Catalysing an Anti-Corruption Revolution by Shawn Kay

CATALYSING AN ANTICORRUPTION REVOLUTION DESIGNING FOR CITIZENS O F T H E N O N - D E M O C R AT I C WORLD

A T H E S I S F R A M E W O R K T H AT D E VO L V E S P O L I T I C A L P O W E R B Y P R O V I D I N G T R A N S PA R E N T P R O C E D U R E S T O C L E A N S E A N AT I O N F R O M C O R R U P T I O N I N T H E P L U R I N AT I O N A L S TAT E O F B O L I V I A . A N D D E S I G N P R O P O S A L F O R A H U M A N O R G A N I S AT I O N O F T R A N S PA R E N T P O L I T I C S I N A P E O P L E â&#x20AC;&#x2122; S PA R L I A M E N T R E P R E S E N T I N G T H E P ROV I N C E O F P E D RO D O M I N G O M U R I L LO I N T H E R E G I O N O F L A PA Z

ACKNOWLEDGMENTS

Research for phase one of this thesis investigation was undertaken at Universidad Privada de Santa Cruz De La Sierra, Bolivia. Throughout the production and writing of this publication, I have received a great deal of support and assistance. I would like to thank Lizzie Smith and Ewan Imrie for their mentoring during the second phase of this design thesis upon the return from the international exchange. I would like to thank Katherine Brunn, our exchange co-ordinator. You formed a great part in organising the international exchange programme, introducing us to the university and Bolivia, collected us from the airport and assisted on the search for our accommodation in Bolivia. I would like to thank Claudia Canedo Velasco, Professor of Architecture and Urbanism, whose expertise was valuable in formulating research topics and resources. You helped us gain a better understanding of the city through your publications and analysis. I would like to thank Dr. Victor Hugo, Master of Architecture (History and Theory) and Doctor in Educational Science, for teaching Bolivian history and the origins of Santa Cruz De La Sierra. I would also like to thank you for giving us a tour around the city and showing us valuable and historical sites.

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D E C L A R AT I O N

S h aw n K ay P G D i p / M A r c h A d va n c e d Architectural Design

AB 965 Design Studies 5B MArch/Pg Dip Advanced Architectural Design MArch Architectural Design International Declaration â&#x20AC;&#x153;i hereby declare that this submission is my own work and has been composed by myself. It contains no unacknowledged text and has not been submitted in any previous context. All quotations have been distinguished by quotation marks and all sources of information, text, illustration, tables, images etc. have been specifically acknowledged. I accept that if having signed this Declaration my work should be found at Examination to show evidence of academic dishonesty the work will fail and I will be liable to face the University Senate Discipline Committee.â&#x20AC;?

Name: SHAWN CLARK KAY

Signed:

Date: 19.05.2020 PAG E | 3

ABSTRACT This is an architectural and political

participate in, negotiate with, influence,

design thesis that propose a platform of

control and hold accountable the institutions

transparency and serves as a strategic entry

that affect their lives. Informed citizens

point for catalysing a corrupt revolution in

are better equipped to take advantage

Bolivia. The main objectives to be addressed

of opportunity; access services; exercise

in this proposal are (a) the close relationships

their rights and hold state or non-state

between the practice of whistleblowing and

institutions accountable.

“

PEOPLE SHOULD BE CONSCIOUS T H AT T H E Y CAN CHANGE A CORRUPT SYSTEM

”

human rights activism, (b) the fact that 75% of whistleblowers in South America think

This process will promote civic engagement

they will suffer retaliation if they report

and accountability. Eventually this will

corruption, and (c) the establishement of a

uncouple the practice of democracy from

national support network for whistleblowers

the construct of the nation-state and

across Bolivia.

provide democracy in a more direct form to citizens. The typology chosen to be

“The worst disease in the world today

developed into an architectural proposal

is corruption. And there is a cure:

is the second largest scale fitted into

Transparency.” - Bono

this framework; ‘provincial constituency’. A transparent organisation developed

The framework for this transparent

at constituency scale will be used as a

intervention will take the form of a national

prototype for other constituencies and

integrity system and will be developed

regions to follow.

peter eigen

founder of transparency international

at regional, constituent, neighbourhood and local scale to establish a ‘bottom-

The national integrity framework functions

up’ approach for cleansing Bolivia from

through four physical strategies and

corruption. A ‘bottum-up’ approach serves

one activist strategy; (1) assessment and

the potential to mobilise a committed

monitoring; (2) access to information; (3)

consitutency and generate significant

ethics and integrity; and (4) institutional

positive results. This can build momentum

reform. These four strategies serve proof

necessary for more central level reforms

for activists to take action and (5) target

such as consitutional changes in governent.

specific issues appropriately and serve as a rallying point for positive changes in local

Metaphorically speaking, this national

governance.

“

PEOPLE’S INDIFFERENCE IS THE BEST BREEDING GROUND FOR CORRUPTION TO GROW.

”

integrity system is an engine that cleanses corruption - thriving on organised crime to function - and eventually the fuel will be drained. So what do we do with the empty fuel tank? This proposal goes beyond the cleansing of corruption. It is a strategic framework that supports urbanisation, globalisation, decentralisation, and democratisation. An opportunity for access to information through the expansion of assets and capabilities of poor people to FIGURE ABSTRACT | INFLUENCERS AGAINST CORRUPTION PAG E | 4

delia ferreira rubio chair of transparency international

“

“ “

WE NEED TO TELL EACH OTHER OUR WITHOUT STRONG STORIES. WE NEED WATCHDOG TO SHOW THAT INSTITUTIONS, NONE OF THE MAIN EVERYONE - OUR IMPUNITY ISSUES WHICH NEIGHBOURS, OUR BECOMES THE VERY HUMANITY IS FACING FAMILIES, OUR FOUNDATION UPON COMMUNITY LEADERS WILL BE RESOLVED WHICH SYSTEMS OF WITHOUT - EVERYONE WE CORRUPTION ARE KNOW IS TOUCHED BY ACCESS TO BUILT. INFORMATION CORRUPTION

CORRUPTION IS PA I D BY THE POOR

“

”

pope francis

”

rigoberta menchu tum

jennifer lawrence

nobel prize laureate

“

christopher deloire

reporters without borders, secretary general

CORRUPTION IS A CANCER: INTEGRITY, A CANCER THAT EATS TRANSPARENCY AWAY AT A AND THE FIGHT THERE ARE CITIZEN’S FAITH AGAINST CORRUPTION S T I L L T H O S E O F IN DEMOCRACY, HAVE TO BE PART OF US WHO WORK DIMINISHES THE THE CULTURE. THEY TO OVERCOME INSTINCT FOR HAVE TO BE THOUGHT CORRUPTION INNOVATION AND AS FUNDAMENTAL A N D B E L I E V E I T I S CREATIVITY. VALUES POSSIBLE

“

”

joe biden

”

angel gurria

former vice president of usa oecd secretary general

“

THE DUTY OF YOUTH IS TO CHALLENGE CORRUPTION

”

padme amidala

”

kurt cobain PAG E | 5

CONTENTS S EC T I O N I - F R A M E W O R K A N D S C H E M E D E V E LO PM E N T

C H A P T E R O N E : F R A M E W O R K F O R A N AT I O N A L INTEGRITY SYSTEM PAG E 1 0

INTRODUCTION TO FRAMEWORK

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BEYOND CORRUPTION

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REGIONAL SCALE

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PROVINCE SCALE

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MU N I C I PA L I T Y S C A L E

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LOCAL SCALE

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A D VA N TA G E S T O T H O S E I N V O LV E D

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WHERE DOES POLITICS FIT INTO THE FRAMEWORK?

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GAINING MOMENTUM

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TO O L K I T TO P R O M OT E T R A N S PA R E N C Y

CHAPTER TWO: IDENTIFYING A TYPOLOGY PAG E 2 8

T R A N S PA R E N C Y M I N D M A P

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TO O L S TO P R O M OT E T R A N S PA R E N C Y

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PROCESSES OF TOOLS

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S C H E D U L E O F A C C O M M O D AT I O N

CHAPTER THREE: FRAMEWORK LEGITIMACY - PROJECT FEASIBILITY AND SCHEME DEVELOPMENT PAG E 5 0

A S S U M I N G T H E N A R R AT I V E

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T H E N A R R AT I V E C O N S T R U C T

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T E L L I N G T H E N A R R AT I V E

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S EC T I O N I I - A R C H I T EC T U R A L D E V E LO PM E N T CHAPTER FOUR: DESIGN APPROACH SITE S T R AT E G Y A N D S E L E C T I O N PAG E 74

THE FRAMEWORK IN CONTEXT

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L A PA Z

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THE SITE

CHAPTER FIVE: DESIGN CONCEPT AND PROJECT DEVELOPMENT PAG E 1 0 2

CORE DIAGRAMS

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INITIAL IDEAS

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C O N C E P T E X P L O R AT I O N

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OWNERSHIP AND IDENTITY

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EXPLORING AN ARCHITECTURAL LANGUAGE

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MASSING AND DESIGN CONCEPT

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S P AT I A L A R R A N G E M E N T D I A G R A M S

SECTION III - ARCHITECTURAL THESIS RESPONSE CHAPTER SIX: DESIGN PROPOSAL PAG E 1 3 0

FIGURE GROUND

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SITE PLAN

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AXONOMETRICS

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E L E VAT I O N S

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U N D E R S TA N D I N G S P AT I A L A R R A N G E M E N T

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FLOOR PLANS

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AXONOMETRIC TOUR

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SECTIONS

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APPROACHES

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LIST OF FIGURES

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SECTION I

CHAPTER ONE F R A M E W O R K F O R A N AT I O N A L INTEGRITY SYSTEM

CHAPTER CONTENTS PAG E 1 0 |

INTRODUCTION TO FRAMEWORK

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BEYOND CORRUPTION

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REGIONAL SCALE

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PROVINCE SCALE

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MU N I C I PA L I T Y S C A L E

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LOCAL SCALE

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A D VA N TA G E S T O T H O S E I N V O LV E D

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WHERE DOES POLITICS FIT INTO THE FRAMEWORK?

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GAINING MOMENTUM

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TO O L K I T TO P R O M OT E T R A N S PA R E N C Y

INTRODUCTION TO CHAPTER This chapter introduces the four different scales that take a significant role in the framework for a national integrity system. The purpose of this chapter is to provide context of regional, provincial, and municipal representations. This chapter also clarifies that the selected scale that will be developed into an architectural design proposal is the provincial scale. The provinces in Bolivia are electoral districts for the House of Representatives which is the starting point for gaining momentum to cleanse national government from corruption and prove the legitimacy of candidates. The province scale will have a lot more human interaction amongst stakeholders and individual citizens. This is where direct contact and control between the citizen and the stakeholder will be issued. The electoral base represents the many municipalities within the province. Therefore, restoring trust this way at provincial level will develop trustworthy momentum amongst municipalities that the province base represents. This chapter also discusses who the stakeholders are in which the individual citizen will interact with. It discusses why each of these stakeholders may want to be involved in this framework and significant advantages that result from their participation. The chapter concludes with an introduction to typology identification. Transparency International (TI) and UN-Habitat together established a publication with an exhaustive list of strategies to tackle corruption. In their publication â&#x20AC;&#x2DC;Tools To Support Transparency in Local Governanceâ&#x20AC;&#x2122; finds the identification of a typologies to be integrated into the framework.

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75% of people think they will sufer retaliation if they report corruption.

INTRODUCTION TO FRAMEWORK A N A N T I - C O R R U P T I O N P L AT F O R M

77% think ordinary people can make a difference in the fight against corruption

As the research in phase one concludes that citizen’s need a stronger platform that protects whistleblower’s from retaliation, there must be an establishment of a national support network for whistleblowers across Bolivia. Figure 1.1 introduces how this national support network will be distributed at a national scale. The objective of need

stronger

platform.

this framework is to cleanse Bolivia from corruption. The

citizens

the

ambition is to take Bolivia from the 48th most corrupt

platform is an effort to cleanse bolivia

country in the world to perhaps the bottom 20. Transparency International (TI) and UN-Habitat are the two clients who are ideal to kickstart an anti-corruption revolution. As discussed in phase one of this thesis, Transparency International

TOP 50 MOST CORRUPT

BOTTOM 20

recognise themselves as the “global coalition against corruption”. They are a human rights organisation designed to be a global platform that calls out organised crime and other corrupt offences from high ranking individuals who abuse their power. The national integrity system must involve all institutions who play a role in corruption as when one institution is weak, corruption will begin to thrive. By involving these institutions

CLIENT

at a local scale, we are able to directly draw connections to the consequences of corruption as these negative effects of corruption are experienced from local government level. For example, at local level, this is where civil benefits such as health, education and public services are jeopardised.

WHO?

Phase one of this thesis proposed an anti-corruption intervention at national government level, however, experience from Transparency International suggest that this can take a long process. Therefore, by intervening at every local scale across Bolivia within all electoral districts, this framework can generate the momentum to cleanse Bolivia from the bottom to the top.

