{"id":1655,"date":"2020-06-29T12:59:32","date_gmt":"2020-06-29T12:59:32","guid":{"rendered":"https:\/\/www.eurocompliance.com\/?p=1655"},"modified":"2020-07-08T06:33:19","modified_gmt":"2020-07-08T06:33:19","slug":"tribune-dexpert-malika-parent","status":"publish","type":"post","link":"https:\/\/www.eurocompliance.com\/en\/tribune-dexpert-malika-parent\/","title":{"rendered":"Expert talk – Malika A\u00eft-Mohamed Parent"},"content":{"rendered":"

Fraud and Corruption in the Not for Profit during Covid times<\/strong><\/h3>\n\"\"\n

Specialized in the fight against corruption in the aid sector, Malika is an International speaker, Investigator, EuroCompliance ISO 37001 Auditor, Vice-Chair of the UNHCR \u2018Independent Audit and Oversight Committee\u2019 and member of the ILO \u2018Independent Oversight Advisory Committee\u2019. She is also , Frequent Visiting Faculty at the International Anti-Corruption Academy (Austria), and Faculty Member of the Rule of Law and Anti-Corruption Centre, Geneva.\u00a0 Chair of the ICRC -IFRC Joint Statutes Commission, she also acts as expert for the INGO Compliance network.\u00a0<\/em><\/p>\n

As humanitarian actor, Malika started as volunteer at the French Red Cross mid 80\u2019, and worked at the International Federation of the Red Cross and Red Crescent Societies (1995-2016) in different capacities including Head of Operations in Middle-East North Africa, Chief of Staff for three successive Secretary Generals and also Under-Secretary General.<\/em><\/p>\n

The disruptive times due to Covid 19 did not slow down the fraud and corruption risks.<\/p>\n

The lockdown imposed on number of humanitarian stakeholders reduced the deployment of effective control mechanisms. Humanitarian workers could observe an increase of fraud and corruption schemes. Indeed, the huge influx of financial flows into the pandemic disaster\u2019s response setting created fecund ground for corruption. Among the most frequently observed schemes, \u00a0one can list : bribes to \u2018speed up access to healthcare\u2019 or on the other side, denial to access to health resources;\u00a0 diversion of resources, \u2018expedited procedures\u2019 in procurement processes with reduced control mechanism or segregation of duties; \u2018ghost lists\u2019; extortion; nepotism in the selection of beneficiaries,\u2026<\/p>\n

Hopefully, NGOs integrated in their Business Continuity Plan some specific crisis-driven adjustments to their existing key processes (e.g. IT, Internal Control\u2026) ensuring also, that their \u2018crisis management\u2019 did integrate the risk management component. New approaches had to be considered. For instance, the UN Migration agency (IOM) decided to enter in Tik Tok (a social media based on shared videos largely used by young people) to combat fake news\u00a0 impacting on the youngest generations.<\/p>\n

Of course, most of the field audits and field investigations had to be postponed, while whistleblower help lines have been maintained.<\/p>\n

Learning lessons from past pandemic such as Ebola Outbreak have been largely shared (e.g. U4 Help Desk Answer <\/a>\u00a0publication[1]<\/a> ). Unfortunately, as we all know, \u2018information sharing\u2019 is far to be enough and \u2018good will\u2019 is not a firewall against bad behaviour and misconduct. The most effective actors were certainly those who got effective \u2018fraud and corruption, prevention and control\u2019 policies in place. This requires an active implementation of the entire cycle \u2018prevent, detect, deter, sanction\u2019.\u00a0 A policy on its own, is indeed a good start. An effective implementation mechanism is better. Getting staff trained and prepared is the most powerful defence, especially when it is combined to active internal control mechanisms.<\/p>\n

I led a research on \u2018The role of compliance in the fight against corruption in aid and in particular in the humanitarian sector\u2019<\/a>[2]<\/a> for which I interviewed several humanitarian workers, deployed in different fields of operations. To my big surprise, most of them, did not \u2018know\/understand\u2019 that they were \u2018the first line of defence\u2019. Does it mean that they did not contribute to the prevention and control of \u2018fraud and corruption\u2019? May be not. But for sure, it gives some insights on the overall coherence of the \u2018fraud and corruption, prevention and control\u2019 in this specific industry.<\/p>\n

