appreciated
5) Develop a better workplace culture
6) Innovation
Working with inmates daily can be a difficult and developing a positive work environment, changing the organization culture and promoting healthy relationships between co- workers, can help change the face of the Florida Department of Corrections.
Chief of Staff
· To reinforce partnerships with Florida’s colleges and universities for the provision of research in the area of corrections.
· To continue to host our Community Partnership meetings to strengthen ties to local stakeholders and community organizations
· Enhance internal Department communications
Director of Legislative Affairs
· To continue to encourage the development of local criminal justice partnerships.
Regional Directors (Institutions and Community Corrections)
· To ensure partnerships with Florida’s colleges and universities for the utilization of interns for the State correctional system
· To establish collaborative partnerships with local law enforcement, community service providers, businesses, and other appropriate entities.
Deputy Assistant Secretary of Institutions
· To comply with Department audit standards addressing Public and staff safety.
· Maintain an effective emergency management system and resources to respond to institutional emergencies.
· Ensure safety equipment is available for all institutional c.
In the failure of the formal accountability channels, social accountability is slowly becoming an effective response to governance deficit. Understanding good governance is a prerequisite to understand social accountability. Social Accountability is an approach towards enforcing & building accountability that relies on civic engagement in which citizens participate directly or indirectly in demanding accountability from service providers and public officials.
Accountability is no longer between the state only and citizens. Non state, national and transnational actors are now, heavily involved in all stages of the production of public goods.
The influence of corporate interests in the provision of public goods and services, as well as the entry of several unregulated providers poses a big threat to accountability and inclusion.
The strategies below represent the practical ways in which CSOs have applied the notion of social accountability to the context and issues of concern to their members, constituents and beneficiaries.
Strategic Litigation
Participatory Budgeting
Mobilisation and Networking
Social Audit, Monitoring and Evaluation
Information Communication Technology
Participatory Planning and Decision-making
Consultations and Stakeholder Participation
Accountability Reporting/Investigative Journalism
Participatory Procurement and Financial Management
Social Accountability is a journey.
The work of social accountability is not a sprint but marathon.
Ideas, insights and inspiration on the topic of how to measure and communicate the impact of anti-corruption Collective Action initiatives to stakeholders and donors. The ideas arise from the 2020 Integrity Partners Workshop Series, hosted by the Basel Institute on Governance in August 2020 with the support of the Siemens Integrity Initiative.
Explanatory Note for the Internal Control and Risk Management Project of the ...OECD Governance
In the framework of a new project entitled “the corruption risk mapping for effective integrity reforms in MENA countries” and supported financially by the US grant, the MENA-OECD Governance Programme will conduct a regional analysis that focuses on the internal control systems and processes in the MENA region.
How Inclusive Design and Programming Advances UHCSantita Ngo
With 15 percent of the world's population living with some form of disability, this Technical Learning Sessions discussed how MSH's Universal Health Coverage (UHC) priorities cannot be realized without inclusion and specifically how the LMG Project has engaged in this space. Topics explored: the need for inclusive development, how to consider inclusion throughout the project cycle, and practical resources to use in your current work, regardless of the health area or building block you focus on.
Choose one of the evolutions of CIT and discuss how it may have made.pdffathimaoptical
canvas.northseattle.edu Microeconomics Midterm Chapter 2 Flashcards | Qui.. economics
assignment canvas exam - Google Sea. O Increasing the amount of resources devoted to the
production of military goods Increasing the human capital of its labor force Question 16 0.1 pts
Productive efficiency O is represented by the points outside and to the right of the Production
Possibilities Frontier. O means that all the economy\'s resources are fully employed using the
current technology O requires developing new technology and better human capital in the
Production Possibilities Frontier model. O applies to points inside the Production Possibilities
Frontier as well as points along the frontier O means there is no opportunity cost to increasing
production. 0.1 pts D Question 17 The concave shape of the Production Possibilities Frontier
indicates
Solution
Answer 16 : Production efficiency means that all the economic resources are fully employed
using the current technology. It is used to show that various possible combination of goods and
services produced within a particular period of time within a given technology and resources.
Answer 17 : The concave shape of the production possibility frontier indicated the law of
increasing oppournity cost. As the production possibility curve is downward sloping it means
that one more unit of production increases the sacrificing of more another units.
Answer 18 : The statement is True that when the firm has an absolute advantage when it can
produced a product it is not necessary to have comparative advantages also. A nation might have
an absolute advantage but not a comparative advantage in the production of a given product.A
country enjoyed an absolute advantage over another country when they used fewer resources to
produce that product from another country..
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Accountability- Concepts & Forms.pdf
1. Concepts and
Forms of Accountability
Compiled and presented by:
NIAZ AHMED KHAN Ph.D. (Wales), Post Doc. (Oxford)
Professor and former Chair, Department of Development Studies, University of Dhaka;
(Former) Country Representative-Bangladesh, International Union for Conservation of
Nature (IUCN);
(Former) Senior Program Coordinator-CHT, UNDP-Bangladesh; and
Executive Director, Centre for Resources and Development Research (CERDER)
2. Accountability: The Core
Idea
The central idea- when decision-making power is
transferred from a principal (e.g. the citizens) to
an agent (e.g. government), there must be a
mechanism in place for holding the agent to
account for their decisions and if necessary for
imposing sanctions, ultimately by removing the
agent from power
3. Cont…
Central concept in comparative politics
Has a long tradition in both political science and
financial accounting
Ever growing/transforming
concept
4. 4 Pillars of Accountability
1. Responsibility: a duty that binds to the course of
action
2. Answerability: being called to account
3. Trustworthiness: a trait of being worthy of trust
and confidence
4. Liability: being legally bound to a debt or
obligation
5. Types of Accountability
Political accountability is the accountability of
the government, civil servants and politicians to the
public and to legislative bodies such as
a congress or a parliament. Political accountability
is the vertical-downward variant of external
accountability with relatively weak control.
Business accountability is characterized by a P
(principal) that is part of the organization typically
as shareholders, holding A (agent) to account for
producing profit. The degree of control is high, with
details of operations provided, and it runs
vertically upward.
6. Cont…
Bureaucratic accountability is also
characterized by an internal P and high
control, but runs downwards from top
managers to lower levels. As long as it is a
question of bureaucratic accountability (and
not informal patron-clientelism) the object
of accountability is following rules and
regulations in carrying out the instructions
regarding implementation decided upon at
higher levels.
7. Cont…
Representational accountability in democratic political
systems puts the citizens as P and their elected
representatives as A in a vertical relationship
running upwards. The degree of control is
relatively high.
Audit accountability is a particular sub-type of
business or bureaucratic accountability in that it is
horizontal rather than vertical. An internal P is
holding other offices and office holders within the
same state organization accountable, typically for
financial accuracy and prudence.
8. Cont…
Fiscal and Legal accountability respectively can be
both vertical downward and horizontal. In both
cases the degree of control is typically high and very
detailed.
Reputational accountability’s most significant
expression runs horizontally among peers or peer
institutions which are external to the agent.
10. Acknowledgements
The use of selected literature and images is
gratefully acknowledged. The full list of reference
materials is available on request.