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WHY? By providing this platform, transparency serves as a strategic entry point for catalysing a corrupt revolution. Ability to reinforce all member states to participate in this framework. Transparency helps the progress of the SDGs.

FIGURE 1.1 | INTRODUCTION TO FRAMEWORK

HOW?

national integrity system

how will this platform work? what system would be implemented?

one system of multiple institutions that have a role in corruption when one pillar is weak corruption begins to thrive the better these institutions

function together, the better a

country is able to prevent, defeat and deal with corruption.

T Y P O L O G Y ?

WHERE? although the brief suggests tackling the parliament...

experience from

however...

1. at local

governance level, meaningful results can be achieved in as little as

ti suggests that

successful anti-

corruption campaigns at national level takes

10-15 years to

generate sufficient results

potential to mobilise a committed constituency and generate significant

2 years

2. negative effects of poor

governance are felt at local level.

this is where habitat, environmental quality, services, health and education facilities etc. are jeopardised.

WHERE? we provide the platform directly to cities, due to

= this can build MOMENTUM

scale and greater

necessary for more

local authorities,

positive result

central level reforms such as constitutional changes.

their smaller proximity to citizens and other stakeholders

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FIGURE 1.1 | INTRODUCTION TO FRAMEWORK CONTINUED urbanisation

• change the way

beyond corruption

people live

•cities are centres for ideas + learning

transparency in urban context democratisation • democracy

benefits beyond the goal of reducing

globalisation • city governments

increases demand of

can react with

human rights

corruption

quality to globalisation much

TRANSPARENCY

faster

decentralisation • enhances

inclusiveness

accountability of local government to citizens and improves

access to information

public participation

the expansion of assets and capabilities

of poor people to participate in, negotiate with, influence, control, and hold

accountable the institutions that affect their lives.

informed citizens are better equipped to take advantage of opportunity; access services; exercises their rights

hold state-non state institutions accountable

promotes civic engagement • good quality services • honest organisations with regard to

accountability

their performance

• willingness to admit their flaws • strengthen direct democracy • effective responsiveness

ACCOUNTABILITY

• political accountability • administrative NATIONAL INTEGRITY SYSTEM of

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LOCAL INTEGRITY SYSTEMS

accountability

• social accountability

BEYOND CORRUPTION D E M O C R AT I S AT I O N & D E C E N T R A L I S AT I O N Of course, should it take two years for the corruption to be cleansed from Bolivia then what purpose does this national integrity framework serve later? After tackling corruption, this framework serves the basis for the transparent qualities about to be enhanced in Bolivia; urbanisation; globalisation; decentralisation; and democratisation. This will allow citizens to become more involved and engaged with decisions that affect their daily lives and allow local governments to respond appropriately and directly to any issues in society. The process of decentralisation of Bolivia will quickly enhance accountability as access to information and public participation will be provided at a more local and intimate scale. To decentralise Bolivia, the framework must operate at multiple scales. and function as one national integrity system of many local integrity systems. More importantly, for sufficient and long-lasting results in government, this transparent framework can be the committee that choses political candidates who wish to represent a region (in the house of senators), a province (in the house of representatives) or a municipality (in local government). The first section of phase two aims to explain the origins of this framework; how it begins and how it will kickstart an anticorruption revolution. It will then proceed to demonstrate the momentum that progresses the development of the framework and generate more funding to become a more established human organisation that can eventually accommodate the role of selecting individuals to represent citizens in politics.

FIGURE 1.2 | BEYOND CORRUPTION PAG E | 1 3

PA N D O

BENI

L A PA Z

COCHABAMBA

S A N TA C R U Z

ORURO

POTOSI

CHUQUISACA TA R I J A

F I G U R E 1 . 13 || TRIETG LE I OO NFS IO MFA G BE OLIVIA

REGIONAL SCALE The process of decentralisation and political

citizens. Their role in the national integrity framework

representation through democratisation is divided

is simply to identify weak provinces and ensure

initially amongst the nine regions of Bolivia. There

that transparent momentum is always developing

will be 9 headquarters bases across Bolivia to provide

throughout the region.

surveillance and consistency with the provinces that

In addition, the headquarters base can be an archive

live within their individual regions.

for discontinued or closed cases amongst the

The location of these headquarters does not have

provinces as well as reporting back to Transparency

to be in an urban environment, they can be in a

International and/or the United Nations and UN-

rural setting as they wonâ&#x20AC;&#x2122;t engage with individual

Habitat.

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F I G U R E 1 . 4 | P R OV I N C E S O F L A PA Z

PROVINCE SCALE The main operation of this framework will be

There are 112 provinces in Bolivia which will be

developed at provincial scale and preferably in the

respectively represented by their own regional

most populated cities or towns of each province. This

headquarters. This example has highlighted the

example shows the region of La Paz and how it is

Pedro Domingo Murillo province for the purpose of

divided up into 20 individual provinces.

discussion in the next page.

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F I G U R E 1 . 5 | MU N I C I PA L I T I E S O F MU R I L LO

MUNICIPAL SCALE The process of decentralisation within this framework

municipalities alone in which the headquarters base

goes further than provincial representation. The role

will provide the provincial base for. In total there are

of the province is to become the anti-corruption

337 municipalities across Bolivia.

engine and be the source that generates momentum

Local governments in each province can use the

for this electoral province. Each of the 112 provinces in

province as a miniature headquarters and their

Bolivia include multiple municipalities.

source of transparency for generating transparent

In the province of Pedro Domingo Murillo there

momentum.

are 5 municipalities in which the province base will represent. And in the region of La Paz there are 82 PAG E | 1 6

F I G U R E 1 . 6 | N E I G H B O U R H O O D S O F L A PA Z C I T Y

LOCAL SCALE

The last scale is perhaps the most intimate scale

moment, the form of this scale is uncertain but

of all and the most important in terms of gaining

the role of the local scale is certainly to amplify the

recognition of this anti-corruption platform. The

purpose of the platform and encourage citizens

municipalities will stretch the decentralisation of the

to exercise their rights. There are thousands of

province and municipality to the roots of civilisation.

neighbourhoods across Bolivia so the distribution of this scale can be appropriate to population size

In this example of the city of La Paz, there are 21

depending in each city, town or neighbourhood.

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NATIONAL INTEGRITY SYSTEM OF LOCAL INTEGRITY SYSTEMS ADVANTAGES TO WHO IS INVOLVED

local government

national government

• able to claim to act on behalf of the

• good urban governance & fight

people

against corruption relies on proximity to

• gives the government absolute

people

• better placed than national

legitimacy

• enhances role of promoting good

government

• ability to mobilise a finite number of

urban governance

• responsible to lead the implementation of required and to scale-up and

stakeholders in that region

• ensure continued and enhanced

institutionalise successful initiatives

support at a more intimate local level

from the local level.

NGOs/ CBOs

private sector

• legitimacy is based on creating jobs and

• legitimacy is based on their ability to

generate revenue through taxes

faithfully champion citizen interest

• taxes benefit social programmes • have interest to ensure productivity is

• legitimacy for their explicit not-forprofit orientation

not undermined by excessive transaction costs imposed by corruption

• obligation to avoid paying bribes • integrity pacts will ensure private sector & government are never tempted down a path of corruption

media

individual citizen

professional

• not only should they identify and

• to promote, be informed, and to be

expose corruption

activists for good urban governance

source of truth

inclusiveness for their role

standards they profess and uphold

undermined by unprofessional conduct

behalf of individuals to fain their trust

governance by promoting their work

• should capitalise on their role as a • like NGOs, their credibility may be that leads to questions regarding their bias

• public participation establishes

• holders must act with integrity on

associations

• legitimacy is based on professional • responsible for promoting good urban ethics and sanction those members who violate them

• they want codes of ethics or anticorruption clauses in their membership requirements which serve as valuable tools to their association

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F I G U R E 1 . 6 | B O T T O M - U P D I A G R A M O F S TA K E H O L D E R S

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WHERE DOES POLITICS FIT INTO THE FRAMEWORK? As mentioned before in this chapter, the anti-corruption framework will extend beyond the cleansing of corruption. This human organisation will eventually restore the trust in

“THE UPPER HOUSE” CAMARA DE SENADORES CHAMBER OF SENATORS

political candidates who wish to represent citizens at local or national government levels. To catalyse an anti-corruption revolution this framework will nominate candidates who wish to represent others in a political role after a series of assessments and training to ensure the candidate is clean. It must be noted that the political stance and interests of this candidate and the political party that he or she is representing is absent during this process. This human organisation is non-partisan and must act as an engine to prove the legitimacy of political candidates. The largest three of the four scales will assess political candidates; The headquarters base that represents the region will select candidates running for the Chamber of Senators. Each headquarters base will verify and confirm the legitimacy of Senators running to represent “The Upper House”. At the moment, there are 36 seats in the Chamber of Senators as 4 Senators represent each of the 9 regions in Bolivia. The province scale will select candidates running for the Chamber of Deputies. Each province base will verify and confirm the legitimacy of candidates wishing to be a representative in each electoral province and have a seat in “The Lower House”. The municipal scale in this framework will verify and confirm the legitimacy of candidates who wish to run for local government. Ethical training practices and assessments for these candidates must take place at the province base to maintain transparent consistency amongst the municipalities and generate transparent momentum for the province as a whole. Therefore, this process ensures that citizens can trust that these candidates are not involved with corruption and are dedicated to providing their best interests at heart, rather

“THE LOWER HOUSE” CAMARA DE DIPUTADOS CHAMBER OF DEPUTIES

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F I G U R E 1 . X | H O U S E O F R E P R E S E N TAT I V E S

PA N D O

BENI

national government

L A PA Z

COCHABAMBA

S A N TA C R U Z

ORURO

POTOSI

CHUQUISACA TA R I J A

“THE UPPER HOUSE” CAMARA DE SENADORES CHAMBER OF SENATORS

national government

“THE LOWER HOUSE” CAMARA DE DIPUTADOS CHAMBER OF DEPUTIES

local government

LOCAL GOVERNMENT CANDIDATE FIGURE 2.1 | TITLE OF IMAGE

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GAINING MOMENTUM

PA N D O

BENI

L A PA Z

A T R A N S PA R E N T S C E N A R I O

COCHABAMBA

Realistically speaking, not all stakeholderes will likely be involved in the grassroots of the origins of this human

S A N TA C R U Z

ORURO

organisation. An anti-corrupt revolution will begin with those who want it most and are effected by it the most.

POTOSI

CHUQUISACA TA R I J A

Non-Government-Organisations (NGOs) and CommunityBased-Organisations (CBOs) are likely to kickstart the revolution by closely informing and involving the individual citizen. This will then stretch to the attention of local government once enough participants gain local government attention and recognition as a human orgnaisation. After gaining local government attention, this transparent organisation is then capable for more funding through the local governance. This is where the organisation can stretch to gain the attention of Private Sector and Professional Associations who may be involved with corruption. The local governance can use the findings from NGOs, CBOs and citizens to get private companies attention and encourage them to become more involved with the organisation. Once all stakeholders are contributing and involved in this framework, the National Government can institutionalise the transparent human organisation. The scenario adopted for the design proposal is one in which the National Government is committed to national transparency and provides the order and funding of devolved power across the regions, provinces and municipalities.

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N AT I O N A L R E S P O N S I B I L I T Y

REGIONAL RESPONSIBILITY

PROVINCE RESPONSIBILITY

MU N I C I PA L I T Y R E S P O N S I B I L I T Y

F I G U R E 1 . 7 | R E S P O N S I B I L I T I E S O F D E V O LV E D P O W E R S

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TOOLKIT FOR TRANSPARENCY CLEANING CORRUPTION As mentioned in the introduction to the framework, the two clients involved to represent this organisation are Transparency International and UN-Habitat. These two organisations had previously worked together to produce a publication of an exhaustive list of tools that are categorised into four strategies in an effort to defeat corruption. The strategies are important as they are a recipe for cleansing a state from corruption. The toolkit publication is designed to be implemented at local governance level. The first four strategies beginning by a series of investigative techniques in Assessment and Monitoring Stages. The second strategy aims to involve wider audience and gain local government support and recognition in Access to Information. The purpose of the the third strategy is to gain public trust through Ethics and Integrity training procedures and public confrontation. And the fourth strategy aims to take action from whistleblowers through a series of confidential tools to help expose corruption. The fifth strategy, Targeting Specific Issues, aims to expose corrupt cases and resolve cases that were investigated in this organisation. There are no specific tools for this strategy as it depends on one of the various forms of corruption that has been committed. To propose an Architectural response for this organisation, designers must understand the roles and processes of each tool within each strategy. A strong understanding of how this framework operates and functions will prove the success of the outcome of this proposal.

