We enable better outcomes to be achieved by those in front-line roles – whether politicians, leaders, managers, civic groups, company executives or others. Where corruption is a major constraint, we help them devise politically & technically feasible options.
The key to better anti-corruption strategies is to conceive corruption reform differently. Think of it as a different mental model. Mental models are the images, assumptions and stories that we carry in our mind about every aspect of our world. They are often tacit and unexamined, below the surface, like icebergs. Yet they determine our behaviour.
In corruption reform, the front-line mindset is often that Corruption is a gigantic problem, woven into our context. Tackling it in my job will hurt me. I will target my energies elsewhere. Partly true, of course, but in working across many countries and sectors, we have identified an alternative approach.
Use SFRA
CurbingCorruption has re-thought how people in front-line situations can develop useful anti-corruption strategies. The result is called SFRA, which stands for Sector Focus Remediation Action. Click here to see how to use it.
SFRA enables you to
- better understand tackling corruption within your particular sector
- focus on the specific corruption issues: disaggregate them, analyse them & triage them
- generate a shared understanding about which could be tackled,
- generate a range of politically and tactically feasible strategy options
- draw on the proliferation of international anti-corruption initiatives
Download our book for free here. It describes the approach in an easy-to-use way
Watch this five minute overview
Sectors are the starting point
Corruption issues and remedies are usually best addressed at sector level, not at whole-of-government level
Why? Front-line reformers understand their sector (health, education, telecoms, policing, etc). They understand the economic incentives that drive their sector, the language of their sector, the social norms that govern peoples’ behaviour, the political specificities of the sector. There is also usually ownership and pride among those working in any given sector, powerful motivators if ways can be found to harness them. Even in the toughest corruption environments, where progress may only be possible in tiny steps, there are many sector improvement measures that can help, and which can form the basis of a much larger improvement when circumstances change.
Click the box below for reform experience and strategies in each sector