11. Anti Corruption Commission
Bangladesh 1
Policies and Programs of Corruption
Prevention in Bangladesh
Nasiruddin Ahmed, PhD (Sydney)
Commissioner
E-mail: ahmed.nasiruddin@gmail.com
Anti-Corruption Commission
Dhaka Bangladesh
January 2016
1
Outline of Presentation
1. Anti-Corruption
2. United Nations Convention Against
Corruption (UNCAC)
3. Anti-Corruption Commission Bangladesh
4. Preventive Measures in Bangladesh
5. Demand side Approach to Corruption
Prevention
6. Measuring Corruption prevention
7. Successful Anti-Corruption Agencies
8. Concluding Remarks
2
1. Anti-Corruption
Figure 1 Anti-Corruption
3
Anti-Corruption
Prevention
Law
Enforcement
4
Corruption
Prevention
Raising
Mass
Awareness
Providing
Access to
Information
Identifying
Sources
of
Corruption
Conducting
Research
Undertaking
Advocacy by
Holding
Seminars,
Workshops
etc
Reforming
Legal
and
Administrative
System
Improving
Service
Delivery
1.2 Corruption Prevention
The dimensions of corruption prevention are shown below
Figure 3: Dimensions of Corruption Prevention
2. United Nations Convention Against
Corruption (UNCAC) Provisions on Corruption
Prevention
Articles 5-14 of Chapter II of the UNCAC deal with
corruption prevention
Article 5. Preventive anti-corruption policies and
practices
Article 8. Codes of conduct for public officials
Article 9. Public procurement and management
of public finances
Article 10. Public reporting
Article 13. Participation of society
Article 14. Measures to prevent money
laundering
Bangladesh acceded to UNCAC in February 2007
5
• The Anti-Corruption Commission (ACC)
Bangladesh was created through the enactment
of the Anti-Corruption Commission Act, 2004.
• It started functioning from 21 November 2004.
Vision
• To create a strong anti-corruption culture
throughout the whole society.
Mission
• To relentlessly prevent and combat corruption.
3. Anti-Corruption Commission
Bangladesh
6
12. Anti Corruption Commission
Bangladesh 2
7
3.1 Major Functions of the Commission
• To hold enquiry and investigation into allegations
of corruption.
• To create awareness among people and promote
integrity among the youth.
• To review the provisions of any law for prevention
of corruption and submit recommendations to the
President for their effective implementation.
• To undertake research, prepare plan for prevention
of corruption and submit recommendations to the
President for action based on the results of such
research.
3.2. Objectives and Legal Framework for
Corruption Prevention
The objective of corruption prevention is to promote
good governance in Bangladesh.
• To promote civic engagement at the grass root level
in compliance with Article 13 of the UNCAC, ACC
constituted 9 City Corruption Prevention Committees,
62 District CPCs and 420 Upazila (Sub District) CPCs .
• To promote integrity among the youth, ACC has
formed ‘Integrity Units’ (Satata Sangtha) at many
educational institutions. About 20,885 Integrity Units
are in operation throughout the country.
8
9
Figure 4: Institutional Framework for Corruption Prevention
ACC
Divisional
ACC (6)
District ACC (22)
Upazila
CPC (420)
District CPC
(62)
City CPC (9)
School/Colleges IUs (20885)
Community
4. Preventive Measures in Bangladesh
4.1 Major Preventive Activities
• Anti-corruption rallies
• Anti-corruption workshops/seminars
• Electronic and print media programs
• Human chain
• Poster and cartoon competition and exhibition
• Debate competition among students
• Special supplements in dailies
• Media awards
• Awarding the best CPCs at district/city and upazila
levels for their contribution to corruption prevention
at grass-roots level 10
11
4.2 On-going Programs of Corruption Prevention
◦ ACC has formulated draft Communication Strategy for
2015 2019 with the technical assistance of the World
Bank.
◦ ACC is working to formulate its Strategic Plan with the
technical assistance of GIZ.
◦ Building up an international standard dynamic Website
of ACC with the technical assistance of GIZ.
◦ ACC regularly publishes a Quarterly Magazine to reflect
the regular activities of ACC
◦ ACC going to print 1,50,000 posters to mobilize anti-
corruption message throughout the country.
◦ A Code of Conduct has been implemented for the
members of CPCs to be followed while discharging their
duties
5. Demand Side Approach to Corruption Prevention
The ACC has adopted the demand side approach to
corruption prevention for empowering citizens to
monitor the delivery of public goods using social
accountability tools like citizens’ report cards,
community score cards, public hearings and social
audits.
• The ACC in collaboration with the TIB is organizing public
hearing in five pilot districts.
• The ACC is planning to use video conferencing system to
hold public hearing shortly.
Based on the feedback received from public hearings,
the ACC is holding dialogue with the selected
government organizations for improving service
delivery
12
13. Anti Corruption Commission
Bangladesh 3
13
Figure 5 shows the framework of
relationship among citizens, service
providers and policymakers.
Through the long route of accountability,
citizens influence policymakers, and
policymakers influence service providers.
When the relationship along the long route
breaks down, because of weaknesses in the
electoral system, service delivery fails.
Service delivery can be improved by
strengthening the short route by increasing
the citizens’ power over service providers
through social accountability mechanism.
14
15
5.1 TI’s Business Integrity Toolkit
Figure 6: Six steps for building an effective anti-corruption program
6. Measuring Corruption Prevention
Conducting baseline survey
Undertaking annual survey of perceptions
Assessing public integrity – FGD and
survey
Assessing systems, institutions and legal
framework using primary and secondary
data
Assessing capacity/performance of anti-
corruption agencies using KPI
16
7. Successful Anti-Corruption Agencies
Some successful anti-corruption agencies are
Hong Kong’s ICAC, Singapore’s Corrupt
Practices Investigation Bureau (CPIB), NSW
Australia’s ICAC and Indonesia’s KPK
Their emphasis is on preventive measures as
against law enforcement
They use regular public opinion surveys to
evaluate their performance
Citizen’s Report Cards (CRC) are used for
assessing the level of satisfaction of the
public
17
8. Concluding Remarks
The objective is to enhance the transparency and
accountability of government organizations
Building capacity of government organizations
Reforming the legal and administrative system
for
better service delivery
Switching from manual to automated system
Establishing a forum among the Cabinet Division,
the ACC and the NIS focal points of
Ministries/Divisions for prevention of corruption
Reaching effectively government services to
citizens through holding public hearing as per
directives of the Cabinet Division
Organizing orientation programs for political
leaders 18
15. 1
NM ZEAUL ALAM
Secretary in Charge(C & R)
Cabinet Division
e-governance
for
Good g0vernance (e-G4GG)
Good governance
Eight major characteristics (according to UN )
Participatory
Consensus oriented
Accountable
Transparent
Responsive
Effective and efficient
Equitable and inclusive
Follows the rule of law.
e-governance
Electronic Governance
Application of information and communication technology (ICT) for
delivering government services, exchange of information, communication
transactions, integration of various stand-alone systems and services.
Using information and communication technologies (ICTs) at various
levels of the government and the public sector and beyond, for the
purpose of enhancing governance.
e-governance
Three major ways:
G2C (Government-to-Citizen)
G2B (Government-to-Business)
G2G (Government-to-Government)
G2G is generally referred to as being e-Government.
Objectives of e-governance
Democracy and human rights
Transparency
Accountability
Ensuring proper justice
Proactive attitude of the civil servants
Simplification of service
Service at the door-step
Improved lifestyle of every citizen
What else with GG?