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F I G U R E 1 . 8 | T Y P O L O G Y I D E N T I F I C AT I O N

ONE

TWO

THREE

FOUR

FIVE

STRATEGIES TO PROMOTE TRANSPARENCY AT LOCAL LEVEL

• understanding the types and scale of corruption • the degree of transparency in local governance • identifying weak points and strengths • creating a base-line against which progress in improving transparency can be measured. • the muscle & the back bone for increasing public awareness

INVESTIGATE

assessment and monitoring

• measures to improve stakeholders access to

INVOLVE

information

• measures to improve public participation and decision making more effectively

access to information

• tools for clarifying what is expected from professionals

• monitoring systems and mechanisms that ensure that professionals / politicians adhere to their commitments and; • are sanctioned if they break public trust = accountability

PUBLIC TRUST

ethics and integrity

• structural innovations that promote participation and accountability

• exposure and amplification of convicted crimes of corruption

• a platform of confrontation

REPORT

institutional reforms

• using specific issues as entry-points for improving transparency

• taking action to improve local development • to serve as a rallying point for positive changes in local governance

• to justify flaws by holding those accountabile, so

that the investigation can reboot at stage one again.

EXPOSE

targeting specific issues

FIGURE 2.1 | TITLE OF IMAGE

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SECTION I

CHAPTER TWO IDENTIFYING A TYPOLOGY S T R AT E G I E S F O R C L E A N S I N G CORRUPTION

CHAPTER CONTENTS PAG E 2 8 |

T R A N S PA R E N C Y M I N D M A P

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TO O L S TO P R O M OT E T R A N S PA R E N C Y

PAG E 3 8 |

PROCESSES OF TOOLS

PAG E 4 6 |

S C H E D U L E O F A C C O M M O D AT I O N

INTRODUCTION TO CHAPTER This research chapter illustrates the thought process and working that leads to the establishment of a typology. The chapter begins with a working mind map of each of the five tools to promote transparency and the various strategies within each tool. This chapter is important because it demonstrates new research that was not studied in phase one (5A) of the thesis exploration. It is important to include this research because it elaborates the idea mentioned in chapter one regarding devolving power to local government scales as oppose to intervening at national government level. Chapter two proceeds to map the strategies in coherent order per tool, and introduce the roles of each strategy. Then, further development studies the movements of each tool by analysing their processes and deciding what architectural spaces may be required for integrating into a typology. The process diagrams illustrate the working that leads to a schedule of accommodation for each tool that has been summarised down the left side of each process page. This chapter concludes with a refined schedule of accommodation for the typology as a whole to be developed for the provincial scale.

PAG E | 2 7

STRATEGIES

improves overall public tools which citizens can credibly and collectively signal to agencies about

6. p.r.o.o.f.:

confidence in government

the public

• providing efficient

their performance and

record of

pressure for change

operations and

5. report cards

finance

encourage citizens to

systems by:

attend discussions

framework for regular

open meeting

performance reporting by

laws

local governments

• reduce opportunities for

streamline and

maladministration and

inform activities of

financial misappropriation

such gatherings to

external

prevent the exploitation

investigators

of government resources

ONE

questionnaire ethical framework administrating checklist assessment

include transparent procedures

against them public watchdog groups study circles

analysis

1. the municipal checklist

citizen advisory

begins to identify

boards

vulnerable areas

assessment

government

understanding

and

contract committees

existing realities

monitoring

public hearings

relating to

4. participatory

corruption

2. the urban

corruption

appraisal • un-habitat research department

3. the municipal

survey

•identify

organisations,

for how corruption affects the

vulnerability

institutions and

urban poor

sectors where

•purpose is to clarify different areas

corruption is

within in a municipality that might be

prevalent

vulnerable to abuse of authority

• increase public interest

• quantify costs of corruption to

• to understand harmful effects of

assessment

corruption on the lives of the poor

• to help communicate such

• keeps on track of how local government address integrity and transparency issues

information widely to policymakers and general public

• identifies weaknesses and strengths in

confidentiality

local government

average citizen

• provide basis for

discreet office

actions to be taken

AMPLIFY THE PLATFORM OF TRANSPARENCY EXPOSE

complaints

directs where to go

FIVE

efficient provision of

office municipal

public services managed by

targeting

for every

specific issues

constituency and every town

ombudsman

front office

front office/

knowledgeable staff

ENCOURAGE ACTIVISTS

reception

public office

one stop shop needs a central

to reach all citizens

management system

DISPLAY ON MEDIA PAG E | 2 8

PROVIDE FOR PEACEFUL PROTEST

an assembly of

oversight

members that discuss

committees

progressiveness of institutions

independent audit function

with citizens and public officials conference hall

government

laws

TWO

encourages citizens

accessibility to

information

theatre halls community rooms

enhance public

access to

public meetings

information

records management

to be more engaged

improve public

accountability responsiveness and

computerisation

in decision making

professionalism of

public

local government

participation tools

system

e-government

access to information

inform how government works provides public

to create awareness and enrich the strengthen

with opportunity

media training

integrity, credibility,

to influence and

understanding of media on issues of transparency

& capability for

participate

create demand for

providing unbiased

public accountability

coverage

increase exposure of corrupt practices and public awareness

public education

ideas experiences/ lecture theatres/

to facilitate informed

public speaking

participation of

engagements

the public in local governance through

media/ publicity

adequate education

campaigns

training centres

hotline services

discussion rooms etc.

educate the public publications

library

THREE

and information

ombudsman office

media training

workshop/ exchange

school programmes

tools

good governance

the integrity

training and

pact

education for public

whistleblower

ethics and integrity

protection lobbyist registration

servants

conflict of interest laws

disclosure

income assets

mechanisms for complaints

investigations

FOUR

code of ethics

ethical campaign practices

institutional

debating chamber for

• insitute training

potential candidates

forums for political

question time

reforms

candidates

• sponsor debates amongst candidates

independent

anti-corruption agencies

participatory budgeting

ethics training

• educate employees about ethics, rules and regulations

• reinforce principles of transparency

• encourage activism

& accountability

and representatives

by the media who

within government

for constituents

pledge to run ethical

administration

assembly for region

campaigns

PAG E | 2 9

1. Assessment And Monitoring

THE MUNICIPAL CHECKLIST • Department of research and investigation • Space for small group meetings • Larger workshops for assessments • Meeting rooms for municipality staff and design considerations that consider the involvement of outside municipality staff

THE URBAN CORRUPTION SURVEY

• Department of research and investigation for identifying organisations, institutions and sections of institutions where corruption is prevalent • Reporting of the results • Transfer to media for to ensure information reaches different audiences and increase public interest in the issues surrounding corruption • A basis of action to be taken in light of the survey

THE MUNICIPAL VULNERABILITY ASSESSMENT

• Same schedule of accommodation requirements as The Municipal Checklist Purpose of this strategy is to: • focus on whether general control environment that obtains in a local government is permissive of corruption; • whether a particular activity is more likely to be susceptible to corruption and; • whether existing controls are adequate

FIGURE 2.1 | ASSESSMENT AND MONITORING

ASSESSMENT MONITORING Assessment and Monitoring can be viewed as the

that had been jeopardised by corruption. These

ground work for kickstarting not only a corrupt case,

checklists, surveys and assessments generate proof

but an anti-corrupt revolution.

that can be used for the fourth tool; Participatory Corruption Appraisal.

The first three tools in this strategy are predominately research undertaken by NGOs and CBOs. Their role

Participatory Corruption Appraisal begins to build the

is to engage with individual citizens - particularly

case against corruption and draws lines to those who

those who are vulnerable to corruption - and note the

are accountable. This tool gathers the evidence and

negatives effects they experience caused by facilities

presents it back to policymakers and the general

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PARTICIPATORY CORRUPTION APPRAISAL • Department of Research and Investigation for NGOs and CBOs for the purpose of; • understanding harmful effects of corruptions on the lives of the poor • communicate such info widely to policymakers and general public and; • to plan, act, and reduce corruption • Discussion rooms and interview rooms • Public meeting to expose impact to local government officials, leaders, journalists, NGOs

REPORT CARDS • purpose is to improve the quality of service through better accountability • a database of report cards (surveys) executed by NGOs /CBOs who would be the providers of this service

P.R.O.O.F • A department of research that aims to build trust between citizens and their local government

public. Information that is shared to the general public

P.R.O.O.F. stands for Public Record of Operations and

allows citizens to understand who is accountable for

Finance. These are meetings that the NGOs organise

these negative affects and why. The NGOs and CBOs

with citizens to discuss municipal finance statements

expose the negative impact that was caused back to

and compare this to performance indicators

those accountable.

investigated within this strategy. It is an opportunity for the citizen to learn if the

This exposed event can take the form of a report

municipality is performing exceptionally well or if

cards meetings. This is where the public confidentially

they are not prioritising their funding appropriately.

practice whistleblowing and submit their unfair case. The NGOs who organise this meeting will invite those accountable and discuss the confidentially submitted report cards and try to resolve any disputes. PAG E | 3 1

2. Access To Information And Public Participation

PUBLIC MEETINGS

OPEN MEETING LAWS

• Meeting and/or discussion rooms to improve the relationship between citizens and public officials • to better inform citizens so they are better equipped to hold those accountable

• purpose is to encourage citizens to attend discussions of public organisations and contribute to matters particular interest and impact on them • to protect citizens gathering publicly and establish safeguards to prevent the exploitation of government sources against them • to streamline and inform the activities of such gatherings to include transparent procedures

ACCESS TO INFORMATION LAWS

• Modern and effective legislation on this subject can considerably enhance accountability of public officials and build an informed society. • It also contributes to building trust between public agencies and the stakeholders, enhancing transparency and improving governance as a whole

RECORDS MANAGEMENT AND COMPUTERISATION

• Purpose is to enhance public accessibility to government information • improve accountability, responsiveness and professionalism of the local management system • an independent archive of collected government information (physical and/or online) • computers accessible for the public to access this information

- often formulated at national government level -

F I G U R E 2 . 2 | A C C E S S T O I N F O R M AT I O N

ACCESS TO INFORMATION The roles of the tools in the second strategy strongly

with local governance. This will improve trust

get the ball rolling to produce the momentum

between citizens and local authorities. Public

for transparency. Access to Information and

meetings about Open Meeting Laws and Access

Public Participation gains the involvement of local

to Information Laws can protect the motives of

government who will see this strategy as very

this human organisation. These laws can grow to

powerful for improving their performance.

providing databases and accessibility for access to information and public records. Funding from local

The results from investigations found in Assessment

governance can help assist in the installation of

and Monitoring can be discussed in public meetings

e-government equipments, computers and a records

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E-GOVERNMENT

MEDIA TRAINING

PUBLIC EDUCATION TOOLS

PUBLIC PARTICIPATION

• Same schedule accommodation as records management and computerisation • perhaps may also include interactive notice boards outside to advertise activities as well as providing quick information

• Conducted by a small group of trained journalists, a concerned government organisation, a civil society organisation or a development partner committed to identifying good or bad practices through: • workshops • technical briefings • discussion forums to exchange ideas and experiences • a practical guide or training manual

• Conference hall for a local speakers bureau • space for community presentations and workshops, • workshop space to create media campaigns • small publications library that highlight community and national resources on ethics, transparency and anticorruption strategies • to go hand-in-hand with training and education workshops for government employees and officials; and • public speaking engagements; and • study circles

• An opportunity for the public to participate and contribute to decisions being made to their daily lives. • Study Circles • Citizen Advisory Boards • Government Contract Committees • Public Hearings • Public watchdog groups

management system. These strategies can be

for the negative affects on their communities.

accessible at this organisation and will especially benefit poorer communities who cannot access

Journalists who are committed to defeating

internet. The provision of these accessible facilities

corruption and are dedicated to non-biased can use

contributes to the transparency of local governance.

this organisation to train the media. Journalists can work with NGOs and CBOs to develop a programme

Access to Information encourages Public Participation

to train the media on ethics and good practice.

by using these facilities to promote investigations against corrupt institutions. By educating the public

The media plays a significant role as a stakeholder

on these serious cases, they will be more intrigued to

in this institution as they are capable for amplifying

participate with local governance for how to solve and

transparent sources throughout the nation.

act against corrupt institutions who are accountable PAG E | 3 3

3. Tools To Promote Ethics, Professionalism And Integrity

CONFLICT OF INTEREST LAWS • A department for an independent commission constructed of; • 5 offices for 5 newly appointed Conflict of Interest Commissioners • Similar to the conflict of interests board in New York. • also to include a meeting room; • reception

DISCLOSURE OF INCOME AND ASSETS

• as part of the independent ethics commission and same schedule • purpose is to provide the basis for monitoring the wealth of individuals while holding public office • and to increase accountability on actions of public office bearers and reduce the chances of direct involvement in, or encouragement to, corrupt practices in the public offices they manage.

