Preventing and Managing Conflicts

1 Preventing and Managing Conflictsof Interest in the Public SectorGOOD PRACTICES GUIDEP repared at the request of the G20 AnticorruptionWorking Group by the World Bank, OECD and UNODCP ublic Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure AuthorizedAbout this GuideThis Guide was prepared at the request of the G20 Anticorruption Working Group (ACWG) under the G20 Presidency of Argentina in 2018. The Guide has benefited from input and examples, and the review and discussion of drafts at the G20 ACWG plenaries, co-chaired by Argentina and France in 2018, and Japan and Mexico in Guide is intended as a resource for policymakers, practitioners and civil society in strengthening conflict of interest regulations and systems.

2 It illustrates experiences and good practices in Managing and Preventing Conflicts of interest from countries in the G20 and beyond, drawing on the experience and expertise of the World Bank, the OECD and the Guide supplements the G20 High-Level Principles for Preventing and Managing Conflicts of Interest in the Public Sector, adopted by the G20 Anticorruption Working Group in 2018. Each chapter in this Guide begins by identifying the relevant High-Level Principles addressed in each section. The complete list of High-Level Principles can be found in Annex 1. An inventory of supplemental examples of G20 country practices in Preventing and Managing Conflicts of interest is provided in Annex 3.

3 This list was current in December 2019 and not intended to be Guide was prepared jointly by a team of authors from the World Bank, the Organisation for Economic Cooperation and Development (OECD), and the United Nations Office on Drugs and Crime (UNODC), led by Alexandra Habershon (World Bank), Carissa Munro, Felicitas Neuhaus (OECD), Tim Steele and Constantine Palicarsky (UNODC).Direction and guidance were provided by Steve Zimmermann, Ahmadou Moustapha Ndiaye, Jim Anderson (World Bank); Ir ne Hors and J nos Bert k (OECD Public Governance Directorate); and Giovanni Gallo and Brigitte Strobel-Shaw (UNODC).The World Bank team of authors and technical experts included Jane Ley, Dmytro Kotliar, Laura Pop, Ivana Maria Rossi, and Catherine Greene.

4 Publication support was provided by Alina Frederieke Koenig, Lara Saade, Nick Nam and Budy JULY 2020 ContentsAbout this Guide iiAcknowledgements iiAbbreviations and Acronyms vi1. Conflict of interest standards - Defining and applying the approach 1 Corruption and Conflicts of interest: International standards 1 Defining Conflicts of interest 2 Managing Conflicts of interest: Methods and tools 3 Dealing with apparent, potential, and actual Conflicts of interest 4 Scope of application of COI regulations 5 Strategies for evaluating the implementation, functioning, and relevance of conflict of interest policies 62. Types of conflict of interest - Understanding country priorities 7 Categories of Conflicts of interest 7 Identifying high-risk functions and behaviors: the starting point for addressing Conflicts of Interest 8 Typologies of conflict of interest situations 133.

5 Institutional arrangements to manage Conflicts of interest: Who is in charge? 18 Model 1: Conflict of Interest system is managed by a primary body for each branch of government 20 Model 2: Conflict of Interest system is managed by a central agency with ethics officers in each line ministry or government agency 21 Model 3: One primary, specialized body for all branches of government 23 Model 4: A Centralized agency with satellite offices at the local level 244. Addressing key risk areas - Pre/post public employment and public decision making 25 Good practices for Managing conflict of interest in pre- & post-public employment situations 26 Safeguarding the public interest and ensuring integrity in decision-making 325.

6 Building an open organizational culture to identify and manage Conflicts of interest 38 Building an open organizational culture to foster communication and commitment around Managing Conflicts of interest 386. Managing Conflicts of interest Use of financial disclosures 43 Why use financial disclosures for conflict of interest management 44 When and how to use financial disclosures 45 What information to include to be useful for Managing conflict of interest 49 Approaches to the review and verification of financial disclosures 547. Raising awareness, building capacity and commitment in conflict of interest systems 56 Raising awareness and building capacity to mobilize conflict of interest policies 56 Preventing AND Managing Conflicts OF INTEREST IN THE PUBLIC SECTOR: GOOD PRACTICES GUIDEiii What are common challenges that countries encounter when raising awareness and building capacity to prevent and manage Conflicts of interest?

7 57 What opportunities can countries leverage to raise awareness, and build capacity and commitment? 578. Remedies for different types of conflict of interest 629. Responses to Conflicts of interest: Enforcing sanctions and addressing the harm caused 65 Overview of sanctions for conflict of interest violations 6610. Data and analytics to support conflict of interest policies, prevention, management and detection 75 How can data analytics support the prevention and detection of Conflicts of interest? 75 Common challenges in data collection and analytics 76 Data and prevention: Crosschecking data to flag potential Conflicts of interest in public procurement (Case Example: Romania) 77 Diagnosing country priorities through surveys and data collection.

8 (Case Examples: Mexico and Vietnam) 78 Electronic filing of financial disclosures: A way to enhance data and analytics to support conflict of interest prevention & detection 78 Annex 1. G20 High-Level Principles for Preventing and Managing Conflict of Interest in the Public Sector 81 Annex 2. Supplemental Guidance from the OECD for Chapter 4 85 Annex 3. Selected examples of G20 Country Practices 91 Bibliography 113iv FiguresFigure 1. Model 1: A Conflict of Interest body for each branch of government 21 Figure 2. Model 2: Conflict of Interest system is managed by a central agency with ethics officers in each department or Ministry 22 Figure 3. Model 3: Conflict of Interest system is managed by one primary, specialized body for all branches of government 23 Figure 4.

9 Model 4: A Centralized agency with satellite offices at the local level 24 Figure 5. Cooling-off period post public employment 28 Figure 6. Four complementary strategies against risks of undue influence 33 Figure 7. Level of disclosure and public availability of information about private interests in the OECD and some other countries (2015) 44 TablesTable 1. How public officials can be influenced by individuals and special interest groups 32 Table 2. Options for Managing stakeholder engagement to ensure integrity in decision-making 34 Table 3. Categories of information found in disclosure forms (% of countries) 53 Table 4. Data collected in Romania s Integrity Forms 77 Annex 2. Table 1.

10 OECD Post-Public Employment Principles 85 Annex 2. Table 2. Options for Managing stakeholder engagement to ensure integrity in decision-making 86 Annex 2. Table 3. Framework for Transparency and Integrity in Lobbying 88 Annex 2. Table 4. Examples of transparency-based influence mitigation measures 90 Annex 3. Selected examples of G20 Country Practices (reported by ACWG members) 91 BoxesBox 1. Public procurement poses high risk for COI which can be addressed through restrictions on the activities of certain public officials and data-driven risk detection systems 10 Box 2. Examples of COI risks in hiring and appointment decisions that regulations seek to address 12 Box 3. Examples of restrictions on implementing government contracts 14 Box 4.