Advantages of e-governance
Ensured good or good-enough governance
Linked everybody with communication network
Keep peace with international community
Cheaper
Quicker
More reliable
Compliance of globalization
Global Village
16. 2
e-Communication
Communication by using digital technologies-
E-mails
Voice mail
Mobile calls
Websites (interactive and static)
Text messages (SMS)
Audio-Video transmission
E-books
Others
Why it become late?
Information super highway through submarine cable connection will
harm national security?
Although the extraordinary development of information and
communication technology highly accepted by the private sector but it
has largely by-passed Bangladesh public sector earlier
Adoption of modern information technologies reduces manpower and
renders many posts redundant.
Our bureaucracy either reluctant to introduce e-governance.
How it working?
Election manifestoof the political party in 2008 parliamentaryelection.
Political commitment
A2i project
Use field administration
Advocacyand motivation
UDC former UISC at rural level
Cabinet Division and A2i project working together
RTI act, ICT act, NIS, GRS, APA
Wider marketof the e-deviceand govt. tax relaxation in the IT device import.
Ensuring uninterrupted electricityand connectivity at the rural level
Physical infrastructure
Now we have
ICT Policy
National Electronic Service System (NESS)
E-tendering
Video conferencing
Support to ICT Task Force (SICT)
Secretariat Internet Backbone
Access to Information (A2I)
Bangla GovNet
ICT Division and department of IT
Info Sarker
RTI Act 2009
ICT Act 2006, 2013
UDC …….. and others.
Reforms in Cabinet Division for e-governance
Creation of Coordination and Reforms Unit and appoint secretary and other
officials, under which
ICT Branch and
E-governance Branch- are working.
Approved standard staff strength of computer cells for Different
Ministries/Divisions
Coordinates digital initiatives of different ministries/organizations
Monitor e-governance activities in the field administration
Support A2i project activities
Organize video conference
Provide secretarial service for SRVS
Monitor online service simplification
National E-Service System
Online submission of applications
Response to the application
Tracking system
Information about the date of delivery
Accountability
Reduces costs and time
Reduces possibilities of harassment
Service at doorstep of people
17. 3
E-Filing under NESS
Digital File Management System
Digital File Number
Digital File Tracking
LAN and Internet in File Management
Electronic Noting
Electronic Signature
Use of Bangla Unicode
Monitor file disposal under NESS
Video Conferencing
Between Cabinet Division, PMO, Divisional Commissioner and DC offices
Earlier more than 75 End Points now…..
Data secured
Recording facilities
Multimedia and slide presentations
Interactive and user friendly
Any Ministry can communicate with field offices
Different Ministries are being connected with the system
Video Conferencing
Ministries and Divisions can arrange meeting with subordinate office or
other offices
Can arrange a big conference
Social media songlap
For internal communication
Overseas conferences
Prioritize use of video conference system
Web Portal
Portal for each Ministry and subordinate office with unique format
Bilingual web-portal (Bengali and English)
Compliance with RTI 2009 and the relevant regulations
Prioritize compatible platform for websites
Websites to be the means of exchange of information among offices
and citizens
Authentic source of information
Link with national web-portal
The largest website
Social Media
Open facebook account
Interact with the clients
Share innovative ideas
Redress grievances
Social media songlap
Information Exchange and Management System (IEMS)
Interactive web-based system of data exchange between Cabinet
Division and DC offices
Fortnightly Confidential Reports (FCR) are communicated by the
system
Auto summarization features
Reliable data management and preservation
Data security measures ensured
Quick and cost-effective
18. 4
Union Digital Canters
More than 4500 centers established
Cabinet Division, A2i, LGD and ICT Division collaborated
Two Entrepreneurs are appointed for each canters
Digital Communications for the rural people
Information about government services
Birth registration, delivery of khatians etc
Scanner, lamination, multimedia projector etc
Digital centers at the urban rural govt. institutions
Grievance Redress System
Ensures transparency and accountability
Central Grievance Redress System is in place
Cabinet Division monitors and collects information on GRS of
different ministries
Cabinet Division took measures for digitizing the system
A digital GRS is in operation on test basis
Bangladesh Position
E-readiness
Young generation is more advanced
People’s access to internet
Preparation of class content and conduct sessions by using multimedia in
primary and secondary education
Freelancers
Learning for earning
Human resource development
………….
Drawbacks
Security issues
Hacking
Counterfeit data
Unauthorized entry
Digital crime
Punitive measures in the law
Balance in use of law
Awareness
Way forward
Training for the young generation
Occupy market share of international software business
E-governance at all sectors
Infrastructures and Connectivity
E-services at the grassroots level
Achieve the vision 2021
Digital Bangladesh 2021
19. 5
NESS; e-Service platform for all Government offices
Features of NESS - Dashboard
Physical presence Central receive Seen by DC Entry
Seen by ADC
Send to section off
Seen by section off
Previous process for decision making
Entry
3 – 5 Days
Put up by section off Send file to ADC Decision by ADC Decision by DC
4 click one disposal
Through web Through UISC e-service centre
e-decision making process
Office hour 24/7
whatever- wherever-whenever
18 – 20 Days
Only 2 Days
Previous land record delivery process
Land record delivery process at present
21. 7
Inaugural ceremony of Digital Attendance system
One staff of the DC officepunch his card
Awareness & Motivation program by using
Multimedia projector
Computer Training Program
Front view-Arabpur UISC, Customer get service, In charge take a beefing session
Services provided from the UDC
A. Government Service:
Submission of application to any Government officials,
Availability of all government Notice, Gazette, circular,
Birth & Death Registration certificate,
Public Exam Result,
Application form of Universities for admission,
VGF & VGD list, etc.
B. Commercial Service:
Mobile Banking,
Internet browsing, e-mail & video phone facility,
Compose, print, photocopy, photo take & scanning,
Multimedia projector facility and rent,
Insurance et facility & browsing,
Computer Training,
& policy Opening & premium deposit, etc.
C. Future Service:
E-Commerce, Treasury deposit, Tax return, Bill payment, Remittance withdrew
etc.
23. 1
Mohammad Mahiuddin Khan
Additional Secretary (Reforms)
Cabinet Division
Government of the People’s Republic of Bangladesh
Perceptions about
Performance of Government Agencies
Government Agencies have not
delivered
what was expected from them
Reduce Quantity of
Government
Increase Quality of
Government
What can be done to solve the
problem?
Government Agencies have not delivered
what was expected from them
Trickle-down
Approach
Direct
Approach
Privatization Traditional
Civil Service Reforms
Increasing Quality of Government
Trickle Down
Approach
Direct
Approach
Performance Agreement Client Charter
E-Government
ISO 9000
E-Procurement
Quality Mark
Enabling
Environment
Peer Reviews
What is Government Performance
Management System?
Performance Management is both a strategic and an
integrated approach to delivering successful results
in organizations by
improving the performanceand
developing the capabilities of teams and individuals
Government Performance
Management (GPMS) consists of a set of
processes that help government organizations
optimize their business performance.
Introduction of GPMS in
Bangladesh
In January 2015 Hon’ble Prime Minister
approved the outlines of the GPMS that
include:
Signing of APA between the Secretaries of
Ministries/Division and the Cabinet Secretary
Evaluating actual achievements against
targets at the end of the year
For the first time, APAs for FY 2014-15 for 48
Ministries/Divisions were signed.