LOBBYIST REGISTRATION • as part of the independent ethics commission and same schedule

WHISTLE BLOWER PROTECTION

• as part of the independent ethics commission and same schedule • A hotline service with an established data management system • Training workshops/ zones/ specific training courses may be needed to support the specialised staff working on a hotline

THE ETHICS COMMISSION ethics commissioner - integrity commissioner - conclict of interest commissioner - commissioner of member’s interests

FIGURE 2.3 | ETHICS AND INTEGRITY

ETHICS AND INTEGRITY With an increasing amount of funding from local

this organisation as their legitimacy as a company

governance, this organisation can progress into the

will strongly be reflected from this transparent

third strategy. The third strategy focuses on ethics,

organisation.

professionalism and integrity within public sector, private sector, local governance and professional

The organisation will grow an ethics commission

association institutions and organisations.

which will comprise of 5 ethics commissioners that specialise in their individual tools. The Ethics

The local governance can influence private sector

Commission will aid the process of developing a code

and professional associations to participate in

of ethics for professional associations, private sector,

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THE INTEGRITY PACT • as part of the independent ethics commission and same schedule • Can be implemented at a Public Hearing where the responsible authority convenes citizens, businesses, experts, and representatives of the opposition to express their objections and suggestions about the planned terms of the integrity pact

CODE OF ETHICS • To provide transparent frameworks for government officials; OR • framework for selfgovernance of the civil society organisations and institutions • institutions must co-ordinate with the independent ethics commission for support • informatory workshops about the code of ethics

ETHICAL CAMPAIGN PRACTICES

• Workshops on ethics and and values for political campaigns for lively discussions about freedom of speech and other constitutional issues • encourage activism by the media of candidates who pledge to run ethical campaigns • To encourage citizens to attend a debating chamber amongst candidates so that information is easily accessed and available

ETHICS TRAINING • an ethics training centre/ auditorium/ debating chamber to educate employees/officials/ government officials about ethics rules and regulations • an element that allows the public to access and observe and allow them to submit their opinion/participate/ contribute to the event

and local governments in which employees from

Access to Information and Public Participation,

these institutions will learn through ethics training.

all stakeholders can be invited to attend Ethical Campaign Practices. This is where accountability of

To put an emphasis on transparency, the general

high profiled officials, representatives or political

public should be allowed to be invited to ethics

candidates is exposed and where these institutions

training sessions or at least observe them for some

participate in a debating chamber whilst being

time. This way they will understand the essentials

suppressed by an immense amount of transparent

of good practice and how employers should be

evidence.

complying with ethical standards. Ethical Campaign Practices can additionally become a With all the evidence gathered from Assessment

question time debating chamber for candidates who

and Monitoring, and the momentum gained from

wish to represent electoral provinces. PAG E | 3 5

4. Tools To Increase Transparency Through Institutional Reforms

COMPLAINTS AND OMBUDSMAN OFFICE

MUNICIPAL FRONT OFFICE

• Office of citizen complaints • For the municipality • confidentially placed within building to facilitate better information flow to the the organisation general public; • increased access to decision makers and the decision making process; and • efficient and equitable provision of public services • eventually redeveloped into a One Stop Shop

ONE STOP SHOP

OVERSIGHT COMMITTEE

• much the same as municipal front office • conveniently located to facilitate citizen’s access • located in every neighbourhood • laid out in a user-friendly way with clear signs and directions

• A committee space in the form of an assembly to oversee the operations/ activities of specific development committees and to ensure proper and more efficient use of resources while maximising benefits for achieving the intended goals or services of the local government • accomplished through subcommittees as well as the full committee • semi-private - could include gallery space, public oversight

FIGURE 2.4 | INSTITUTIONAL REFORM

INSTITUTIONAL REFORM Institutional reform has a unique role throughout the

be managed by staff who work at the transparent

previous three strategies. It contributes at various

organisation and source themselves in local authority

stages through the progress of this institution both

institutions.

externally and internally. Perhaps the Oversight Committee, managed by Complaints and Ombudsman offices can exist

individual citizens and NGOs can become the

within this organisation, but also exist independently

origins of sourcing corrupt cases as well as other

throughout a municipality and report back to the

whistleblowers.

transparent organisation. Municipal Front Offices can PAG E | 3 6

INDEPENDENT AUDIT FUNCTION

• Office of the Chief Internal Auditor • Hotline to enable residents of La Paz and city employees to report any cases of suspicious nature

INDEPENDENT ANTI CORRUPTION AGENCIES

To guarantee the effectiveness of an anti corruption agency, key elements it must contain are: • independent and nonpartisan ethics commissioners • strong education and training unit • proactive community/ grassroots outreach programme • staff and commission representative of the community • enforcement capabilities and resources • legal advisory unit

PARTICIPATORY BUDGETING A confrontational and formal discussion between government and the general public (particularly lower income communities) about the allocation of government funds and an opportunity to provide confrontation

A department for independent audits can evaluate

and private sector). Members of the public are also

financial expenditure of government institutions

invited to participate in this event by observing

and clarify if spending is appropriately prioritised.

or submitting questions, and give citizens true

This department can provide a clear image of an

transparency and clarification of why institutions

institution and used for assisting the accountability

are responsible for negative affects through corrupt

process of corrupt institutions.

motives.

The Independent Audit Function can develop into tools for Participatory Budgeting. This is where NGOs and CBOs organise an event to confront the findings of the independent audits to the accountable stakeholders (government, professional associations PAG E | 3 7

NGOs

RESEARCHERS

PROFESSIONALS

CBOs

REPRESENTATIVES OF CIVIL SOCIETY

ACADEMICS

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y O N E

ASSESSMENT AND

THE MUNICIPAL CHECKLIST

M O N I TO R I N G

ADMINISTRATING THE CHECKLIST

SMALL GROUP MEETINGS

ANALYSING THE RESULTS

ASSESSMENT WORKSHOPS

RESEARCHERS

PROFESSIONALS

CBOs

REPRESENTATIVES OF CIVIL SOCIETY

ACADEMICS

• Meeting Rooms

Spaces

MEETING ROOMS

NGOs

SCHEDULE OF A C C O M M O D AT I O N

• Small Group Meeting

STRUCTURE THE CHECKLIST

THE URBAN CORRUPTION SURVEY

• Assessment Workshops

DESIGNING THE FRAMEWORK

USE OF MEDIA

SURVEY INSTRUMENT

REPORTING

SURVEY LIMITATIONS

FUNDING

• Large Meeting Rooms • Space for Focus Group Discussions • Space for Report Card

NGOs

RESEARCHERS

PROFESSIONALS

Feedback Sessions

CBOs

REPRESENTATIVES OF CIVIL SOCIETY

ACADEMICS

• Space for Public Management Discussion

THE MUNICIPAL VULNERABILITY ASSESSMENT

PAG E | 3 8

STRUCTURE THE CHECKLIST

MEETING ROOMS

ADMINISTRATING THE CHECKLIST

SMALL GROUP MEETINGS

ANALYSING THE RESULTS

ASSESSMENT WORKSHOPS

IDENTIFYING A COMMUNITY

MAKING CONTACT WITH: NGOs

SYNTHESIS OF INFORMATION

CBOs SHARING INFORMATION

BUILDING A TEAM

present back to community

PARTICIPATORY CORRUPTION APPRAISAL

FOCUS GROUP DISCUSSIONS

IDENTIFICATION OF SCOPE, PURPOSE AND THOSE INVOLVED

DESIGN OF QUESTIONNAIRE

DISSEMINATION

DATA ANALYSIS

REPORT CARDS

SAMPLING

EXECUTION OF SURVEY

OBTAINING MUNICIPAL FINANCIAL STATEMENTS

PERFORMANCE INDICATORS

large meeting rooms involve and inform those accountable

INSITUTIONALISATION

FEEDBACK MEETINGS/ SESSIONS REVIEW OF REPORT CARDS WITH: NGO CBO MEDIA PROFESSIONALS LOCAL GOVERNMENT PRIVATE SECTOR

PUBLIC ANALYSIS AND MANAGEMENT DISCUSSION: • OPEN DISCUSSIONS ABOUT OVERALL PERFORMANCE • DISCUSSIONS OF SELECTED ACTIVITES

P.R.O.O.F. (PUBLIC RECORD OF OPERATIONS & FINANCE)

(JUDGED BY INFORMATION OBTAINED IN ASSESSMENT AND MONITORING)

FIGURE 2.5 | PROCESSES OF ASSESSMENT AND MONITORING

PAG E | 3 9

THE ISSUE

a concise summary of the issue under deliberation

THE AGENDA

PROCESS OF ANTI-CORRUPT S T R AT E G I E S

a clear outline of the structure and proposed agenda of the meeting

KEY PEOPLE

S T R AT E G Y T W O

PUBLIC MEETINGS

AC C E S S TO

key local/ national government officials must be informed of the meeting and ensure their participation

PUBLIC NOTIFICATION

of the meeting dates and agenda

OPTIONS FOR THE PUBLIC public must be given option to provide written comments in case they cannot attend

CONTACTS

for further information on the scheduled public meeting

I N F O R M AT I O N AND PUBLIC PA R T I C I PAT I O N

PUBLIC AGENCIES

PUBLIC MEETING

encourage citizens to attend discussions of public organisations and contribute to matters of particular interest and impact on them

THAT INVITES

OPEN MEETING LAWS

GOVERNING BODY

SCHEDULE OF A C C O M M O D AT I O N PUBLIC AGENCIES

• Meeting and discussion

PUBLIC MEETING

spaces to discuss access to

encourage citizens to attend discussions of public organisations and contribute to matters of particular interest and impact on them

information laws & open meeting laws & other • Independent archive of collected government information • Public computers

ACCESS TO INFORMATION LAWS

THAT INVITES GOVERNING BODY TO BUILD TRUST BETWEEN PUBLIC AGENCIES AND STAKEHOLDERS AND ESTABLISH NOT ONLY ACCESS TO INFORMATION, BUT, ACCESS TO RECORDS

• Media Training workshops, discussion & briefing spaces

FOLLOWING AN AGREEMENT FROM MEETING FOR ACCESS TO INFORMATION LAWS:

• Campaign workshops • Publication Library • Conference Halls • Study Circle spaces • Committee rooms • Citizen advisory boards

PAG E | 4 0

RECORDS MANAGEMENT AND COMPUTERISATION

AN INDEPENDENT ARCHIVE OF COLLECTED GOVERNMENT INFORMATION (PHYSICAL AND ONLINE) STORAGE SERVERS FOR ONLINE INFORMATION

PHYSICAL ARCHIVE

TO INCREASE THE INFORMATION AVAILABLE TO THE GENERAL PUBLIC FOLLOWING PUBLIC MEETINGS

E-GOVERNMENT

ONLINE INFORMATION ABOUT ACTIVITIES OF THE LOCAL GOVERNMENT

TO MAXIMISE POTENTIAL FOR NETWORKING AND ALLOW FOR FASTER INTERACTION BETWEEN THE GENERAL PUBLIC AND THE AUTHORITIES

INTERACTIVE NOTICE BOARDS OUTSIDE TO ADVERTISE ACTIVITIES AS WELL AS PROVIDING INFORMATION

COMPUTERS ACCESSIBLE FOR THE PUBLIC TO ACCESS THIS INFORMATION WHO DO NOT HAVE INTERNET

CREATE AWARENESS AND ENRICH UNDERSTANDING OF THE MEDIA ON PERTINENT ISSUES OF TRANSPARENCY AND GOOD GOVERNANCE INCLUDING PUBLIC ACCOUNTABILITY SYSTEMS

PURPOSE

STRENGTHEN THE CREDIBILITY, INTEGRITY AND CAPABILITY OF MEDIA IN PROVIDING UNBIASED AND RESPONSIBLE COVERAGE OF CORRUPT AND ANTI-CORRUPT INITIATIVES

MEDIA TRAINING

CONDUCTED BY A GROUP OF WELL TRAINED JOURNALISTS COMMITTED TO TRANSPARENT NEWS

HOW?

