test post

Once objectives are identified by
the ACC in terms of its institutional
configuration, staff expertise and
resources, then the ACC can determine

its priorities and workload. Donors
may argue that their programme

preferences are not imposed on ACCs,
but agreed with their leaders. It is also
true that ACCs are often so short of
funding that they will agree to almost
any donor proposal.
Where a number of donors
are involved, the problems of
organizational coherence, coordination
and sustainability are compounded.
There has, of late, been more emphasis
on donor co-ordination in anticorruption
work, but it has started
from a low base and appears more
rhetorical than substantive. Given the
lack of institutional memory in many
development agencies, it also raises
acute problems of sustainability.
In 2004, after a decade or more of
donor support for ACCs, we still
found ACCs in Africa which lacked
even the rudiments of modern business

organizations. One had no functioning

accounts department and, to no great
surprise, donors complained that the
ACC was unable to account for the

donor funds it had ‘spent’! When an

anti-corruption body is itself unable

Related Articles: zohaib