6
24. 2
Purposes of Introducing GPMS
Facilitating proper implementation of
Vision 2021
Enhancing efficiency and accountability
of government institutions/agencies
Promoting good governance initiatives
Providing an objective and fair basis to
evaluate performance at the end of the
year.
7
Ministries/Divisions send APA
to Cabinet Division (CD)
APA is reviewed by Technical
Committee (TCGP)
Min./Div. incorporate TCGP’s
suggestions and APA is
approved by the Minister
NCGP reviews APAs
Ministries prepare draft APA
and get it approved by the
Secretary
APA Preparation and Signing Process
Min/Div uploads APA on its
Website
NCGP approves APA
guidelines & circular is issued
APAs are signed
8
Contents of APA for FY 2015-16
Overview of the Performance of the Ministry/Division
Preamble
Section 1: Ministry’s / Division’s Vision, Mission, Strategic
Objectives and Functions
Section 2: Outcomes of the Ministry/Division
Section 3: Strategic Objectives, Priorities, Activities, Performance
Indicators and Targets.
Annex-1: Acronyms
Annex-2: Description of the Performance Indicators, Implementing
Department/Agencies and Measurement Methodology
Annex-3: Specific Performance Requirements from other
Ministries/Divisions 9
Strategic Objectives, Priorities, Activities, Performance
Indicators and Targets
Strategic Objectives, Priorities, Activities,
Performance Indicators and Targets (2)
Ministry Strategic Objectives add up
to 84% weights
The remaining 16% are Mandatory
Strategic objectives
Specific weights should be attached to
these objectives.
Mandatory Strategic Objectives
Mandatory strategic objectives have
incorporated the most crucial governance
issues
Mandatory strategic objectives aim to promote
good governance
Mandatory strategic objectives are centrally
developed and approved by NCGP at the
beginning of the APA cycle
12
25. 3
Mandatory Strategic Objectives and Performance
Indicators for 2015-16
Objective Activity
Performance
Indicator
Unit Weight
Target / Criteria Values
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
Efficient
Functioning of
the APA
System
Timely
submission of
Draft APA
Draft APA submitted
within specified time
after receiving
training
Day 1 5 6 7 8 9
Submission of
APA evaluation
report (2014-15)
Evaluation report
submitted on time
Date 1
31 Aug
2015
1 Sept
2015
2 Sept
2015
3 Sept
2015
4 Sept
2015
Monitoring of
APA
implementation
Half-yearly and
quarterly monitoring
reports submitted
Number 1 5 4 3 - -
Signing of MoU
with subordinate
agencies
MoU signed Date 1
15 Oct
2015
19 Oct
2015
22 Oct
2015
26 Oct
2015
29 Oct
2015
Providing
incentives for
Performance
Management
officials
Officers sent to
foreign training
Number 1 3 2 1 - -
Promotion of
Skills and
Integrity
Arranging
training of
officials
Training hour
Man-
hour
1 60 55 50 45 40
Implementation
of National
Integrity
Strategy (NIS)
NIS implementation
monitoring framework
developed
Date 1 30 Nov 07 Dece 14 Dec 21 Dec 28 Dec
Activities of the NIS
Action Plan
implemented
% 1 100 95 90 85 80
Implementatio
n of right to
information
and proactive
disclosure
Adoption of an
Information
Disclosure
Guideline
Information Disclosure
Guideline published in
the website
Date 1 29 Oct 2015
05 Nov
2015
12 Nov
2015
19 Nov
2015
26 Nov
2015
Appointment of
RTI Designated
Officers in the
subordinate
offices
Compilation report
with names and
addresses of DOs
published in the
website
Date 0.5 29 Oct 2015
05 Nov
2015
12 Nov
2015
19 Nov
2015
26 Nov
2015
Preparation of
Annual Report
Annual Report
published in the
website
Date 0.5
15 Oct 2015 29 Oct
2015
15 Nov
2015
30 Nov
2015
15 Dec
2015
Objective Activity
Performance Indicator
Unit Weight
Target / Criteria Values
Excellent
Very
Good
Good Fair Poor
Mandatory Strategic Objectives 2015-16 (cont.)
Objective Activity
Performance
Indicator
Unit Weight
Target / Criteria Values
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
Improving
service
delivery
through
innovation
and grievance
redress system
Implementing
citizen's charter
in the revised
format by
Ministries/Divisi
ons and field
level offices
Citizen’s charter of
Ministry/Division
prepared in the
revised format and
published in the
website
Date 1 29 October
5
Novemb
er
12
Novemb
er
19
Novem
ber
26
November
Citizen’s charter of
subordinate offices
prepared and
published
Date 1 30 Nov 2015
07 Dec
2015
14 Dec
2015
21 Dec
2015
28 Dec
2015
Implementing
grievance redress
system
Grievance petitions
disposed
% 1 90 80 70 60 50
At least one e-service
launched by
Ministry/Division
Date 1 30 Nov 2015
07 Dec
2015
14 Dec
2015
21Dec
2015
28 Dec
2015
At least one service
process simplified by
Ministry/Division
Date 1 30 Nov 2015
07 Dec
2015
14 Dec
2015
21Dec
2015
28 Dec
2015
Mandatory Strategic Objectives 2015-16 (cont.)
Objective Activity
Performance
Indicator
Unit Weight
Target / Criteria Values
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
Improve
Financial
Management
Improve
compliance with
the Terms of
Reference of the
Budget
Management
Committee
(BMC)
Budget Implementation
Plan (BIP) prepared
and quarterly budget
implementation reports
submitted
Number 1 5 4 3 2 1
Improve disposal
of audit
performance
Audit objections
disposed of during the
year
% 1 50 45 40 35 30
Mandatory Strategic Objectives 2015-16 (cont.)
Thank You
26. 1
ISSUES IN CORRUPTION
ROLE OF COMMUNITIES
Fazle Kabir
Former Finance Secretary
Definition
Originated from Latin words ‘CO ’ (together)
and ‘ P ’ (ruin) meaning ‘destruction of
common interest by certain vested interest’
‘Misuse of public office, rules or resources for
private benefit or gain-…material or otherwise’
(OECD, 1996)
According to ransparency International
corruption is the behaviour of public officials-
politicians or public servants, of improperly or
unlawfully enriching themselves through misuse
of public power entrusted to them.
Dynamics of Corruption
C = M+D-A-S
Where,
C = Corruption
M = Monopoly
D = Discretion
A = Accountability
S = Salaries (Public Sector)
Developed by: South American Professor Robert Klitgaard in 1988
Dynamics of Corruption (Contd.)
C = M+D-A-S
The extent of corruption depends on the
of monopoly power and discretionary power
officials exercise and the degree to which they
are held accountable for their actions. Least
accountability and low salary structure
help promote corruption
Causes of Corruption
Social Causes (Bangladesh Setting)
Cultural Phenomenon: Social Acceptance, Passive
Tolerance, Social Injustice Etc.
Absence Of Values And Ethics: Integrity Underrated
Flawed Education System
Family And Clan-centred Social Structure
Poverty And Deprivation
Inactive Civil Society
Lack Of Sensitization
Political Causes
Authoritative Exercise of Power
Clientelesm and rent-seeking
Illiberal and dysfunctional democratic system
Lack of Political space and debate
Lack of political commitment
Politicization of Public Offices
‘Winner-take-it-all’ mentality
Lack of transparency and accountability
Causes of Corruption
27. 2
Administrative Causes
Monopoly and discretionary power
Lack of transparency and accountability
Organizational Secrecy and weak rule of law
Ineffective anti-corruption body
Weakened civil service
Political allegiance over meritocracy
Politico-bureaucratic alliance
Causes of Corruption Role of Govt in Institutions
Existing institutions need to be strengthened by laws
and regulations.