TRAINING WORKSHOPS TECHNICAL BRIEFINGS

INCREASE OPPORTUNITIES FOR BUILDING PUBLIC AWARENESS AND PARTICIPATION IN GOVERNANCE

DISCUSSION FORUMS/ SPACES

PROVIDE NETWORKING AMONG MEDIA AND PROFESSIONALS TO ENHANCE AND BUILD AUTHENTICITY AND PRACTICALITY EFFORTS

PRACTICAL GUIDES/ MANUAL

INCREASE EXPOSURE OF INCIDENCES OF CORRUPT PRACTICES

PURPOSE IS TO CREATE A DEMAND FOR PUBLIC ACCOUNTABILITY THROUGH THESE TOOLS: MEDIA / PUBLICITY CAMPAIGNS

SCHOOL PROGRAMMES

PUBLIC SPEAKING ENGAGEMENTS

PUBLICATIONS

• workshop space to create media campaigns

• training and education workshops for government employees and officials

• conference hall for a local speakers bureau • space for community presentations and workshops • study circles

• small publications library that highlight community and national resources on ethics, transparency and anti-corruption strategies • study circles •publication launch spaces

PUBLIC EDUCATION TOOLS

PURPOSE IS TO ENCOURAGE CITIZENS TO BE MORE ENGAGED IN THE DECISIONMAKING PROCESSES THAT HAVE AN IMPACT ON THEIR LOCAL COMMUNITY

PUBLIC PARTICIPATION TOOLS

SERVES TO ADVANCE CITIZENS’ UNDERSTANDING OF HOW GOVERNMENT WORKS AND CONFERS UPON THEM THE CAPACITY TO ACCESS GOVERNMENTAL DECISION-MAKING PROCESSES

citizen advisory boards

public hearings

study circles

PROVIDES THE PUBLIC WITH THE OPPORTUNITY TO INFLUENCE AND PARTICIPATE IN DEVELOPMENT PROGRAMMES AND PROJECTS

F I G U R E 2 . 6 | P R O C E S S E S O F A C C E S S T O I N F O R M AT I O N

public watchdog groups

government contract committees

PAG E | 4 1

THE INDEPENDENT ETHICS COMMISSION COMPOSED OF 5 ANTI-CORRUPTION STRATEGIES:

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y T H R E E

CONFLICT OF INTEREST LAWS

DISCLOSURE OF INCOME ASSETS

LOBBYIST REGISTRATION

TO O L S TO P R O M OT E E T H I C S , PROFESSIONALISM AND INTEGRITY

WHISTLE BLOWER PROTECTION

SCHEDULE OF A C C O M M O D AT I O N

THE INTEGRITY PACT

OFFICE SPACES AND RECEPTION AREA

5 OFFICES FOR 5 NEWLY APPOINTED ETHICS COMMISSIONERS THAT REPRESENT EACH STRATEGY

MEETING SPACE FOR MEMBERS

MEMBERS SERVE FOR 6 YEARS AND THE BOARD MEET ONCE A MONTH

• 5 Offices and reception

MEMBERS PROVIDE ADVISORY OPINIONS WITH RESPECT TO ALL MATTERS COVERED IN THE LAW AND ENSURE THAT FINANCIAL DISCLOSURES ARE EXAMINED TO DETERMINE COMPLIANCE WITH THE REGULATIONS ON FINANCIAL DISCLOSURES

area for the Independent Ethics Commission • Meeting spaces for Members • Telephone hotline service for complaints procedures +

HOTLINE SERVICE WITH AN ESTABLISHED DATA MANAGEMENT SYSTEM

ALSO RECEIVES COMPLAINTS AND DIRECTS THE DEPARTMENT OF INVESTIGATION TO CONDUCT INVESTIGATIONS INTO MATTERS RELATED TO ITS RESPONSIBILITIES

TRAINING WORKSHOPS/ ZONES/ SPECIFIC TRAINING COURSES MAY NEED TO SUPPORT THE SPECIALISED STAFF WORKING ON A HOTLINE

THE BOARD IS ALSO EMPOWERED TO REVIEW THE PROVISIONS OF LAWS AND RECOMMEND TO THE LOCAL GOVERNMENT FROM TIME TO TIME ANY CHANGES OR ADDITIONS THAT IT MAY CONSIDER APPROPRIATE OR DESIRABLE

additional training zones • Public Hearing space • Ethics training centre and auditorium with public access • Ethics workshop spaces • Debating Chamber and Question Time Hall for political candidates • Space for the Media to cover live debates and discussions

PAG E | 4 2

THE BOARD CAN HOST PUBLIC HEARING EVENTS AND INVITE CITIZENS, BUSINESSES, EXPERTS AND REPRESENTATIVES OF THE OPPOSITION TO EXPRESS THEIR OBJECTIVES AND SUGGESTIONS ABOUT THE PLANNED TERMS OF ETHICAL PACTS

(ELECTED BY LOCAL GOVERNMENT. CAN BE REMOVED IF NEGLECT OR ABUSE DUTY)

LOCAL GOVERNANCE / MUNICIPALITIES

MEMBERS OF THE COMMISSION ADVISE ON THE CODE OF ETHICS

CO-ORDINATE WITH THE INDEPENDENT ETHICS COMMISSION

TO PROVIDE TRANSPARENT FRAMEWORKS AND SUPPORT

CODE OF ETHICS PROFESSIONAL AND CIVIL SOCIETY ORGANISATIONS

SEE “ETHICS TRAINING”

THE INDEPENDENT ETHICS COMMISSION DEVELOP AN ETHICS TRAINING PROGRAMME

FUNDED BY LOCAL GOVERNMENT

INFORMATORY WORKSHOPS ABOUT THE CODE OF ETHICS ARE TAUGHT BY THE INDEPENDENT ETHICS COMMISSION

DETERMINE THE AMOUNT OF FINANCIAL RESOURCES AVAILABLE

MEMBERS OF ETHICS COMMISSION ADMINISTER THE TRAINING

AN OPEN EVALUATION OF THE TRAINING PROGRAMME TO STRENGTHEN THE TRANSPARENCY PARADIGM IN ETHICS TRAINING

CREATE INNOVATIVE APPROACHES BY INVITING EMPLOYEES TO PARTICIPATE IN THE PLANNING OF TRAINING PROGRAMMES

ESTABLISH A TRAINING SCHEDULE

ETHICS TRAINING

ALLOW PUBLIC PARTICIPATION SO PUBLIC CAN LEARN ABOUT ETHICAL STANDARDS EXPECTED BY PUBLIC SERVICE FOLLOWING THE COMPLETION OF ETHICS TRAINING:

POLITICAL CANDIDATES FOR LOCAL/ NATIONAL GOVERNMENT ARE INVITED TO TRANSPARENT DEBATES

TO DISCLOSE HOW CANDIDATES ARE FUNDING CAMPAIGNS AND WHO THE CONTRIBUTERS ARE

TO PROVIDE MEANINGFUL OPPORTUNITIES FOR CITIZEN PARTICIPATION IN THE ELECTION PROCESS

ETHICAL CAMPAIGN PRACTICES

FIGURE 2.7 | PROCESSES OF ETHICS

ENCOURAGE CITIZENS TO ATTEND A DEBATING CHAMBER AMONGST CANDIDATES AND ALLOW FOR A QUESTION TIME AUDIENCE

ETHICS TRAINING CENTRE / AUDITORIUM TO EDUCATE EMPLOYEES/ OFFICIALS/ GOVERNMENT OFFICIALS

TO DETER POLITICAL CAMPAIGNING IN AND MISUSE OF ADMINISTRATIVE ENTITIES

CANDIDATES ARE OVERWHELMED BY TRANSPARENT MEDIA SOURCES

PAG E | 4 3

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y F O U R

T R A N S PA R E N C Y

COMPLAINTS AND OMBUDSMAN OFFICE

OMBUDSMAN RECEIVES AND INVESTIGATES ALLEGATIONS OF MALADMINISTRATION INVOLVING CORRUPTION

OFFICE AND RECEPTION AREA (DISCREET FOR CONFIDENTIALITY)

OMBUDSMAN WILL REVIEW AND MONITOR DECLARATIONS OF INCOME AND ASSETS MADE BY SENIOR PUBLIC OFFICIALS

HOTLINE SERVICE FOR CONFIDENTIAL

TYPICALLY FOR A MUNICIPALITY BUILDING BUT CAN BE APPLIED TO THIS ORGANISATION:

PURPOSE IS TO FACILITATE:

THROUGH INSTITUTIONAL REFORM

BETTER INFORMATION FLOW TO THE GENERAL PUBLIC INCREASED ACCESS TO DECISION MAKERS AND THE DECISION MAKING PROCESS

MUNICIPAL FRONT OFFICE SCHEDULE OF A C C O M M O D AT I O N

PURPOSE:

• Ombudsman Office and reception • Front Desk to inform stakeholders/ visitors of the organisation’s facilities • Independent Audit department of office space

EFFICIENT AND EQUITABLE PROVISION OF PUBLIC SERVICES

ONE STOP SHOP

that will take use of public

FORM:

INCREASE ACCESS TO SERVICES OFFERED BY LOCAL GOVERNANCE

LAID OUT IN A USERFRIENDLY WAY WITH CLEAR INTENTIONS

MAXIMISE USE OF LOCAL GOVERNMENT RESOURCES

CONVENIENTLY LOCATED IN EVERY NEIGHBOURHOOD

ROLES: PROVIDE RANGE OF SERVICES SUCH AS APPLICATIONS FOR UTILITIES, FILING OF PROPERTY TAXES AND MAKING VARIOUS PAYMENTS

PROVIDE SPECIAL ASSISTANCE RELATED TO A PARTICULAR SERVICE/ UTILITY

hearing space INDEPENDENT AUDIT DEPARTMENT

• Confrontational Budgeting discussion rooms for government and citizen’s - to include media accessibility • Headquarter Oversight Committee Assembly Hall in Provincial Scale, Sub committee in municipal scale, public observatories

PAG E | 4 4

INDEPENDENT AUDIT FUNCTION

IDENTIFY INFORMATION WHICH IS ESSENTIAL TO DEVELOP A CLEAR IMAGE OF AN INSTITUTION / LOCAL AUTHORITY

IDENTIFY WEAKNESS OR FLAWS WHICH WOULD NOT BE IDENTIFIED DUE TO WILLINGNESS OR ABILITY BY INSTITUTIONS

PROVIDE BASELINES ON WHICH REFORMS CAN BE ASSESSED AND INFORM DECISIONS ON OVERALL STRENGTHENING OF AN INSTITUTION

PROVIDE THE GOVERNMENT AND GENERAL PUBLIC WITH CREDIBLE INFORMATION THAT RESULT IN PUBLIC FAITH OR TRUST OF THE INSTITUTION

THE NARRATIVE AND DEVELOPMENT OF AN ANTI-CORRUPTION AGENCY IS PRESENTED IN CHAPTER 3.

•

INDEPENDENT AND NON-PARTISAN ETHICS COMMISSIONERS

•

STAFF AND COMMISSION REPRESENTATIVE OF THE COMMUNITY

THE NECESSITIES TO LAUNCH AN AGENCY ARE :

•

STRONG EDUCATION AND TRAINING UNIT

•

ENFORCEMENT CAPABILITIES AND RESOURCES

• PROACTIVE COMMUNITY

•

LEGAL ADVISORY UNIT

INDEPENDENT ANTI- CORRUPTION AGENCIES

PARTICIPATORY BUDGETING

GRASSROOTS OUTREACH PROGRAMME

A CONFRONTATIONAL AND FORMAL DISCUSSION BETWEEN GOVERNMENT AND THE GENERAL PUBLIC (PARTICULARLY LOWER INCOME COMMUNITIES) ABOUT THE ALLOCATION OF GOVERNMENT FUNDS AND AN OPPORTUNITY TO PROVIDE CONFRONTATION

MEMBERS OF LOCAL GOVERNMENT / MUNICIPALITIES ARE INVITED

RESULTS ARE COMMUNICATED AT PUBLIC MEETINGS AND DISCUSSIONS

NGOs AND CBOs ADMINISTER THE DISCUSSION INDEPENDENT AUDIT FUNCTION IS INVITED

FINAL APPROVAL OF THE BUDGET AND ROLES OF THE LOCAL GOVERNMENT ARE APPROVED AND CLARIFIED

GENERAL PUBLIC ARE INVITED

INSTITUTIONALISATION OF THIS ORGANISATION ALLOWS A MORE FORMAL PROCESS OF PARTICIPATORY BUDGETING

PURPOSE IS TO:

oversee the operation /activity of specific development committees

OVERSIGHT COMMITTEES

ensure proper and more efficient use of resources while maximising benefits of achieving intended goals or services of the local government

FIGURE 2.8 | PROCCESSES OF INSTITUTIONAL REFORMS

members of the committee must be selected by relevance to discussion topic

can include educators, business people, representatives etc and appointed by NGOs and CBOs in this organisation

committee headquarters at province scale, subcommittees at municipal scale who are present at head quarterly committees

an assembly formation, may be semi-private and include gallery spaces, public oversight spaces

PAG E | 4 5

SCHEDULE OF ACCOMMODATION PER ANTI-CORRUPTION STRATEGY CHAPTER SUMMARY

ASSESSMENT AND MONITORING

ACCESS TO I N F O R M AT I O N

ETHICS AND INTEGRITY

SCHEDULE OF A C C O M M O D AT I O N

• Meeting Rooms

• Meeting and discussion

• 5 Offices and reception

• Small Group Meeting

spaces to discuss access to

area for the Independent

Spaces

information laws & open

Ethics Commission

• Assessment Workshops

meeting laws & other

• Meeting spaces for

• Large Meeting Rooms

• Independent archive

Members

• Space for Focus Group

of collected government

• Telephone hotline service

Discussions

information

for complaints procedures +

• Space for Report Card

• Public computers

additional training zones

Feedback Sessions

• Media Training workshops,

• Public Hearing space

• Space for Public

discussion & briefing spaces

• Ethics training centre and

Management Discussion

• Campaign workshops

auditorium with public access

• Publication Library

• Ethics workshop spaces

• Conference Halls

• Debating Chamber and

• Study Circle spaces

Question Time Hall for

• Committee rooms

political candidates

• Citizen advisory boards

• Space for the Media to cover live debates and discussions

PAG E | 4 6

INSTITUTIONAL REFORM

URBAN AND LANDSCAPING

O T H E R FA C I L I T I E S

SCHEDULE OF A C C O M M O D AT I O N

• Ombudsman Office and

• Exterior notice boards

• Staff Rooms

reception

• Outdoor public speaking

• Public Toilets

• Front Desk to inform

spaces

• Staff Toilets

stakeholders/ visitors of the

• Plazas of engaging

• Safe storage spaces for

organisation’s facilities

activities related to interior

furnishings such as; seating;

• Independent Audit

functions of the building

computer and IT equipment,

department of office space

• Discussion spaces

exterior non-fitted furniture

that will take use of public

• Seating

• plant room

hearing space

• Gathering Spaces

• mechanical room

PAG E | 4 7

SECTION I

CHAPTER THREE FRAMEWORK L E G I T I M AC Y

PROJECT FEASIBILITY AND SCHEME DEVELOPMENT

CHAPTER CONTENTS PAG E 5 0 |

A S S U M I N G T H E N A R R AT I V E

PAG E 5 2 |

T H E N A R R AT I V E C O N S T R U C T

PAG E 6 8 |

T E L L I N G T H E N A R R AT I V E

INTRODUCTION TO CHAPTER Chapter three is the final part of section 1. This is where the instructions for a typology prototype conclude and are ready to be implemented in the framework. This chapter develops a scheme by translating the processes of the strategies in chapter two into architectural spaces. The framework legitimacy exhausts the possible scenarios that this framework can undertake. Although it does not solve disputes and unexpected disagreements, the framework developed in this chapter demonstrates that their are spaces prepared to accommodate such disputes. This chapter will individually construct a narrative for each tool and conclude with a composed conceptual narrative map. The narrative should be viewed in conjunction with the schedule of accommodation at the end of chapter two to produce a successful anti-corruption human agency.

