By Saba Kassa

Politics matters for the success of anti-corruption and asset recovery efforts. This report discusses the political and governance factors that affect the performance of the justice system in relation to anti-corruption and asset recovery. It also provides guidance on assessing these factors systematically with the goal of developing adaptive strategies to strengthen the justice chain in line with changing contexts. The Assessment and Monitoring Framework presented here is a state-of-the-art methodology to think and work politically to strengthen rule of law systems. It draws on the experience and insights of ICAR staff working with anti-corruption institutions across the globe. It responds to a gap in the existing toolbox of anti-corruption practitioners, given that existing political economy methodologies have not sufficiently focused on the contextual factors that impinge on the performance effectiveness of the different anti-corruption institutions constituting the justice chain.

Working Paper 52,

Basel, SWIT: Basel Institute on Governance, 2024. 24p.

By Scarlet Wannenwetsch

Since its first use by the World Bank in 2008, the concept of “anti-corruption Collective Action” has evolved into a well-established best practice to prevent corruption and strengthen business integrity. This paper captures the specific characteristics of anti-corruption Collective Action that have emerged over time and translates them into an easy-to-grasp typology that reflects both the variety and unifying principles that make up the Collective Action ecosystem. It aims to: • spark new impetus for engagement; • open the concept to new stakeholders, topics and environments; and • support existing initiatives in developing their long-term visions and aims. In addition to supporting practitioners, updating the typology will also help strengthen the case for Collective Action as a normative corruption prevention practice 

  This Working Paper presents an updated typology for anti-corruption Collective Action, a concept first defined by the World Bank in 2008. The new typology aims to reflect the realities and evolution of Collective Action, which is now becoming a well-established best practice for preventing corruption and strengthening business integrity. The paper seeks to enhance understanding, encourage broader stakeholder engagement and support the long-term visions of existing initiatives. The typology builds on the key characteristics of Collective Action that have developed into common denominators over time: • Private-sector engagement: Collective Action is primarily driven by businesses, often in collaboration with governments and civil society. • Focus on addressing corruption: Initiatives target corruption and corruption-related risks. • Commitment to raising integrity standards: Collective Action aims to level the playing field through sustained engagement and concrete actions. Using these common characteristics, the paper identifies three distinct categories of Collective Action initiatives: 1. Engagement-focused initiatives: Centered on trust building, knowledge sharing and collaborative efforts to strengthen business integrity. 2. Standard-setting initiatives: Developing industry- or country-specific anti-corruption frameworks, codes of conduct and best practices. 3. Assurance-focused initiatives: Incorporating external verification, compliance certification and monitoring mechanisms to ensure accountability. These categories operate within a Collective Action ecosystem, where initiatives are interconnected and capable of evolving and transitioning between categories. The paper highlights the importance of trust, commitment and private-sector leadership. It also identifies challenges, such as avoiding free riding and ensuring credibility. The paper finds that Collective Action has evolved into a dynamic and adaptable approach that must remain flexible and responsive to context. Rather than prescribing rigid methodologies, a broader focus on the Collective Action ecosystem is necessary to help stakeholders effectively engage. Currently, Collective Action faces a critical juncture: the growing number of high-level commitments is contrasted with challenges in translating them into practical collaboration between the public and private sectors. A key concern is preventing Collective Action from becoming a mere tick-box exercise rather than a meaningful mechanism to drive business integrity To safeguard its impact, a robust ecosystem anchored by an active community of practice must guide how governments, regional organisations and international bodies integrate Collective Action into their anti-corruption frameworks. To successfully “mainstream” Collective Action, the community must adopt a shared language and further provide clarity of concept. The typology presented in this paper serves as a building block. There is still a long way to go, requiring concerted efforts from the Collective Action community to come together to define and drive what meaningful progress looks like.   

Working Paper 56, 

Basel, SWIT: Basel Institute on Governance. 2025. 39p.

By Ian Mynot and Oksana Ihnatenko\

On 15 November 2024, RUSI’s Centre for Finance and Security and the Center for Financial Integrity (CFI)1 launched a Taskforce on Public–Private Partnership in Fighting Financial Crime in Ukraine. An in-person meeting in Warsaw, held on a non-attributable basis, convened 40 representatives, including those from the public and private sectors in Ukraine, and international experts. The discussion included two sessions focused on the current state of public–private partnerships (PPPs) in Ukraine and on international experience and recommendations. This report summarises the main findings of each of these sessions. None of the discussions at the meeting are attributable.

London: The Royal United Services Institute for Defence and Security Studies RUSI, 2025. 15p.