New regulatory institutions need to be created to
address gaps in monitoring governance.
Appropriate appointments in institutions like the
following need to be made:
Anti-Corruption Commission
Human ights Commission
Law commission
Media and Press Commission
Ombudsman
ole of Civil ociety
Citizens face potential corruption practically at
every level and every sector of life.
Government alone cannot succeed in combating
corruption without the active participation of civil
society and citizen action groups.
Civil society is in the best position to articulate the
grievances of the citizen and highlight priorities of
action on corruption to governments.
ole of Civil ociety (Contd.)
Civil society can serve many important
roles–as observer, critic, analyst, campaigner,
or protestor.
It can create public awareness against
corruption and mobilize citizens against
corruption.
Civil society can also play a strong role to
organize campaigns against corruption.
ole of Private ector
In its fight against corruption, the private sector
needs to emphasize on internal controls and auditing
mechanisms.
Corporate bodies and business houses needs to set
clear and enforceable policies against corrupt or
unethical business practices.
Business house need to periodically train middle and
senior management on business ethics to ensure
that standards are institutionalized across the
organization.
Best business practices must be ensured at all
levels
ole of Media
Bangladesh has an active media at present.
ecent growth in the number of private electronic
and print media outlets has increased not just the
amount of information but also its quality.
Media needs to take a proactive role in investigating
and exposing large scale and high profile corruption.
Naming and shaming can be a very effective tactic
to eradicate big time corruption in the country.
28. 3
ole of Educational Institutions
Educators, teachers, trainers & professionals
have big responsibilities to raise voice for
Governance.
eachers can implant hatred against
corruptions among the students at an early
age.
Education on critical issues like women
empowerment, human rights, consumer rights,
right to information, freedom of speech etc
can help empower the young generation.
HANK YO
29. 1
2 N D N AT I O N A L I N T E G R I T Y S T R AT E G Y T R A I N I N G
P R O G R A M
B C S A D M I N I S T R AT I O N A C A D E M Y, D H A K A
F E B R U A RY 1 0 , 2 0 1 6 , 0 9 : 3 0 A M
1
Leadership for Good Governance
Atiur Rahman, Ph.D.
Governor
Bangladesh Bank
Outline
• What is Leadership?
• Effective Leadership- Core Principles of Good Leadership
• Governance: Main Characteristics of Good Governance
• Worldwide Governance Indicator: Status of Bangladesh
• Leadership and Governance in Banking Sector of
Bangladesh
• Linking CSR with Corporate Governance
• Initiatives by Bangladesh Bank emphasizing on good
corporate governance
• Corporate Governance stipulated in Bank Company Act
1991
• Wrapping up
2
What is Leadership?
Leadership is an active, living process-- rooted in
character, forged by experience and
communicated by setting examples.
In management theories leadership deals with
- Change
- Inspiration
- Motivation and
- Influence
3
What is Leadership? (contd..)
• Leadership is not about competency
models, personality traits or formulas-
it is about having the lasting energy to
stay true to your vision for positive
change even in the face of most
powerful resistance.
• Leaders in every organization are facing
different challenges;
• The most common and at the same
time difficult one is transforming the
potentials into performance.
4
What is Leadership? (contd..)
• “A leader is one who knows the way, goes the
way, and shows the way.” --John Maxwell
• He who has never learned to obey cannot be a
good commander- Aristotle
5
Too Many Bosses, Too Few Leaders -
A must read book by Rajeev
Peshawaria
Effective Leadership
• Most organizations are working
at 65% of potential- huge
performance void is caused by
leadership void.
• A true leader can change the
society, nation, even whole
world.
• Example: Mahatma Gandhi, Nelson
Mandela, Martin Luther King Jr.,
Abraham Lincoln, our Father of the
Nation Bangabandhu, etc.
6
30. 2
Effective Leadership (contd…)
• A great leader is
– Someone who inspired you to show up every morning
and do your best possible work,
– Someone who made you believe in yourself,
– Someone who genuinely cared about your success
and
– Someone whom you wanted to follow willingly.
7
Effective Leadership (contd…)
• It is all about the art of harnessing human
energy toward the creation of a better future.
8
Core Principles of Good Leadership
• Stay in control and focused. Clearly define purpose and
values.
• Enlist and energize key influences around team members.
• Understand the people you lead.
• Create conditions that will galvanize the energy of others to
facilitate sustainable collective success.
• Invigorate the entire organization.
• Framework for defining and developing your own leadership
agenda.
• Creation of a culture of excellence in the organization
• Reward the performers.
9
Three steps followed by leaders
• Leaders who achieve exceptional results despite the
toughest of challenges are able to do so as they
know how to:
– Identify sources of unlimited emotional energy to fuel
themselves.
– Enlist a few co-leaders and align their energy toward
shared purposes.
– Galvanize the energy of large numbers of people to create
sustainable collective successes.
10
Governance: defined as
• "...the manner in which public officials and
institutions acquire and exercise the authority
to shape public policy and provide public
goods and services" – World Bank
• “the manner in which power is exercised in
the management of a country’s economic and
social resources for development”-ADB
11
Main Characteristics of Good Governance
12
31. 3
Main Characteristics of Good Governance
(contd…)
• Accountable
Government has an obligation to report, explain and be answerable for
the consequences of decisions it has made on behalf of the
community it represents.
• Transparent
People should be able to clearly see how and why a decision was
made – what information, advice and consultation council
considered, and which legislative requirements (when relevant)
council followed.
• Follows the rule of law
The decisions are consistent with relevant legislation or common law
and are within the powers of council.
13
Main Characteristics of Good Governance
(contd…)
• Responsive
Government should always try to serve the needs of the entire
community while balancing competing interests in a timely,
appropriate and responsive manner.
• Equitable and Inclusive
A community’s wellbeing results from all of its members feeling their
interests have been considered by council in the decision-making
process. This means that all groups, particularly the most
vulnerable, should have opportunities to participate in the process.
14
Main Characteristics of Good Governance
(contd…)
• Consensus Orientation
Good governance mediates differing interests to reach a broad
consensus on what is in the best interests of the group and, where
possible, on policies and procedures.
• Effective and Efficient
Government should implement decisions and follow processes that
make the best use of the available people, resources and time to
ensure the best possible results for their community.
• Participatory
Anyone affected by or interested in a decision should have the
opportunity to participate in the process for making that decision.
15
Good Governance
• Good governance promotes
– equity,
– participation,
– pluralism,
– transparency,
– accountability and
– the rule of law, in a manner that is effective,
efficient and enduring - United Nations.
(http://www.un.org/en/globalissues/governance/)
16
Worldwide Governance Indicator: Indicate
substantial improvement for Bangladesh
(Voice and Accountability, Rule of Law)
Source: http://info.worldbank.org/governance/wgi/index.aspx#reports 17
Worldwide Governance Indicator
(Regulatory Quality, Political Stability)
Source: http://info.worldbank.org/governance/wgi/index.aspx#reports
18
32. 4
Worldwide Governance Indicator:
(Government Effectiveness, Control of Corruption)
Source: http://info.worldbank.org/governance/wgi/index.aspx#reports
19
Good governance for economic growth
• The greatest threats to good governance come
from corruption, violence and poverty, all of
which undermine transparency, security,
participation and fundamental freedoms.- UN
• How do we develop more effective,
accountable systems of governance that will
facilitate and accelerate economic growth and
social development?