PAG E | 4 9

phase one launching an anti-corruption revolution

individual citizen

NGOs/ CBOs

phase two involving business and the private sector

local government

phase three gaining attention from local government

private sector

professional associations

phase four institutionalisation - recognition of formal organisation

national government

the media play a progressive role

media throughout the narrative F I G U R E 3 . 1 | A S S U M I N G T H E N A R R AT I V E

ASSUMING THE NARRATIVE Corruption cases will begin through reports from the

use it to improve their responsiveness, facilities and

individual citizen who will contact NGOs or CBOs.

access to information.

These reports will come from citizens vulnerable to the negative effects of organised crime and corrupt

Local governance are able to influence code of ethics

activity.

restrictions upon private sector and professional associations. Therefore, these institutions are

Assessment and Monitoring stages will include

assumed to become involved in the scheme in the

local government into these investiagtions. Local

third phase of the process of transparency within this

Government advantage from this organisation and

organsiation.

PAG E | 5 0

individual citizen

NGOs/ CBOs/ non partisan staff

local government

professional associations/ private sector

national government

media

F I G U R E 3 . 2 | T H E S TA K E H O L D E R S K E Y Strategy three - Ethics, Professionalism and Integrity

exercise strategy (5); targeting specific issues.

- involves the practices of Ethical Campaigns and a transparent platform of accountability. It

The stakeholders are colour co-ordinated for the

is here where political debates can take place for

purpose of chapter 3. They will play an important

local governance and national government where

role of illustrating their involvement as the narrative

candidates face a immense source of non-biased and

develops from process diagrams created in chapter 2,

transparent non-partisan media sources.

to architectural spaces explored in this chapter. .

The national government will take the role of insitutionalising the organisation. Passing recognition of this typology will allow investigations of corrupt cases to be used in courts of law and ultimately PAG E | 5 1

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y O N E

ASSESSMENT AND

THE MUNICIPAL CHECKLIST

M O N I TO R I N G

MEETING ROOMS

SMALL GROUP MEETINGS

ASSESSMENT WORKSHOPS

MEETING ROOMS

SMALL GROUP MEETINGS

ASSESSMENT WORKSHOPS

MEETING ROOMS

SMALL GROUP MEETINGS

ASSESSMENT WORKSHOPS

SCHEDULE OF A C C O M M O D AT I O N • Meeting Rooms • Small Group Meeting Spaces

THE URBAN CORRUPTION SURVEY

• Assessment Workshops • Large Meeting Rooms • Space for Focus Group Discussions • Space for Report Card Feedback Sessions • Space for Public Management Discussion

THE MUNICIPAL VULNERABILITY ASSESSMENT

PAG E | 5 2

IDENTIFYING A COMMUNITY

involve and inform those accountable

BUILDING A TEAM

PARTICIPATORY CORRUPTION APPRAISAL

large meeting rooms

FOCUS GROUP DISCUSSIONS

present back to community

IDENTIFICATION OF SCOPE, PURPOSE AND THOSE INVOLVED

DESIGN OF QUESTIONNAIRE REPORT CARDS

FEEDBACK MEETINGS/ SESSIONS REVIEW OF REPORT CARDS WITH:

EXECUTION OF SURVEY DATA ANALYSIS

P.R.O.O.F. (PUBLIC RECORD OF OPERATIONS & FINANCE) F I G U R E 3 . 3 | A S S E S S M E N T A N D M O N I T O R I N G N A R R AT I V E

PUBLIC ANALYSIS AND MANAGEMENT DISCUSSION: • OPEN DISCUSSIONS ABOUT OVERALL PERFORMANCE • DISCUSSIONS OF SELECTED ACTIVITES PAG E | 5 3

ASSESSMENT AND MONITORING C O N S T R U C T I N G A N A R R AT I V E Although there are multiple surveys, assessments and checklists needed to commence corrupt investigations, the collaboration of these findings produces a narrative for the first strategy that follows a simple and linear procedure. Small discussion spaces begin the hypothesis of an investigation and progress to the development of these assessments, checklists and surveys by using small meeting rooms and workshops. These findings are reported back to the organisation to paint a picture of the effect corrupt activity has on a community. This information is passed onto a community to share the information and encourage them to be involved and take action against those accountable. This will then step back to a meeting the NGOs and CBOs organise with institutions about the findings and invite them to a Participatory Corruption Appraisal meeting. This meeting is an opportunity to express concerns raised by the general public through report cards and directly link the problems and issues with those accountable. Discussions of overall performance of various institutions take place in Public Records of Operations and Finance. It is here where the public can visualise where institutions are under-performing and raise questions or queries where they would like NGOs to investigate further.

PAG E | 5 4

THE MUNICIPAL CHECKLIST

THE URBAN CORRUPTION SURVEY

PARTICIPATORY CORRUPTION APPRAISAL

THE MUNICIPAL VULNERABILITY ASSESSMENT

REPORT CARDS

P.R.O.O.F.

F I G U R E 3 . 4 | S T R AT E G Y O N E N A R R AT I V E C O N S T R U C T

(PUBLIC RECORD OF OPERATIONS & FINANCE) PAG E | 5 5

PUBLIC NOTIFICATION OPTIONS FOR THE PUBLIC

PROCESS OF ANTI-CORRUPT S T R AT E G I E S THE AGENDA S T R AT E G Y T W O

PUBLIC MEETINGS KEY PEOPLE

AC C E S S TO I N F O R M AT I O N

PUBLIC NOTIFICATION

AND PUBLIC

OPTIONS FOR THE PUBLIC

PA R T I C I PAT I O N

THE AGENDA OPEN MEETING LAWS

KEY PEOPLE

SCHEDULE OF A C C O M M O D AT I O N

PUBLIC NOTIFICATION

• Meeting and discussion

OPTIONS FOR THE PUBLIC

spaces to discuss access to information laws & open meeting laws & other • Independent archive

THE AGENDA

of collected government information • Public computers

ACCESS TO INFORMATION LAWS

• Media Training workshops,

KEY PEOPLE DISCUSSION SPACE (HOW TO USE THE ARCHIVE)

discussion & briefing spaces • Campaign workshops • Publication Library • Conference Halls • Study Circle spaces • Committee rooms • Citizen advisory boards

PAG E | 5 6

RECORDS MANAGEMENT AND COMPUTERISATION

PHYSICAL ARCHIVE AND DATABASE

STORAGE SERVERS FOR ONLINE INFORMATION

FOLLOWING AN AGREEMENT FROM MEETING FOR ACCESS TO INFORMATION LAWS:

DISCUSSION SPACES

STORAGE SERVERS FOR ONLINE INFORMATION

E-GOVERNMENT

INTERACTIVE NOTICE BOARDS OUTSIDE TO ADVERTISE ACTIVITIES AS WELL AS PROVIDING INFORMATION

COMPUTERS ACCESSIBLE FOR THE PUBLIC TO ACCESS THIS INFORMATION WHO DO NOT HAVE INTERNET AUDITORIUM TO TEACH PRACTICAL GUIDES/ MANUALS

TRAINING WORKSHOPS

DISCUSSION FORUMS/ SPACES TECHNICAL BRIEFINGS

MEDIA TRAINING

• conference hall

• workshop space to create media campaigns

PUBLIC EDUCATION TOOLS

• study circles

• publication launch spaces

public speaking engagements • study circles

• training and education workshops citizen advisory boards

• small publications library study circles

public hearings public watchdog groups

PUBLIC PARTICIPATION TOOLS F I G U R E 3 . 5 | A C C E S S T O I N F O R M AT I O N N A R R AT I V E

government contract committees

PAG E | 5 7

ACCESS TO INFORMATION C O N S T R U C T I N G A N A R R AT I V E Access to Information and Public Participation becomes is a strategy that becomes a lot more busy with the general public. At this strategy, citizens learn more about their basic human rights and learn more about what organisations and institutions are violating those rights. This is a strategy that allows citizens to participate in the output of local governance performance and voice their concerns of the negative effects directly to those accountable. The assessments and monitoring of the first strategy grow into public meetings that unlock more access to information facilities and will continue to do so until achieving full transparency. This allows the performance and responsiveness of local government to improve and encourage citizens to participate in decisions at public meetings and public education events. The growing presence of the media are able to report on transparent movements and expose corrupt institutions. The media can also work with NGOs to produce media for the publications library as well as distributing publications to municipal and local scales. The Media Training centre should only be located in the province local and journalists from other municipalities within that province should travel to their province base. This ensures provincial consistency when identifying corruption.

PAG E | 5 8

ACCESS TO INFORMATION LAWS

PUBLIC MEETINGS

OPEN MEETING LAWS

MEDIA TRAINING

RECORDS MANAGEMENT AND COMPUTERISATION

E-GOVERNMENT

PUBLIC EDUCATION TOOLS

F I G U R E 3 . 6 | S T R AT E G Y T W O N A R R AT I V E C O N S T R U C T

PUBLIC PARTICIPATION TOOLS PAG E | 5 9

THE INDEPENDENT ETHICS COMMISSION COMPOSED OF 5 ANTI-CORRUPTION STRATEGIES:

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y T H R E E

CONFLICT OF INTEREST LAWS

DISCLOSURE OF INCOME ASSETS

LOBBYIST REGISTRATION

TO O L S TO P R O M OT E E T H I C S , PROFESSIONALISM AND INTEGRITY

WHISTLE BLOWER PROTECTION

THE INTEGRITY PACT

ETHICS OFFICE

SCHEDULE OF A C C O M M O D AT I O N • 5 Offices and reception area for the Independent Ethics Commission

MEETING SPACE FOR MEMBERS

• Meeting spaces for Members • Telephone hotline service for complaints procedures + additional training zones • Public Hearing space • Ethics training centre and

TRAINING WORKSHOPS

auditorium with public access • Ethics workshop spaces

HOTLINE SERVICE

• Debating Chamber and Question Time Hall for political candidates • Space for the Media to cover live debates and discussions

PAG E | 6 0

RECEPTION AREA

PUBLIC HEARING SPACE

LOCAL GOVERNANCE / MUNICIPALITIES

MEMBERS OF THE COMMISSION ADVISE ON THE CODE OF ETHICS

CO-ORDINATE WITH THE INDEPENDENT ETHICS COMMISSION

TO PROVIDE TRANSPARENT FRAMEWORKS AND SUPPORT

CODE OF ETHICS PROFESSIONAL AND CIVIL SOCIETY ORGANISATIONS

THE INDEPENDENT ETHICS COMMISSION DEVELOP AN ETHICS TRAINING PROGRAMME

INFORMATORY WORKSHOPS ABOUT THE CODE OF ETHICS ARE TAUGHT BY THE INDEPENDENT ETHICS COMMISSION

SEE “ETHICS TRAINING”

ALLOW PUBLIC PARTICIPATION SO PUBLIC CAN LEARN ABOUT ETHICAL STANDARDS EXPECTED BY PUBLIC SERVICE

ETHICS TRAINING CENTRE / AUDITORIUM TO EDUCATE EMPLOYEES/ OFFICIALS/ GOVERNMENT OFFICIALS

ESTABLISH A TRAINING SCHEDULE

ETHICS TRAINING CREATE INNOVATIVE APPROACHES BY INVITING EMPLOYEES TO PARTICIPATE IN THE PLANNING OF TRAINING PROGRAMMES

ETHICAL CAMPAIGN PRACTICES

F I G U R E 3 . 7 | E T H I C S N A R R AT I V E

MEMBERS OF ETHICS COMMISSION ADMINISTER THE TRAINING

POLITICAL CANDIDATES FOR LOCAL/ NATIONAL GOVERNMENT ARE INVITED TO TRANSPARENT DEBATES

PAG E | 61

ETHICS AND INTEGRITY C O N S T R U C T I N G A N A R R AT I V E The establishment of The Independent Ethics Commission is a non-biased and non-partisan group that works with stakeholders to produce ethical standards within institutions. Ethics Commissioners are able to cooperate and produce these code of ethics within a workshop and implement them in Ethics Training. The Ethics Commissioners can also organise public hearing events for their findings and discuss this with professional institutions. Citizens should be invited to attend or observe these public hearings for their own source of information and understanding how employers should perform. The Independent Ethics Commission is one of the last tools for providing the complete transparent evidence against political candidates who seek to represent an electoral province or local government. Ethics Commissioners progress to Ethical Campaign Practices where they are joined by other stakeholders and the general public in a national / local debate. At this stage, the citizens are very well equipped after being educated with transparent sources and data. They are able to trust this organisation for their source of information and appropriately elect candidates and hold candidates accountable. A question-time styled arena will allow the public to participate amongst other stakeholders to discuss political movements and campaigns. The transparent media are invited to expose these debates to the nation, region, province or municipality.

