A new report from the Federal Audit Office (EFK) reveals significant shortcomings in Switzerland's approach to combating corruption within its international cooperation initiatives. The audit found that the relevant federal agencies lack a clear operational strategy, systematic oversight, and measurable goals for their anti-corruption efforts.
Key Takeaways
- Switzerland's anti-corruption strategy in international aid lacks clear operational goals.
- No systematic monitoring or success measurement exists for anti-corruption measures.
- The Federal Audit Office recommends a joint coordination platform for better collaboration.
- Corruption prevention is often a 'transversal goal' rather than a primary focus in projects.
- Knowledge management and impact assessment face significant challenges.
Federal Audit Office Identifies Strategic Gaps
The Federal Audit Office (EFK) released a report on Thursday highlighting critical deficiencies in how Switzerland manages its anti-corruption initiatives within international development cooperation. Switzerland annually invests billions into development and economic programs worldwide. A key objective of these programs is to prevent corruption and strengthen the rule of law. This policy aims to build trust in Swiss aid globally and ensure public funds reach their intended beneficiaries.
However, the EFK's findings suggest a disconnect between these goals and their practical implementation. The report states that the federal administration lacks a coherent strategy to ensure the effectiveness of its anti-corruption measures. This raises questions about the impact of significant financial investments.
Fact Check
Switzerland allocates billions annually to international development and economic programs. A core aim is to combat corruption and bolster the rule of law in partner countries.
Lack of Clear Objectives and Coordination
According to the EFK, neither the Swiss Agency for Development and Cooperation (SDC) nor the State Secretariat for Economic Affairs (SECO) possess clear operational objectives, dedicated budgets, or measurable targets specifically for anti-corruption efforts. Activities often originate from a 'bottom-up' approach, with little strategic alignment across projects. This makes systematic monitoring of success almost impossible.
The auditors noted the absence of a central database. Such a database would track which projects genuinely contribute to corruption prevention. Furthermore, the report pointed out a lack of formalized cooperation between SDC and SECO, despite overlapping responsibilities. This ambiguity obscures the actual effectiveness of resources deployed.
"Without defined priorities and responsibilities, there is a risk that corruption issues get lost within project portfolios."
Recommendations for Improved Oversight
The EFK strongly recommends establishing a joint coordination platform. This platform would centralize information, facilitate shared experiences, and leverage synergies between the agencies. Such a move could streamline efforts and provide a clearer picture of overall impact.
Understanding 'Transversal Goals'
Within Swiss development cooperation, combating corruption is considered a 'transversal goal.' This means it should be integrated into all projects. However, the EFK found that this approach often means corruption prevention rarely becomes a central focus.
Challenges in Project Focus and Knowledge Management
The report highlights that few programs explicitly concentrate on preventing or detecting corruption. While the cross-cutting logic offers flexibility, it also leads to a lack of clear accountability. The EFK warns that without specific priorities and assigned responsibilities, corruption issues risk being overshadowed by other project objectives.
Weaknesses also exist in knowledge management. Experiences and expertise are not systematically documented, making institutional learning processes largely absent. The agencies rely heavily on individual staff members for critical knowledge.
Measuring Impact and Long-Term Effects
Assessing the true effect of anti-corruption measures proves difficult. Many projects are designed with indicators that are hard to verify. The EFK calls for mandatory key performance indicators (KPIs) and ex-post evaluations. These would help determine the long-term impact of projects.
- Systematic Documentation: Crucial for retaining knowledge and building institutional memory.
- Verifiable Indicators: Essential for accurately measuring project success and impact.
- Ex-Post Evaluations: Necessary to understand long-term effectiveness beyond project completion.
Agency Responses and Future Outlook
Both the SDC and SECO generally acknowledge the criticism. However, they also point to existing political and operational limitations. The SDC emphasizes that setting precise operational targets could preempt political decisions. SECO highlights its zero-tolerance policy against corruption and noted that the report only covered a portion of its project work.
Despite these caveats, the EFK concludes that there is an urgent need for action. Switzerland must credibly fulfill its international commitments. Without clear objectives, coordinated management, and measurable results, it remains uncertain whether the billions invested in fighting corruption are achieving their desired effect. The integrity of Switzerland's international aid depends on addressing these strategic gaps effectively.
The report underscores the importance of transparency and accountability in all international cooperation. Future efforts will likely focus on implementing the EFK's recommendations to strengthen Switzerland's role as a credible partner in global anti-corruption initiatives. This will require a concerted effort to align strategy with execution, ensuring that aid money serves its ultimate purpose.