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The job of the Inspector General (IG) is crucial - to expose fraud, waste and abuse in federal agencies. Yet the existing literature on Inspectors General is scarce. This book addresses this lack by making a study of the Inspector General for the Department of Homeland Security (DHS), and the significant contribution which those in the role have made to the efficient operation of the US government.

AbstractGovernment efforts to prevent corruption vary from reformulating laws and regulations to establishing control and oversight mechanisms such as integrated public management systems within central and local governments. However, several technical issues as well as social-political events may critically affect its effectiveness. This article addresses this issue by analyzing the Integrated Management System and Administrative Modernization (SIGMA for its acronym in Spanish) established in Bolivia through a World Bank US$15 million loan. Possible solutions and next steps to improve its effectiveness that can be applied to other countries are suggested.

Current international organizations focus more on measuring corruption rather than ethics, integrity or transparency in government. Even Transparency International (TI) does not actually measure "transparency" but corruption itself. More critical, those measurements may not be considering government efforts to prevent public corruption at the national and local level. For instance, according to TI's Corruption Perceptions Index (CPI), during the last decade the phenomenon of corruption in Latin America and the Caribbean countries has remained low-moderate, reaching ratings between 4 and 5 within the CPI rating scale, which includes values between 1 (more corruption) and 10 (less corruption). However, CPI scores may be ignoring specific data from the situation at the local government level. Moreover, CPI scores may have been seriously ignoring socio-political factors that affect corruption perceptions in society, as in the case of Colombia, or extreme poverty, such as in the case of Honduras. In order to escape a trap in which transparency efforts enhance the image of more affluent democracies while only appearing to confirm negative perceptions of societies in a developing stage, the author proposes the creation or improvement of "active transparency" practices at the local government level. This will transform citizens into key actors instead of just receptors of laws and anticorruption programs designed by government. Hence, this paper first discusses the problem with corruption and transparency measurement in the Latin.

ABSTRACTSince 1996 the World Bank Institute and the Research Department of
the World Bank have been developing six governance indicators called
the Worldwide Governance Indicators (WGI). The six dimensions of
governance include control of corruption, measuring perceptions on
corruption. Based on the literature review as well as the data
itself, this paper concludes that the conceptual and empirical
issues on building governance indicators constitute an ongoing
project.

This book deploys an original comparative framework, as well as archival and pattern-matching research methodologies, to analyze whistleblowing cases from Peru, South Korea, Thailand and the United States of America and to ascertain factors that make for effective whistleblowing. After examining the cases, the study concludes that external whistleblowing, extensive mass media coverage, and strong evidence are essential components of effective whistleblowing. When there is a lack of proper legal protection, whistleblowers experience brutal retaliation, even though their actions are successful in stopping wrongdoing and promoting change in the public sector. Carmen R. Apaza is Professor at Universidad San Martin de Porres, Peru. Her research interests include corruption in government, public sector reforms and development. She has held managerial positions in the public sector in Peru and served as Principal Expert in Public Administration for the Organization of American States. She has taught at American University, City University of New York and Eastern Washington University. Yongjin Chang is Assistant Professor at the Graduate School of International Relations of International University of Japan. He received his PhD in public administration from the School of Public Affairs at American University in 2008 and worked as research professor at Korea University from 2010 to 2015.