20
Role of Leadership for Good Governance
• Any leader and all teams, organizations and
nations succeed in the long run because of the
strategic support and expert oversight they
receive that keep them and their organizations
on the right path.
21
Leadership and Governance in Banking Sector
of Bangladesh
• As the financial sector regulator, Bangladesh Bank
has always been proactive in prescribing and revising
the required standards of corporate governance
including disclosures, and risk management in banks
and financial institutions.
22
Leadership and Governance in Banking Sector
of Bangladesh (contd…)
• Corporate leaders in the financial sector must act
together to instill firmly an institutional ethos of
socially and environmentally responsible financing
for all productive pursuits, shunning speculative risk
taking for quick gains at the expense of longer term
sustainability.
23
Leadership and Governance in Banking Sector
of Bangladesh (contd…)
• Sharpening of corporate visions and goals,
• Sharpening of role definitions and accountabilities,
• Enhancing risk management capabilities, internal
control and disclosure adequacy will be crucial in
attaining the high ratings of banks and NBFIs.
24
33. 5
Why Good Governance Required
• Sound corporate governance may permit the
supervisor to place more reliance on the
bank’s internal process.
• Good governance is very important in bank
management in order to strengthen the
financial base of the bank and obtain
confidence of the depositors.
25
Linking CSR with Corporate Governance
• Bangladesh Bank (BB) has been proactively pursuing
ingraining of a socially responsible financing ethos in the
corporate goals and objectives of banks and financial
institutions.
• CSR activities in the financial sector of Bangladesh have
expanded several fold over the past few years (8 times in the
last 5 years), in direct support for socioeconomic
empowerment of the less well off population segments with
extensive schemes in areas of health, education and
emergency disaster relief.
• In 2014, Bangladesh Bank has issued structured guidelines for
CSR fund allocation and utilization to facilitate orderly
planning and implementation of CSR initiatives.
26
Linking CSR with Corporate Governance (contd…)
• At present 'Corporate Social Responsibility' together
with 'Corporate Governance' have been branded as
one of the most important factors in the banking
sector in our country.
• It is fast spreading in the sector under the leadership
of the Bangladesh Bank. The combination of these
two aspects offers long-term benefits for any
organization.
27
Linking CSR with Corporate Governance (contd..)
• The benefits in the banking sectors are:
Reducing risk,
Attracting new investors,
Enhancing sustainability.
• Attaining high quality of corporate governance is important
for creating and maintaining investor confidence in the
corporate businesses and more so for banks as they are highly
leveraged and engaged in risk bearing investments with
depositors' funds in a fiduciary role.
28
Initiatives by Bangladesh Bank
• Bangladesh Bank ensures the responsible, value-
driven management and control through the system
of corporate governance, which has four key
elements:
Good relations with shareholders;
Effective cooperation between the Management and the
Supervisory Boards;
System of performance-related compensation for
managers and employees and
Transparent and early reporting.
29
BB’s Own initiatives to ensure Good Governance
• BB has its own strategic plan to implement which reviews the
progress every year through Executive Retreat;
• BB’s support to National Integrity Strategy;
• Recognition award for BB’s own staff and foreign training for
newly recruited ADs;
• Best performer bank award for agriculture credit, CSR, etc,.;
• Journey towards farmers to observe credit disbursement
activities;
30
34. 6
BB’s Own initiatives to ensure Good Governance
• Complete Digitization
– Enhance transparency;
– Automated salary disbursement, transfer, promotion
system;
– Digital dash-board;
• Setting up of CIPC to handle customer complains.
– Hot line number # 16236
31
Initiatives by Bangladesh Bank (contd.)
• In order to ensure good governance, Bangladesh
Bank has issued guidelines for bank-companies to
follow:
– While appointing and devising the role-responsibilities and
authorities of the Chief Executive Officer, Managing
Director, Advisor and
– In forming the Board of Directors.
32
Emphasis on Corporate Governance by
Bangladesh Bank
• BB emphasizes on certain issues of Corporate
Governance through Bank Company Act 1991:
– Every banking company other than specialized banks, shall
obtain approval of BB before appointing and/or removing a
director, managing director.
– No person shall qualify for appointment as director or
managing director of a banking company if he does not
fulfill the ‘fit-and-proper’ criteria.
33
…. Corporate Governance stipulated in Bank
Company Act 1991
– No banking company shall have more than 20
directors including at least 3 independent
directors; however, if the number of directors is
less than 20, the banking company may have 2
independent directors.
– The term of the office of the Director of a banking
company shall be three years. A director shall not
hold office for more than two consecutive terms.
34
…. Corporate Governance stipulated in Bank
Company Act 1991…
• Role of the Board-
– The board of directors shall be responsible for establishing
policies for the banking company, for risk management,
internal controls, internal audit and compliance and for
ensuring their implementation.
– Each bank shall establish an Audit Committee, the
members of which are selected from among the members
who are not in the executive committee of the board.
– Each bank shall establish a Risk Management Committee
made up of directors of the bank.
35
…. Corporate Governance stipulated in Bank
Company Act 1991…
Internal Audit and Control-
– The board of directors of a bank-company shall cause the
bank to establish an effective internal audit and control
system. The internal audit system shall be operated
independently of management and its reports are to be
presented to the Audit Committee.
– If a person fails to disclose an interest or a material
relationship, a court of competent jurisdiction may set
aside the contract. In addition, BB may suspend such
person from office for maximum one year.
36
35. 7
Formation and responsibilities of the Board of Directors
BRPD Circular No. 11/2013:
• Obtain prior approval of Bangladesh Bank before appointing
and removing bank directors.
• Fit and Proper Test for appointment of Bank Directors
• Responsibilities and authorities of the board of directors:
– Board can only form 3 committees; Executive Committee, Audit
Committee & Risk Management Committee.
– Executive committee- to perform urgent and routine works
between the intervals of two board meetings.
37
Formation and Responsibilities of the Board of
Directors (contd.)
• Responsibilities of the Chairman of the board of
directors:
– Chairman does not personally possess any policymaking or
executive authority, and shall not participate/interfere in
administrative or operational and routine affairs of the
bank.
– Any complaint against the CEO shall have to be apprised to
Bangladesh Bank through the board along with the
statement of the CEO.
38
Appointment and Responsibility of CEO BRPD
Circular Letter No.18/2013
• Before appointment of Chief Executive, prior
permission from Bangladesh Bank should be
obtained.
• The following aspects are considered:
– Moral Integrity
– Experience and Suitability
– Transparency and Financial Integrity
• Full bio-data and terms & conditions of appointment
(mentioning direct and indirect payable salary and
allowances and facilities) should be submitted to BB.
39
Appointment and Responsibility of CEO (contd.)
• Duties and responsibilities:
– Discharge responsibilities in terms of business, financial
and administrative authorities as vested by the BOD.
– Ensure compliance of BCA 1991, and others applicable
laws and regulations.
• The CEO can not be removed without the consent of
Bangladesh Bank.
40
Appointment of Advisor and Consultant BRPD
Circular Letter No. 19/2013
• Prior approval from Bangladesh Bank is mandatory
before appointing advisor.