PAG E | 6 2

THE INDEPENDENT ETHICS COMMISSION COMPOSED OF 5 ANTI-CORRUPTION STRATEGIES:

CONFLICT OF INTEREST LAWS

DISCLOSURE OF INCOME ASSETS

WHISTLE BLOWER PROTECTION

LOBBYIST REGISTRATION

THE INTEGRITY PACT

CODE OF ETHICS

ETHICS TRAINING F I G U R E 3 . 8 | S T R AT E G Y T H R E E N A R R AT I V E C O N S T R U C T

ETHICAL CAMPAIGN PRACTICES PAG E | 6 3

OMBUDSMAN RECEIVES AND INVESTIGATES ALLEGATIONS OF MALADMINISTRATION INVOLVING CORRUPTION

PROCESS OF ANTI-CORRUPT S T R AT E G I E S S T R AT E G Y F O U R

T R A N S PA R E N C Y

COMPLAINTS AND OMBUDSMAN OFFICE

HOTLINE SERVICE FOR CONFIDENTIALITY

OFFICE AND RECEPTION AREA (DISCREET FOR CONFIDENTIALITY)

THROUGH INSTITUTIONAL REFORM

MUNICIPAL FRONT OFFICE

FRONT OFFICE DESK

SCHEDULE OF A C C O M M O D AT I O N • Ombudsman Office and reception • Front Desk to inform stakeholders/ visitors of the organisation’s facilities • Independent Audit department of office space

ONE STOP SHOP

that will take use of public hearing space AUDIT OFFICES

PAG E | 6 4

INDEPENDENT AUDIT FUNCTION RECEPTION AREA

THE NARRATIVE OF AN ANTI-CORRUPTION AGENCY IS PRESENTED ON PAGE 71 THE NECESSITIES TO LAUNCH AN AGENCY ARE :

INDEPENDENT ANTI- CORRUPTION AGENCIES

•

INDEPENDENT AND NON-PARTISAN ETHICS COMMISSIONERS

•

STAFF AND COMMISSION REPRESENTATIVE OF THE COMMUNITY

•

STRONG EDUCATION AND TRAINING UNIT

•

ENFORCEMENT CAPABILITIES AND RESOURCES

• PROACTIVE COMMUNITY

•

LEGAL ADVISORY UNIT

GRASSROOTS OUTREACH PROGRAMME

PARTICIPATORY BUDGETING

INDEPENDENT AUDIT FUNCTION IS INVITED

GENERAL PUBLIC ARE INVITED

committee headquarters at province scale, subcommittees at municipal scale who are present at head quarterly committees

OVERSIGHT COMMITTEES an assembly formation, may be semi-private and include gallery spaces, public oversight spaces

F I G U R E 3 . 9 | I N S T I T U T I O N A L R E F O R M N A R R AT I V E

PAG E | 6 5

INSTITUTIONAL REFORM C O N S T R U C T I N G A N A R R AT I V E Spaces associated with Institutional reform have a unique role within this narrative. This strategy participates in this anti-corruption framework at various different stages within the progress of this organisation. The tools shown that grow into green, blue or red represent the strategy that they can participate with. This is all calrified in a unified conceptual narrative on the next to page to demonstrate exactly what tool these institutional reforms can assist with. The Oversight Committee is a tool that should be practiced from the grassroots of the development of this organisation. This is because it is here where individual citizens who work in different departments can discuss overall performance and find reason to investigate corrupt practices. It is here that they should work with NGOs and CBOs to identify further investigations into institutions where corruption thrives. Employees of institutions can be invited confidentially or volunteer to share their experience in an Oversight Committee. It is the Oversight Committee that assess the progress of the anti-corruption agency and ensure that justice is served and conclusions are satisfied. Therefore, the Oversight Committee plays a vital role from the start to the end of this organisation and will assess the management of the strategies.

PAG E | 6 6

MUNICIPAL FRONT OFFICE

ONE STOP SHOP

COMPLAINTS AND OMBUDSMAN OFFICE

INDEPENDENT AUDIT FUNCTION

PARTICIPATORY BUDGETING

OVERSIGHT COMMITTEES

F I G U R E 3 . 1 0 | S T R AT E G Y F O U R N A R R AT I V E C O N S T R U C T

PAG E | 6 7

TELLING THE NARRATIVE C O N S T R U C T I N G A N A R R AT I V E Connecting the four strategies together produces a very perfect narrative. All things considered, this is where the prototype for the narrative plan concludes. It is now time to implement this plan and test it on a site. The narrative plan will play an important role of purely providing a schedule of accommodation for the anti-corrupt organisation. The narrative plan is by no means an architectural proposition, but it will be used as a thoughtful guide to ensure that the architectural proposition has satisfied all strategy requirements. This concludes section one and the framework to kick-start an anti-corrupt revolution. It is now time to test the narrative on a selected site in section two - Design Development.

PAG E | 6 8

F I G U R E 3 . 1 1 | T H E N A R R AT I V E M A P

PAG E | 6 9

ONE STOP SHOP

OVERSIGHT COMMITTEE

THE URBAN CORRUPTION SURVEY THE MUNICIPAL CHECKLIST

THE MUNICIPAL VULNERABILITY ASSESSMENT

PARTICIPATORY CORRUPTION APPRAISAL

ONE STOP SHOP

ONE STOP SHOP REPORT CARDS OPEN MEETING LAWS

P.R.O.O.F COMPLAINTS AND OMBUDSMAN OFFICE

COMPLAINTS AND OMBUDSMAN OFFICE

PUBLIC MEETINGS

ONE STOP SHOP

ONE STOP SHOP MEDIA TRAINING

PUBLIC EDUCATION TOOLS

ACCESS TO INFORMATION LAWS

RECORDS MANAGEMENT AND COMPUTERISATION

PAG E | 70

E-GOVERNMENT

ONE STOP SHOP

PUBLIC PARTICIPATION

FIGURE 2.1 | TITLE OF IMAGE

THE INDEPENDENT ETHICS COMMISSION DISCLOSURE OF INCOME AND ASSETS CONFLICT OF INTEREST LAWS

LOBBYIST REGISTRATION

THE INTEGRITY PACT

WHISTLE BLOWER PROTECTION

INDEPENDENT AUDIT FUNCTION

ETHICS TRAINING

PARTICIPATORY BUDGETING

ETHICAL CAMPAIGN PRACTICES

PAG E | 7 1

SECTION II

CHAPTER FOUR D E S I G N A P P ROAC H: S I T E S T R AT E G Y AND SELECTION

CHAPTER CONTENTS PAG E 74 |

THE FRAMEWORK AS CONTEXT

PAG E 8 0 |

L A PA Z

PAG E 9 0 |

THE SITE

INTRODUCTION TO CHAPTER Chapter four begins section two of this thesis design proposal. This is the first chapter of the section that tests the prototype on a chosen site. Section two begins by restating the scales that the design proposal is hosted by and provides specific descriptions of where this design proposal addresses and represents. This chapter provides an introduction to the chosen context in the city of La Paz and the site selection decisions taken to reach a site and why the selected site is most appropriate for this intervention. Chapter four concludes with initial ideas that suggest the design approach to the establishment which will launch section two into chapter five.

PAG E | 7 3

THE FRAMEWORK IN CONTEXT

PA N D O

BENI

L A PA Z

COCHABAMBA

S A N TA C R U Z

ORURO

POTOSI

CHUQUISACA TA R I J A

FIGURE 4 1 ..11 || TRIETG LE I OONFA LI MRAEGPER E S E N TAT I O N

REGIONAL HEADQUARTERS Transparency International and United Nations

why a province is weak. More importantly, the

Habitat will cooperate with regional headquarter

regional base is in charge of assessing transparent

bases. This is where they report back findings as well

momentum across the region and providing

as provide resources and new research for how to

consistency amongst provinces.

improve certain strategies. Each regional organisation will elect 4 Senators through ethical campaign practices. The regional base must assess the progress of all the provinces within their region. It is important to identify weak provinces and take action to discover PAG E | 74

FIGURE 4.2 | PROVINCIAL ROLE WITHIN REGION

PROVINCE BASES

The province base has more interaction with the

base by enforcing local governments to participate

general public as these provincial bases are in charge

in ethical training practices so they can provide

or selecting and approving political candidates once

transparent politics to their municipality. An

succeeding the organisation and participating in

Oversight Committee reviews the province as a

ethical training.

whole and invites committees from municipalities to discuss the progress of the province and any new

The province base is also in charge of consistency

techniques required by the province to become more

amongst itâ&#x20AC;&#x2122;s municipalities and identify any weak

transparent.

local governments. Consistency is provided at this PAG E | 7 5

F I G U R E 4 . 3 | MU N I C I PA L I T Y R E S P O N S I B I L I T I E S

REPRESENTING MUNICIPALITIES Local governments and journalists return to their

report back to the province. Oversight committees

municipality after completing ethical or media

from each municipality will also have a seat at

training in the province base.

the provincial oversight committee to review the stakeholders at a province scale.

They are responsible for providing the same transparent measures as the province base teaches. Oversight Committees in each municipality review the progress of their individual municipality and PAG E | 76

F I G U R E 4 . 4 | L A PA Z N E I G H B O U R H O O D S

ACTIVE INSTITUTIONAL REFORM One stop shops, street stalls and public campaigns

public are likely wanting to exercise their rights

spread across the city will provide transparent

particularly if it affects their community. One stop

information and promote activism at a local and

shops can also hand out publications produced by the

intimate scale.

municipality base and the province base to spread this information. They can also be a local source for

This is where the transparent organisation reaches

citizens who have questions about their rights and

out to multiple neighbourhoods in towns or cities

what they can do to participate in local governance.

to preach their human rights and encourage them to care. This generates momentum quicker as the PAG E | 7 7

REGIONAL SCALE

PROVINCE SCALE

PA N D O

BENI

L A PA Z

COCHABAMBA S A N TA C R U Z

ORURO

POTOSI

CHUQUISACA TA R I J A

9 REGIONAL HEADQUARTERS

20 PROVINCE BASES IN LA PAZ 112 PROVINCES IN BOLVIAA

FIGURE 4.5 | SCALES OF THE FRAMEWORK

SCALE SUGGESTIONS These are by no means any form of architectural

corruption cases across the region that they can

proposition, they are only suggestions at this stage.

report back.

It is to indicate the size of these organisations as transparent human institutions spread across the

The province base a smaller establishment and at a

country.

less intimidating scale. As for training potential ‘House of Representative’ candidates, a province base will

The regional headquarters is likely to be a large base

have more citizen interaction to establish trust for

for UN-Habitat and Transparency International

electoral representatives.

and perform as a database and archive of closed PAG E | 7 8

MUNICIPAL SCALE

5 PUBLIC OFFICES IN MURILLO 82 PUBLIC OFFICES IN LA PAZ PROVINCE 337 PUBLIC OFFICES IN BOLIVIA

LOCAL SCALE

21 ONE STOP SHOPS IN CITY. (AMOUNT VARIES PER TOWN/CITY)

Municipality bases can be as small as a shop front located in a town. They can be small bases for people to drop by and also accommodate an Ombudsman Office. The Local scale should take the form of a mobile street stall with clear signage and operated by knowledgeable staff. They should also be equipped with publications and information that citizens may require.