Most of the NGOs consulted at that time did not get an \u2018organised compliance portfolio\u2019. The culture of institutional peer reviews, combined to self-assessments, developed along specific standards is still extraordinarily strong (e.g. The Sphere Handbook<\/a>[3]<\/a>, Core Humanitarian Standard on Quality and Accountability<\/a>[4]<\/a>). Most of the \u2018acting compliance officers\u2019 I met with, were in fact, \u2018legal department\u2019 staff acting on \u2018compliance portfolio\u2019. None of the 30+ NGOs knew about ISO 37001.<\/p>\n

Of course, any single of them knew about \u2018Setting the tone from the Top\u2019, \u2018getting the right audit control, ethics portfolio, investigation mechanism, governance set up and series of interrelated policies (\u2018Fraud and corruption, prevention and control\u2019 policies; \u2018Staff code of conduct\u2019; \u2018Prevention of Sexual Exploitation and Abuse\u2019 policies; \u2018Anti-Harassment\u2019 policies; \u2018Conflict of interest\u2019 policies; \u2018Gift\u2019 policies; \u2018Data protection\u2019 policies\u2026).\u00a0 While the business context requires new set of skills and competencies, staff are trained to get update, upgrade, or shift of their competencies. The necessary business shift must be applicable as well to the governing bodies constituted often by elected personalities. Their business profile and competencies must be aligned as well to the new business requirements.<\/p>\n

There is still a long way to go for the Non For Profit sector, when it comes to embrace a culture of \u2018compliance\u2019 and \u2018risk management\u2019. Huge efforts have been deployed on the front of Integrity (in the 90s), Accountability (decade 2000), Transparency (decade 2010). The 2010 decade ended with a syndrome of Hyper Transparency. Guess what will come for the 2020 decade? Most probably Compliance and Ethics with ISO 37001 in its centre.<\/p>\n

[1]<\/a> \u2018The cost of corruption during humanitarian crises, and mitigation strategies for development agencies\u2019, U4 Helpdesk Answer, CMI-U4_TI, 19 April 2020<\/p>\n

https:\/\/www.u4.no\/publications\/the-costs-of-corruption-during-humanitarian-crises-and-mitigation-strategies-for-development-agencies.pdf<\/a><\/p>\n

[2]<\/a> \u2018The role of compliance in the fight against corruption in aid and in particular in the humanitarian sector\u2019, MAMP, IACA, October 2018<\/p>\n

https:\/\/www.iaca.int\/media\/attachments\/2020\/01\/09\/research_paper_09_malika_ait_mohamed_parent_final_with_covers.pdf<\/a><\/p>\n

[3]<\/a> \u2018The Sphere Handbook\u2019, Sphere Association, Fourth Edition, 2018<\/p>\n

https:\/\/spherestandards.org\/wp-content\/uploads\/Sphere-Handbook-2018-EN.pdf<\/a><\/p>\n

[4]<\/a> Core Humanitarian Standard on Quality and Accountability, see CHS Alliance<\/p>\n

https:\/\/corehumanitarianstandard.org\/files\/files\/Core%20Humanitarian%20Standard%20-%20English.pdf<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

The context of the COVID-19 crisis is particularly relevant to get the input from Malika A\u00eft-Mohamed Parent, expert in the fight against corruption in the aid sector and member of the Audit Committees of various international organizations.<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_mi_skip_tracking":false},"categories":[33],"tags":[],"acf":[],"yoast_head":"\nExpert talk - Malika A\u00eft-Mohamed Parent - EuroCompliance<\/title>\n<meta name=\"description\" content=\"La pr\u00e9vention de la corruption est aussi un sujet RSE - un des principes du Global Compact; \u00e9galement un des points d'\u00e9valuation d'Ecovadis. 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