Good governance, or its absence, has concerned transport sector policy-makers and stakeholders for decades. The sector contributes greatly to poverty reduction and economic growth; and billions of dollars have been spent on improving and rehabilitating transport infrastructure around the world.
Despite considerable investment and much associated effort to build supportive technical, financial and management capability, however, performance in many countries lags behind expectation.
‘Poor governance’ is often cited as an underlying reason, the concept encompassing a range of shortcomings from weak leadership to outright corruption.
Good governance can be characterised as: participatory, consensus-oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive and following the rule of law.
Technical assistance can be directed towards every aspect from central to grassroots level, encompassing government ministries, implementing agencies and civil society organisations.
IMC Worldwide has long worked with client organisations to strengthen systems, procedures and processes that help them operate more successfully and efficiently.
IMC's commitment to good governance goes beyond the provision of technical assistance. We have long promoted the highest standards of ethical behaviour within our own business. We operate a ‘zero tolerance’ approach to all forms of corruption in all areas of our work, formalised in our Ethics and Anti-Corruption policy.
We recognise our responsibilities as a UK registered firm under the UK Bribery Act 2010, and in accordance with the relevant laws, statutes and codes applicable in the countries in which we operate. IMC is an active member of the UK Anti-Corruption Forum and a recognised supporter of the Construction Sector Transparency Initiative (CoST).
Development of Sub-Saharan Africa Transport Governance Indicators
Client: World Bank
IMC were commissioned by the World Bank's SSATP Program to define a set of performance indicators to measure transport sector governance at the national level. Through surveys and data collection we identified the main governance issues in the transport sector in four sub-Saharan countries, and developed the indicators from these. Our methodology for data collection, monitoring and analysis was designed to be replicable by the SSATP member countries and development partners.
Introduction of e-tools in Management of Construction Projects, India
Client: World Bank
Large, complex construction projects often feature numerous changes in scope, poor management and a lack of transparency. This often leads to major cost and time overruns and disputes. In this study, we introduced and enhanced the use of IT-based solutions in the management of such programmes, to promote good governance in delivery.
Technical and Financial Audit of Road Projects, Botswana
Client: Government of Botswana
IMC carried out technical and financial audits of several bridge and road construction schemes in Botswana in order to enhance the quality of construction projects. The client believed that some projects were inappropriately designed and not constructed according to requirements. IMC determined whether the design and construction had complied with the consultancy and contract agreements and made recommendations.
Monitoring of Financial Management Reform Programme (FMRP), Bangladesh
Client: Department for International Development, UK (DFID)
The purpose of the FMRP was to improve public financial management, planning, budgeting, accounting and audit processes in Bangladesh, to encourage accountability and transparency. IMC was appointed to undertake an independent review of FMRP progress over a five year period, providing DFID with technical advice.
Technical Audit of the Rural Access Program, Yemen
Client: World Bank
The Rural Access Program aimed to improve livelihoods of Yemen's rural population by testing and demonstrating new technical standards for rural access roads in Governorates with high poverty incidence. The project was designed to support the Government's decentralisation process and enhance several community-based programmes. IMC's audit of sub-projects and overall programme management enabled the Government to critically assess the effectiveness, financial management and transparency of the investments implemented through the RAP.
Development of a Central Management System, Bangladesh
Client: Roads and Highways Department (RHD), Bangladesh
As part of a long-term technical assistance programme, IMC staff helped the RHD develop an advanced system to record and report contract management performance throughout the country. The system is used at RHD headquarters and in over 60 field divisions, improving both efficiency and accountability.