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CGH13_ebook

enables us to focus on ‘best fit’ reforms appropriate for context, building on member countries’ shared history of public administration • Priority to helping small and vulnerable member countries that are neglected by others. The Commonwealth has long served as an advocate for small states in international fora. Small states are under increasing pressure to improve their public administration to attract investment, increase competitiveness and effectively deliver public goods and services to their citizens • Rapid response in a manner that large aid agencies – both bilateral donors and international financial institutions – often cannot provide, responding to country needs based on a keen appreciation of the unique nature of Commonwealth nations. Time is often of the essence as political opportunities to act do not come up twice • A willingness to support and seed-fund good ideas which, once they have taken off and demonstrated their worth, can be taken up by major funders In this regard, the Commonwealth will seek to leverage its comparative advantages in the following manner: Member countries with more effective institutions at the centre of government A primary focus of the Commonwealth over the next four years will be to support and strengthen the political and bureaucratic environment at the centre of government to enable reform and development. We will do this by improving the relationships between the critical elected (ministers) and appointed (civil servants) actors at centres of government in targeted member countries (the political and administrative interface), and developing the systems, structures and processes that facilitate cooperation, collaboration and co-ordination, ensuring it is sustainable. The trust the Commonwealth enjoys from its members allows it to access politically sensitive areas of government where other international organisations cannot. This strategic position enables the Commonwealth to influence political leadership and create the political will necessary to facilitate a common national vision and development agenda. The Commonwealth’s work in this area will be grounded upon the theory of change that, by addressing the relational issues within the political-administrative interface and strengthening the capacity of key public institutions, increased efficiency and effectiveness in public administration will be achieved that will enable governments to more effectively deliver key reforms and achieve sustainable national development. The Commonwealth will therefore work toward ensuring that: (i) adequate and appropriate resources are developed and allocated at the centre of governments; (ii) newly developed systems and procedures sustain collaborative and I n t r o d u c t i o n coordinated working practices; and (iii) politicaladministrative interface retreats are completed with clear follow up actions identified and implemented. Anti-corruption and public procurement agencies functioning effectively through networks Another key focus for the Commonwealth over the next four years will be on establishing, developing and nurturing regional and pan-Commonwealth thematic networks on anti-corruption and public procurement. We will do this by strengthening existing regional networks into fully functioning communities of practice. Building upon Commonwealth member’s similar political, legal, administrative and judicial systems, we will support these networks in brokering the exchange of ideas, experiences and ‘best-fit’ practices between key institutions in member countries, as well as acting as a conduit for technical assistance – including pro bono support between members – to address mutually recognised capacity constraints. The establishment of the Commonwealth Africa Anti- Corruption Centre in February 2013 represents the first major step in this direction. Based on Gaborone, Botswana, the centre supports the existing Association of Commonwealth Africa Anti-Corruption agencies. It aims to: become the prime vehicle for improving co-ordination between agencies in Commonwealth Africa, brokering the exchange of ideas and good practices among African Commonwealth countries; encourage the sharing of professional skills, knowledge and experience in areas of comparative advantage; harness political will; and strive for adequate legislation, policy reform and law enforcement. The centre also supports the transfer of knowledge, skills, guidance, training, mentoring and coaching together with other forms of assistance sought by the heads of agencies. Member countries strengthening democratic oversight of public financial management standards The third area of focus for the Commonwealth under the new governance programme will be support to enhance the ability of governments to exercise democratic oversight of public finances. Oversight institutions – such as parliamentary public accounts committees, supreme audit institutions and internal audit functions – play a key role in ensuring transparency and accountability. They can act as a ‘check’ on the bureaucratic and executive arms of government, encouraging respect for the rule of law. In this regard, the Commonwealth will work to strengthen oversight institutions in member governments. This will include the undertaking of diagnostics and follow up technical assistance to strengthen and enhance the independence of supreme audit institutions in key member countries in order to more effectively exercise their oversight responsibilities. We will also explore models for ‘best fit’ audit approaches for small states (e.g. the ‘value for money’ Commonwealth Governance Handbook 2013/14 9


CGH13_ebook
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