• Advisor can advise only on those matters specified in
the TOR. He/she can’t perform routine works, nor
can exercise any power or participate in the decision
making process of financial, administrative,
operational activities.
41
Transactions with Bank Related Persons BRPD
Circular No. 04/2014
• Bank-related Persons’ means:
– any director, managing director or chief executive officer of the bank and
any significant shareholder of the bank;
– spouse of any a director, managing director or chief executive officer or
significant shareholder of the bank by marriage;
– any entity in which a director or significant shareholder of the bank is also
a director or significant shareholder;
– any person that has a significant interest in an entity in which the bank has
a significant interest;
• No banking company shall enter into a transaction with or for
the benefit of a bank-related person, if such transaction
would be entered into on less favorable terms and conditions
to the banking company than would be agreed if the
counterparty were not related to the banking company.
42
36. 8
Transactions with Bank Related Persons (contd.)
• Funded exposure of a bank to its bank related person
and in favor of their interest must not exceed 10% of
the bank’s Tier-1 capital. Funded facilities fully
backed by cash or en-cashable securities will be
excluded for calculation of exposure.
• Directors’ Loan:
– The total amount of the loan facilities extendable to a
Director or to his relatives should not exceed 50% of the
paid-up value of the shares of that bank held in Director's
own name.
43
Significant Shareholders of a Bank
BRPD Circular No. 15/2014
• A person or institution or company, acting directly or indirectly,
alone or in concert with another person, holding more than 5
percent of the equity interest in a bank requires prior
authorization from BB.
• Intending Significant Shareholder(s) shall apply to BB through
the respective bank in prescribed form. For individuals, the
form must be completed and signed by that person; for
institution or company an authorized person may fill out the
Form.
44
Other Initiatives by Bangladesh Bank
• Bangladesh Bank’s role in the journey towards good
corporate governance and leadership excellence
includes:
Bangladesh Bank has been involved with a helping hand
and supporting infrastructure like the IT platform already
in place for online reporting and data base access.
Setting up a world-class Centre for Leadership Excellence
in the Financial Sector in Chittagong which will primarily
focus on leadership and management with better
corporate governance in the financial sector.
45
Wrapping up
• We wish to create an environment
fostering dynamic leadership
• We all are actively engaged in
unleashing the desired creative
energies from each of our through
participatory engagements in terms of
-benchmarking
-sharing experiences
-targeting changed outcomes
-implementing and
-monitoring those objectives.
46
Wrapping up (contd…)
• The corporate governance regulations and guidelines in
Bangladesh are evolving in line with the Basel based global
best practice standards, adapted appropriately to the specifics
of our local environment.
• Bangladesh Bank is trying to combine corporate social
responsibility and corporate governance with effective
leadership.
• These aspects offer long-term benefits to the banking sector,
such as reducing risk and attracting new investors,
shareholders and more equity as well as enhancing stability.
47
Q/A
Thank you
48
37. 1
Manzoor Hasan, Barrister
ED, South Asian Institute of Advanced
Legal & Human Rights Studies
BRAC University
Thursday, 28th January 2016
Corruption is the use of public resources for
private gain
Corruption is an opportunist behavior aimed
at producing benefits for individual or group
at the expense of society
Corruption can be measured by corruption
Index (CPI), which ranks countries based on
how investors, political and risk analysts, and
the public perceive levels of corruption
Corruption Debates-TwoViews
View 1- It may encourage inefficiency and
discourage wealth creation and growth
View 2: It may “grease” wheels of
bureaucracy, and make government more
responsive to the needs of investors and
society
Rapid economic and social change
Strong kinship/political ties
New institutions – creating more
‘gatekeepers’
Conflict of interests
Political softness – lack of ethical
leadership
Low Pay
Lack of information
Monopoly + Discretion –
Accountability =
Corruption
The concept of "governance" is not new. It
is as old as human civilization
"governance" means: the process of
decision-making and the process by which
decisions are implemented
The challenge facing all societies is to
create a system of governance that
promotes, supports and sustains human
development
38. 2
The United Nations Economic and Social
Commission for Asia and the Pacific defines
good governance as a process which is:
participatory, consensus oriented, accountable,
transparent, responsive, effective and
follows the rule of law to assure that
corruption is minimized.The decision-
making process is also responsive to the
present and future needs of society
Aspects of
Good
Governance
Consensus Oriented
Participatory
Rule of law
Effective & Efficient
Accountable
Transparent
Responsive
Equitable and inclusive
Participation:
- It is a key cornerstone of good governance.
- Participation of people can be ensured either direct or
through legitimate intermediate institutions or
representatives
Rule of law:
Rule of law refers to the impartial enforcement of a law
Transparency and accountability:
- Rules and regulations need to be followed in an open and
traceable manner
Decision-makers and implementers need to be accountable
to those who are affected by their decisions and actions
Responsiveness:
- All institutions and processes should serve all stakeholders within
a reasonable timeframe
Consensus oriented:
- Good governance need to consider several actors and their view
points in a given society.
- Good governance requires mediation of the different interests in
- society to reach a broad consensus in society
Equity and inclusiveness:
- Ensuring a society that make its members’ belief that they have a
stake in it and do not feel excluded from the mainstream of
society
Efficiency and effectiveness:
Good governance must involve meeting the
needs of society through making best use of
the resources available
1.Studies show corruption has negative
effects on economic development by
contributing to less effective governance and
retarding wealth creation, reversing
democratic gains made since the end of the
cold war, making economies less able to
sustain viable and effective economic
systems.
2. Cost of public service is high to provide
more income to civil servants- contributes to
high transaction costs
39. 3
3. Increases the burden of the public sector on
citizens
4. It demoralizes, and leads to political
opportunism such as ‘rent seeking” that
contribute to inefficiency
5. Leads to inability of a government to
sustain professionals and administrators
6. Encourages the underutilization of skilled
and educated labor cost or the ‘brain drain’
7. Distorts international trade and investment
8. discourages investment and leads to
capital flight
9. May stunt innovation and introduction of
new technologies
Examining the incentives and rules that
regulate socio-political interaction of society
and change those incentives if they are
flawed
Promote good governance that is
accountable, transparent, honest,
participatory, guarantees economic freedom,
rights of individuals to freely exchange and
contract, based on well secured property
rights by law
Move forward with constitutional reforms
with constitutional limits on government
officials to prevent abuse of power,
guarantee economic freedoms, and to
controls negative incentives.A clear
delineation of political/public activities from
private economic activities is necessary
Discussion Session
mhasan56@gmail.com
40. 1
National Integrity
Strategy (NIS)
Prof. M. Emdadul Haq MA PhD
NSU
28 January 2016
Contents
NIS: from ancient Greece
to the modern world
Components & Advantages
Institutions & Strategic Planning
NIS in Malaysia, Singapore &
Hong Kong
Bangladeshi attempts & failures
Conclusions
Picture: The Court of Thirty Tyrants in ancient Greece
Searching for the idea of ‘good life’ in ancient Greece
by Socrates & his disciple Plato.
Plato’s Academy Classical example
Platonic Scheme of ‘Ideal State’:
State run Education system
The notion of Philosopher King
Communism for the guardian class
Establishing Justice in the society
Specialization of functions
Women emancipation
Social mobility between the classes
Temperance as a social order
41. 2
Greek Temple Model Context in the 1990s
The Fall of Berlin Wall
Decimation of the former Soviet Union
Strategic retreat in the Communist Block
Escalation of corruption across the globe
Bangladesh becoming ‘Champion’ in the
TI Corruption Index
UNCAC Conference in December 2006
Developing NIS for turning the tide of
global corruption.
Seven components
The TI identified in 2006
Strong political will of public leadership to develop
integrity characteristics & ethos.
Reduced opportunities & incentives for corruption.
Administrative measures to increase transparency
& predictability.
Changing the way government does business.
Streamlining operations to improve efficiency.
Institutional capacity & bureaucratic independence
of anti-corruption agencies.
Swift & severe punishment to corrupt elements; &
strong public support.
NIS would deal with two sets of institutions:
State institutions: Parliament, Executive,
Judiciary, Civil Service, Police, EC, OCAG, Local
Government, ACC, PSC, NHRC, Information
Commission, Ombudsman.
Non-state institutions: Political Parties,
Family, Civil Society, Nonprofit organizations,
NGOs, INGOs, Private / Business Sector &
Media.
The NIS adopted in different countries to
engage individuals in their respective
institutions can lead to higher state of
development.
NIS Institutions
NIS would require a set of goal oriented actions
by institutions to comply with values &
principles, policies, systems & procedures
targeting prevention of corruption at the societal
level.
Rationale:
– Corruption cannot be fought through
prosecution alone.
– Moral response is needed for prevention.
– ACC’s efforts need to be complemented by
Ombudsman.
– Similar initiatives have worked in other
countries.
NIS Institutions
42. 3
NIP in Malaysia
Comprehensive integrity mechanism of
National Integrity Plan (NIP) in August 2005
Establishment of the Integrity Institute of
Malaysia (IIM) in 2007 for implementation of
NIP
The basic components:
Family
Community
Civil Society (NGOs)
Socio-cultural institutions
Religion
Economy
Politics & Administration.
Components of NIP
Enculturation of Integrity NIS in Hong Kong
The Royal Hong Kong government on 15
February 1974 had established an
Independent Commission Against Corruption
(ICAC)
Investigative, preventive, & communications
functions against corruption.
Community education & awareness raising
activities as core values.
Revelations of investigators working on the
enforcement side.
Developed a coherent & coordinated set of
strategies.
Hong Kong
Enforcement technique of prosecuting
officials who possess unexplained wealth.
Monitoring of the daily work of the ICAC by
Citizens' advisory committees.
Independence from political interference
and placed in the office of the governor.
Adequate resources have been provided.
Support of independent courts committed to
the Rule of Law.
Hong Kong
Independent Commission Against
Corruption (ICAC) spearheads:
Fight against corruption through
cooperative efforts in operational,
preventive & educational fronts.
Well defined laws on corruption
followed up by corruption reports,
investigation, & prosecution.
Civil Service Regulations to declare
assets regularly - which are open to
public scrutiny.
43. 4
Hong Kong
Maintaining politically neutral, clean, &
efficient civil service;
Robust & first-class law enforcement
agencies, especially the police;
Preservation of an independent judiciary;
Maintenance of rights & freedoms protected
in accordance with law;
Ensuring open & clean elections supervised by
independent statutory body;
Enhancement of corporate governance in the
business sector.
NIS in Singapore
Corrupt Practices Investigation
Bureau (CPIB):
Prevention rather than cure.
Recruited fresh blood in CPIB.
Increased compensation of public sector
employees.
Government-government partnership in
deterring corrupt practices.
Singapore
The agency's placement in the office of
the prime minister.
Personal commitment of the PM in
deterring corruption.
Separateness from the public service.
Autonomy of operation reflected in both
law & practice.
Bodies devoted entirely to investigate
corrupt acts & preparing evidence for
prosecution.
Singapore
Independent & strong role of Corrupt
Practices Investigation Bureau (CPIB);
Attorney General’s Chambers & courts;
Draconian anti-graft laws enforced by
efficient & independent anticorruption
agencies;
Political leaders with foresight & integrity
& strong will to build clean institutions;
Integrity internalized & embedded across
the state organizations & institutions.
Bangladeshi Attempt
Background
Bangladesh becoming ‘Champion’ in the TI
global corruption index during 1997 - 2001;
Foundation of the ACC in 2004;
Bangladesh’s accession to UNCAC and GAP
analysis study in February 2007;
The then Caretaker Government in August 2007
engaged IGS of BRAC University for developing
a ‘Citizen-centred National Integrity Strategy’.
In association with the ADB and the Ministry of
Law and parliamentary Affairs IGS launched
Government policy document on National
Integrity Strategy (NIS) in mid 2008.
Bangladeshi Attempt
NIS Framework maintained that ‘corruption
has emerged as a major deterrent against
growth and development in the country’.
It brought together potential integrity
initiatives of major institutions in Bangladesh.
The NIS Framework was approved by the
Cabinet Division in October 2008.
The political government, however, refrained
from ratifying it in the parliament immediately.
Nevertheless, the Bangladesh government in
line with UNCAC provisions adopted a number
of legislation during 2009-12.
44. 5
The NIS has been adopted as a policy
document to prevent corruption through
institutionalization of integrity among the
members of the public officials.
The NIS (Jatiyo Shudhachar Koushol) has
been adopted by Bangladesh Government in
October 2012 as a policy to prevent
corruption.
The Cabinet Division in its Independent
Review of National Integrity Strategy (NIS)
in May 2013 showed the modalities of NIS
application in the country.
Bangladeshi Attempt Bangladeshi Attempts
To facilitate the implementation process
the government introduced National
Integrity Implementation Unit (NIIU),
National Integrity Advisory Council
(NIAC) and Executive Committee of the
National Integrity Advisory Council
(ECNIAC).
Being instructed by NIIU of Cabinet
Division Ethics Committees have been
formed in all Ministries/ Divisions
including Constitutional & Statutory
Bodies.
Series of integrity failures in public
governance in recent years:
Share market disaster,
Padma bridge scam,
Ministers escaping corruption
charges,
Hallmark scam etc.
Waning image of the public leadership,
judiciary, ACC, enforcement agencies &
the public servants.
Bangladeshi Failures Bangladeshi Failures
TIB in its assessment report in 2014
identified weaknesses as follows:
‘weak oversight functions, insufficient
resources, lack of incentives, dearth of
technical and professional competence of
concerned actors, politicisation, nepotism,
and corruption and an absence of exemplary
punishment for corruption leading to a
culture of impunity/denial’.
It also continued by saying that ‘low
awareness of citizens of their rights and
inadequate access to information’ are other
obstacles in the implementation process.
Conclusion
NIS in Bangladesh is not home grown rather
initiated by ADB, promoted by KOICA and
then currently pursued under the Technical
Cooperation project of JICA.
The project has successfully completed the
ground work for the formation of Ethics
Committees, assignment of Integrity Focal
Points, formulation of NIS work plans by 53
institutions, drafting an NIS road map, &
formulation of NIS monitoring Guidelines.
Forming integrity management committee
within the public service can monitor,
promote the integrity & conduct of the
employees.
Conclusion
For making the current policy effective there
should be also a strategic planning to involve
public in the social movement against
corruption.
A system of transparency & accountability
should also should be maintained to
streamline & monitor financial & public
procurement activities.
Once a sound NIS is implemented, political
leadership would be in a moral position to
provide guidance to public officials as to how
they should act, take decisions & use
discretion in their day to day services.
