Global Report: Enhancing Government Effectiveness and Transparency - The Fight Against Corruption

Page 355

PART III ROLE OF INSTITUTIONS IN FIGHTING CORRUPTION

CHAPTER 13 JUSTICE SYSTEM

BOX 13.1

Romania’s National Anti-Corruption Directorate (DNA) For a long time, Romania’s DNA was a success story in the fight against corruption. The EU has praised the DNA for being effective and proactive and credited it with significant achievements in cracking down on corruption. The DNA increased the number of indictments by 50% between 2012 and 2017. 8 An evolving political environment and subsequent justice sector reforms negatively affected this positive record. 9 The Group of States against Corruption (GRECO), the Council of Europe’s anti- corruption body, has voiced deep concerns in a 2018 report criticizing the justice system reforms adopted by the Romanian parliament, undermining the effectiveness of the fight against corruption.10

For example, public prosecutors have to scrutinize the lawfulness of police investigations at the latest when deciding whether a prosecution should commence or continue. These considerations apply to prosecution services in general, but also to anti-corruption agencies that some countries have chosen to equip with such prosecution functions.11 Whether general prosecution services or specialized agencies with prosecutorial functions, units with specialized and multi-disciplinary expertise within these institutions are often created to ensure adequate prosecutorial expertise in highly technical areas, for example in financial matters. The effectiveness of the prosecution service in fighting corruption depends on the effectiveness of the whole justice system. Where the political environment is adversely affecting the justice system, the public prosecution service will be impacted. This is illustrated by Romania’s National Anti-Corruption Directorate (Box 13.1)

The police The police is a also a critically important justice institution in the fight against corruption, intervening mainly in the preparatory phase of the criminal justice chain. Under the rule of law, the main purposes of the police in this context are to (i) detect crime; (ii) prevent and combat crime; (iii) protect and respect the

individual’s fundamental rights and freedoms; and (iv) provide assistance and service functions to the public.12 Whatever the exact relationship between the police and the prosecution service in a given jurisdiction,13 weak performance of the police will result in the prosecution service not being able to proceed with indictments for corruption. Illegal police actions, in particular, are likely to jeopardize the chances of indictments being successful or of indictments being brought to court by the prosecution service.

Other justice institutions The performance of the courts, the prosecution service, and the police as the primary institutions of the criminal justice chain in the fight against corruption is more or less directly affected by the performance of other justice sector institutions as well. Without going into detail, they include bar associations (often tasked with taking disciplinary measures to sanction lawyers who act as vehicles for corruption),14 judicial and prosecutorial councils (often tasked with managing the performance of judges and prosecutors or with disciplining them for corrupt behavior), the Ministry of Justice (often tasked with setting national policies and managing judicial infrastructure, including facilities and ICT for courts), judicial inspections, forensic institutions, and judicial training institutions, which play an important role in providing training relevant for the fight against corruption.

Enhancing Government Effectiveness and Transparency: The Fight Against Corruption

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Box 13.6 Trade of Influence in the Judiciary

55min
pages 362-386

Box 13.5 Court User and Multi-Stakeholder Justice Surveys

3min
page 361

Box 13.3 Specialized Anti-Corruption Courts in the Philippines and Indonesia

2min
page 358

Box 13.4 International Cooperation and Mutual Legal Assistance (MLA

6min
pages 359-360

Box 13.2 Specialized Anti-Corruption Courts: Political Commitment or Implementation Gaps

2min
page 357

Box 10.1 The Extent of Corruption

2hr
pages 303-354

Box 13.1 Romania’s National Anti-Corruption Directorate (DNA

6min
pages 355-356

Box 9.2 The Beneficial Ownership Data Standard (BODS

5min
pages 291-292

Box 9.3 Key Data Questions for Policy Makers to Consider

25min
pages 293-302

Table 7.4 AP’s Transformational Technologies

53min
pages 251-270

Box 9.1 What is a Beneficial Owner?

15min
pages 286-290

Figure 8.2 Final Findings of ANI Reports between 2008 and 2019

15min
pages 279-285

Table 7.2 Major Technology Trends for Public Sector Fraud and Corruption

16min
pages 243-247

Box 6.2 The Extractive Industries Transparency Initiative (EITI

13min
pages 219-223

Table 7.3 Navigating GovTech for Public Sector Fraud and Corruption

8min
pages 248-250

Box 7.2 Singapore’s SkillsFuture Program and Fraud Detection

2min
page 241

Box 7.1 Brazil’s Tribunal of Accounts Robots

2min
page 240

Box 6.1 What Does Open Data Have to Do with Open Government?

9min
pages 216-218

Figure 6.1 Unpacking Open Government

1min
page 215

Table 5.1 Corruption in Public Services: Estimating the Magnitude of the Problem

2min
page 190

Box 4.1 Standard Operating Procedures and Internal Audit Capacities in Latin America

2min
page 166

Figure 4.3 ACD Presence and Main Transit Trade Routes

1min
page 178

Box 4.3 Donor Support to Afghanistan Customs Department

2min
page 179

Box 2.5 Transparency in Renegotiation for Public-Private Partnerships

2min
page 117

Box 3.1 About Empresas Públicas de Medellin

6min
pages 140-141

Box 3.3 The Impact of Operation Car Wash across Latin America

2min
page 145

Figure 2.7 Causes of Renegotiation, based on 48 Projects that experienced Renegotiation

5min
pages 115-116

Figure 1.2 Change in Corruption Risk Indicators as a result of the e-GP Intervention

55min
pages 75-93

Box 2.4 The Open Contracting for Infrastructure Data Standard (OC4IDS

6min
pages 102-103

Box 2.1 IFC’s Integrity Due Diligence (IDD

10min
pages 94-97

Figure 2.6 Making Infrastructure Data Useful for Planners, Implementers and Policy Makers

19min
pages 106-113

Figure 2.5 Multi-Stakeholder Working at the Project Level

2min
page 105

Box 2.2 The Evolution of Multi-Stakeholder Approaches to Accountability in Infrastructure

2min
page 99

Box 2.3 The Role of the CoST Secretariat

1min
page 100

Box 1.1 Timeline on Somali National Army Rations Re-tendering

16min
pages 68-73
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