MACC’s continued improvements in combatting corruption

MACC’s continued improvements in combatting corruption




“FOR my organisation, I’m trying my best. There are a lot of changes. Our success rate is 85%, which is of course a great improvement from 64%. But fighting corruption is not one organisation’s duty alone.”




The above response was given by Tan Sri Abu Kassim Mohamed, the Malaysian Anti-Corruption Commission (MACC) Chief Commissioner, when asked about the journey of the MACC since it was established in 2009.

By 2014, the MACC had surpassed international standards in combatting corruption by successfully completing 85% of its investigations within one year, which was also due to the implementation of more than 30 initiatives introduced under the Transformation Programme. The MACC had managed to complete 75% of its investigations within one year by 2012, and continue to improve on that today.

“Apart from that, the conviction rate of corruption cases have surpassed the eyes of other anti-corruption authorities including international bodies like the United Nations Office on Drugs and Crime (UNODC) and International Anti-Corruption Academy (IACA). MACC has also received requests from many countries to learn and have a first-hand look at the transformation process.


In 2008, in order to ensure transparency and independence in corruption investigations, the government formed the MACC to replace the Anti-Corruption Agency (ACA), by having a new anti-corruption law. The formation of the MACC also accompanied by establishment of five independent panels. MACC’s numerous achievements and successes in the last few years is proof that the Commission is heading in the right direction.
Apart from an improvement in the Corruption Perception Index (CPI), Malaysia’s ranking in the Global Competitiveness Report 2014-2015 has improved to 20th position out of 144 economies, the report also recognised that Malaysia has been “relatively successful at tackling corruption and red tape.” Malaysia was ranked at 24th position out of 148 countries in 2013. According to the report, released in September 2014, Malaysia, which introduced major transformation strategy since 2009, stands out as one of the few countries which has successfully tackled both corruption and red tape.


In sharing his view on the question how the MACC is different from the ACA in its effectiveness, Abu Kassim said that it was important to understand why the ACA was changed to the MACC. “We must look at the underlying reasons, then we will understand the whole process. The ACA was transformed into the MACC due to one reason: transparency,” he said.


“They look at our work and most importantly, come out with a report yearly. They ask if we are doing the right thing and progressing in our work,” Abu Kassim said further, adding that the MACC has always been independent and transparent, and adopted a professional approach in carrying out its investigations as empowered under the MACC Act.
“We have the same structure as the ICAC Hong Kong, but Hong Kong has better public support. I went there and looked at our performance and discovered we need the public to participate in our work. Also, we need to be transparent so the public understands how we work.”

He added, “Did we achieve the objective of moving from the ACA to the MACC? I can say yes, there are changes in public perception. We have five committees and their members are varied. We have a former Bar Council president, the Malaysian Human Right Commission’s former commissioners, professors, a former Transparency International president, and so on. But of course, there is still room for improvement.


All accused persons under investigation must go through the process where their statement must be made in a video interview in the video interview room (VIR) where all the movement will be recorded. This is crucial for many reasons, primarily because it reduces the opportunity for any allegations that might be otherwise made against MACC officers.

“After we have gone through the new process and implemented the VIR, the number of complaints has been reduced tremendously. 

Implemented in 2011, the MACC Transformation Programme involved strengthening the anti-corruption enforcement agency’s operations strategies, effective management of human capital, and enhancing corruption prevention.
From January 2013 until today [2015], there were no complaints that MACC had used force or coerced people to get confessions,” Abu Kassim said.

This further increases the transparency and professionalism of the MACC’s investigative process, which ultimately increases public confidence in the Commission’s ability to effectively combat corruption. As Transparency International’s co-founder Michael Herschman stated, “Malaysia is doing the right things to improve conditions and secure its economic future, and we feel that the MACC’s efforts to address and fight corruption are sincere, genuine, and effective.

Malaysia has laid out a clear plan to fight corruption and ultimately transform the mindset of business and government in the country. Such sweeping change, of course, takes time, and progress can’t always be easily seen. However, the Malaysian Anti-Corruption Commission has recorded many improvements and there is evidence that the steps being taken are having a positive impact.


These measures serve to improve the MACC’s performance and effectiveness in its operations and consequently enhance public perception and confidence in that the MACC is independent, transparent and professional in carrying out its investigations.


• Enhancing security at MACC officesinternational standards set at 80%,” the Chief Commissioner added. “The MACC success rate in solving cases proves that the MACC Transformation Programme has begun to yield positive results.”
The MACC has introduced more than 30 initiatives covering both operations and human capital and has now entered into its third stage, focusing on the implementation of the actions plans on prevention. The MACC human capital development programme involves upgrading the skills, knowledge, integrity, competencies, and technical expertise of its officers. It also involves updating its organisational structure. The human capital transformation targets to enhance the public confidence towards the MACC and transform the Commission into a high-performance organisation. The prevention transformation is implemented through six service lines comprising Task Force Based Inspection, Corruption Prevention in the Private Sector, Content Development, Political Engagement, Civil Society Engagement, and Media and Communication.


MACC TRANSFORMATION INITIATIVES:
• MACC PEACE interviewing technique
• Video Interviewing Room to record statements
• Investigation Operation Room to improve investigation procedures
• Team-based investigation method
• Procedures for private sector investigation
• Applying proactive investigation procedure
• Complaints Management System
• Forensic accounting division
• Reviewing the standard operating procedures

• Enhancing the qualifications and training of MACC officers