PAG E | 7 9

PROVINCE BASE REPORTS BACK TO REGIONAL HEADQUARTER BASE

LA PAZ ROLE WITHIN THE FRAMEWORK The chosen scale to test this framework is the province scale. The province scale has been chosen because it has the most citizen interaction amongst all the other scales and it accommodates qualities that can also be implemented at municipal scale as well. The city of La Paz in the region of Murillo was selected because it contains the most citizens who may be vulnerable to corruption within Bolivia. La Paz has the largest poverty rate in Bolivia and contains informal settlements that live in the most poorest conditions. La Paz is, therefore, will be the most challenging intervention. It is with this respect, that La Paz has been selected to test the framework as the development and outcome of this prototype can be followed amongst other provinces. Since La Paz will be the most challenging anti-corruption intervention, then other province bases will be easier to develop. The Province base will be located in the municipality of La Paz and be responsible for transparent consistency, ethical training procedures and media training for the municipalities of El Alto, La Paz, Mecapaca, Achocalla and Palca. Each municipality base is responsible for (1) expressing corrupt violations investigated by the province, (2)

MURILLO PROVINCE PROVINCE BASE FOR 5 MUNICIPALITY DISTRICTS

encouraging activists to practice their basic human rights and (3) share publications and findings created by the province. These can take place in street stalls like the One Stop Shop.

PAG E | 8 0

FIGURE 4.6 | ROLE WITHIN FRAMEWORK

MURILLO PROVINCE

P R O V I N C E P O P U L AT I O N : 1,802,095

MU N I C I PA L I T Y O F L A PA Z 789,541

MU N I C I PA L I T Y O F E L A LT O 974, 754

MU N I C I PA L I T Y O F PA LC A 14,185

MU N I C I PA L I T Y O F M EC A PAC A 11,782

MU N I C I PA L I T Y O F ACHOCALLA 15,110

F I G U R E 4 . 7 | C I T I Z E N R E P R E S E N TAT I O N

PAG E | 8 1

O N E C I T Y I N T W O MU N I C I PA L I T I E S

LA PAZ AND EL ALTO

MU N I C I PA L I T Y O F E L A LT O 974, 754

E L A LT O I N T E R N AT I O N A L AIRPORT

C I T Y O F E L A LT O

A R R O W S I N D I C AT E M A I N R O U T E S O U T O F L A PA Z

MU N I C I PA L I T Y B O R D E R L I N E

F I G U R E 4 . 8 | L A P A Z A N D E L A LT O T O P O G R A P H Y PAG E | 8 2

MU N I C I PA L I T Y O F L A PA Z 789,541

C I T Y O F L A PA Z

PAG E | 8 3

ESTACIÓN UPEA ESTACIÓN LA PAZ ESTACIÓN PLAZA LIBERTAD AJAYUNI CEMENTERIO

ESTACIÓN CENTRAL

ESTACIÓN ARMENTIA

ESTACIÓN PERIFERICA

ESTACIÓN ESTACIÓN SAN JOSE PRADO

TELEFERICO STATIONS

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN MONUMENTO BUSCH

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN ACRE

PATA OBRAJES ALTO OBRAJES AYNACHA OBRAJES

ESTACIÓN ACHUMANI

ESTACIÓN COTA COTA

FIGURE 4.9 | TELEFERICO PAG E | 8 4

ESTACIÓN CANCHA ZAPATA

SUPU KACHI SOPOCACHI CHUQI APU LIBERTADOR

IRPAWI

MU N I C I PA L I T Y B O R D E R L I N E

ESTACIÓN KILLMAN

QUTA UMA BUENOS AIRES

789,541

ESTACIÓN FARO MURILLO

QHANA PATA MIRADOR

MU N I C I PA L I T Y O F L A PA Z

JACH’A QHATHU

ESTACIÓN TERMINAL DE TRANSPORTE

974, 754

MU N I C I PA L I T Y O F E L A LT O

ESTACIÓN RIO SECO

E L A LT O A N D L A P A Z M O B I L I T Y N E T W O R K

ESTACIÓN PERIFERICA

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN LA PAZ

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD JACH’A QHATHU

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ESTACIÓN SAN JOSE PRADO ESTACIÓN KILLMAN

ESTACIÓN CANCHA ZAPATA

ESTACIÓN FARO MURILLO

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN ACRE

ESTACIÓN TERMINAL DE TRANSPORTE QHANA PATA MIRADOR

QUTA UMA BUENOS AIRES

SUPU KACHI SOPOCACHI CHUQI APU LIBERTADOR

PATA OBRAJES ALTO OBRAJES AYNACHA OBRAJES

FIGURE 4.9 | TELEFERICO

CONNECTING TRANSPARENCY The left wing government completed the cable car

extreme cases of poverty in Bolivia.

network across La Paz in 2008. It connects citizens to

The purpose of presenting Teleferico is because the

the downtown area of La Paz and circulate around the

design approach should be within proximity to this

city. The “Teleferico” network connects to informal

mobility network so it connects the most vulnerable

settlements siutated in the most harsh landscapes

citizens of corruption directly to the province base.

that are vulnerable to land slides and flooding. The

Citizens who live in poor communities in the hills and

network also extends over into the El Alto district

in El Alto can, therefore, use this network to directly

which is an overspill of La Paz that now has a greater

access the transparent organisation, become more

population of La Paz itself. El Alto has the most

involved and exercise their basic human rights. PAG E | 8 5

ESTACIÓN PERIFERICA

ESTACIÓ PLAZA VILLAROE

ESTACIÓN ARMENTIA

STACIÓN LA PAZ

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD JACH’A QHATHU

ESTACIÓN PLAZA ESTACIÓN ESTACIÓN VILLAROEL PLAZA PERIFERICA ESTACIÓN AJAYUNI VILLAROEL PERIFERICA CEMENTERIO

ESTACIÓN ARMENTIA ESTACIÓN ARMENTIA ESTACIÓN

ESTACIÓ MONUME BUSCH

ESTACIÓN ESTACIÓN SAN JOSE PRADO

CENTRAL ESTACIÓN CENTRAL

JACH’A QHATHU A U

JAYUNI MENTERIO

TACIÓN E FARO E URILLO

ESTACIÓN ESTACIÓN ESTACIÓN CANCHA KILLMAN MONUMENTO ZAPATA ESTACIÓN ESTACIÓN BUSCH MONUMENTO AJAYUNI PLAZA ESTACIÓN ESTACIÓN BUSCH CEMENTERIO VILLAROEL AJAYUNI PERIFERICA VILLA ESTACIÓN CEMENTERIO ESTACIÓN COPACABANA/ VILLA ESTACIÓN FARO ESTACIÓN SAN ANTONIO COPACABANA/ SAN JOSE PRADO ESTACIÓN MURILLO ESTACIÓN ESTACIÓN SAN ANTONIO ARMENTIA SAN JOSE PRADO ESTACIÓN ESTACIÓN ESTACIÓN CANCHA ESTACIÓN CENTRAL KILLMAN ESTACIÓN CANCHAZAPATA ESTACIÓN ESTACIÓN KILLMAN ZAPATA MONUMENTO ESTACIÓNPLAZA TRIANGULAR BUSCH PLAZA ESTACIÓN ESTACIÓN TRIANGULAR SUPU KACHI FARO VILLA ESTACIÓNESTACIÓN SOPOCACHI MURILLO QUTA UMA COPACABANA/ FAROTERMINAL DE ESTACIÓN ESTACIÓN ESTACIÓN BUENOS TRANSPORTE SAN ANTONIO MURILLO SAN JOSE PRADO AIRES ESTACIÓN ACRE QHANA PATA ACRE ESTACIÓN MIRADOR ESTACIÓN CANCHA KILLMAN ZAPATA ESTACIÓN PATA PLAZA SUPUTRIANGULAR KACHI PATA OBRAJES SOPOCACHI SUPU KACHI OBRAJES ALTO QUTA UMA SOPOCACHI ALTO OBRAJES BUENOS QUTA UMA CHUQI APU OBRAJES AIRES BUENOS LIBERTADOR CHUQI APU QHANA PATA ESTACIÓN AIRES AYN LIBERTADOR MIRADOR ACRE QHANA PATA OB AYNACHA MIRADOR OBRAJES

FIGURE 4.10 | INTERCON N E CKACHI TING HUBS SUPU

PATA OBRAJES ALTO OBRAJES

TWO STATIONS ARE BETTER THAN ONE QUTA UMA BUENOS AIRES

SOPOCACHI

QHANA PATA MIRADORSelecting a station for where to intervene is simple. To

CHUQI APU LIBERTADOR

AYNACHA and vice versa. It must, however, favour the poorer OBRAJES

intervene at a station with two or more links expands

citizens who are most vulnerable to negative affects

the proximity to reaching the organisation. To refine

caused by corruption (e.g. El Alto and the hillsides of

the options, the busiest intersections have been

La Paz).

selected. Figure 4.11 shows the interchanges from each The next question is deciding on which station has the

considered station. Station Jach’a Qhathu lays on the

fewest interchanges for the most vulnerable citizens.

border between La Paz and El Alto, but becomes

The Province base must not favour La Paz over El Alto

inconvenient for the south east of La Paz to acccess.

PAG E | 8 6

JACH’A QHATHU

ESTACIÓN PERIFERICA ESTACIÓN RIO SECO

ESTACIÓN UPEA

PLAZA VILLARROEL STATION

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN PERIFERICA ESTACIÓN RIO SECO

ESTACIÓN ARMENTIA

ESTACIÓN LA PAZ

ESTACIÓN UPEA ESTACIÓN LA PAZ

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD JACH’A QHATHU

ESTACIÓN CANCHA ZAPATA

ESTACIÓN KILLMAN

JACH’A QHATHU

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ESTACIÓN SAN JOSE PRADO

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO

ESTACIÓN TERMINAL DE TRANSPORTE QHANA PATA MIRADOR

ESTACIÓN PLAZA TRIANGULAR

SUPU KACHI SOPOCACHI

QUTA UMA BUENOS AIRES

CHUQI APU LIBERTADOR

ESTACIÓN ACRE

PATA OBRAJES ALTO OBRAJES

ESTACIÓN TERMINAL DE TRANSPORTE QHANA PATA MIRADOR

AYNACHA OBRAJES

ESTACIÓN ACHUMANI

IRPAWI

ESTACIÓN PERIFERICA ESTACIÓN UPEA

ESTACIÓN ACHUMANI

ESTACIÓN UPEA

ESTACIÓN KILLMAN

ESTACIÓN FARO MURILLO

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD JACH’A QHATHU

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ESTACIÓN SAN JOSE PRADO ESTACIÓN KILLMAN

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN CANCHA ZAPATA

ESTACIÓN FARO MURILLO

ESTACIÓN ACRE

ESTACIÓN TERMINAL DE TRANSPORTE QHANA PATA MIRADOR

QUTA UMA BUENOS AIRES

SUPU KACHI SOPOCACHI CHUQI APU LIBERTADOR

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN LA PAZ ESTACIÓN MONUMENTO BUSCH

ESTACIÓN CANCHA ZAPATA

ESTACIÓN COTA COTA

IRPAWI

ACRE STATION

ESTACIÓN CENTRAL

ESTACIÓN ESTACIÓN SAN JOSE PRADO

PATA OBRAJES ALTO OBRAJES AYNACHA OBRAJES

ESTACIÓN PERIFERICA ESTACIÓN RIO SECO

AJAYUNI CEMENTERIO

CHUQI APU LIBERTADOR

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN LA PAZ

SUPU KACHI SOPOCACHI

QUTA UMA BUENOS AIRES

ESTACIÓN COTA COTA

SAN JOSE STATION & PRADO STATION

JACH’A QHATHU

ESTACIÓN CANCHA ZAPATA

ESTACIÓN KILLMAN

ESTACIÓN FARO MURILLO

ESTACIÓN PLAZA LIBERTAD

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ACRE

ESTACIÓN RIO SECO

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO ESTACIÓN ESTACIÓN SAN JOSE PRADO

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN FARO MURILLO

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN ACRE

PATA OBRAJES ALTO OBRAJES

ESTACIÓN TERMINAL DE TRANSPORTE QHANA PATA MIRADOR

AYNACHA OBRAJES

ESTACIÓN ACHUMANI

QUTA UMA BUENOS AIRES

SUPU KACHI SOPOCACHI CHUQI APU LIBERTADOR

PATA OBRAJES ALTO OBRAJES AYNACHA OBRAJES

ESTACIÓN ACHUMANI

ESTACIÓN COTA COTA

IRPAWI

FIGURE 4.11 | INTERCHANGE FREQUENCIES

SELECTION STRATEGY Acre Station is located in the centre however it

NO INTERCHANGE

becomes inconvenient for citizens living in El Alto. San Jose and Prado station serves a direct advantage to some citizens in El Alto but Also very far from most other citizens in El Alto and La Paz’s informal settlements.

ONE INTERCHANGE TWO INTERCHANGES THREE OR MORE INTERCHANGES (+1)

Plaza Villarroel serves convenient for all districts of La Paz and El Alto. PAG E | 8 7

ESTACIÓN COTA COTA

PLAZA VILLARROEL

PLAZA VILLARROEL STATION

ESTACIÓN PERIFERICA ESTACIÓN RIO SECO

ESTACIÓN UPEA

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN LA PAZ

ESTACIