“. . . [S]ound policies require good information – about the existence, nature, and causes of a problem, about the costs and benefits to the affected public of various possible solutions to the problem, and about the effectiveness of current policies.” Peter H. Schuck, Why Government Fails So Often: And How it Can Do Better. Princeton: Princeton University Press, 2014, p. 162.
Few axioms of policymaking would seem as self-evident as the one above, and few are so often observed in the breach. Developing the knowledge required for good policymaking can be expensive, time-consuming, and intellectually challenging. At the same time, policymakers are often under pressure to act; the problem is urgent; the public demands a solution, and they want to address the nation’s ills, or at least appear to address them, quickly. So policy is made on the basis of incomplete data, hunches, intuition, and plain guesswork. The unfortunate result, as the title of Schuck’s book advertises, is almost always a policy failure.
Anticorruption is an area that seems particularly prone to policymaking on the fly. In 2007 the U4 Anticorruption Resource Centre examined different countries experiences developing and implementing a national anticorruption strategy. A major finding: “information, knowledge, and understanding of corruption continue to be a great weakness for the formulation and prioritization of anticorruption initiatives . . . .” A more recent review of national anticorruption strategies Matthew and I have underway for the UNODC suggests matters have changed little in the intervening years. Countries as different as India, Bosnia-Herzegovina, and Thailand have constructed detailed, complex strategies for combating corruption on a thin to non-existent knowledge base.
Given the challenges of building a sound knowledge base for anticorruption policymaking, it is easy to understand why this critical step in the process is so often ignored. Continue reading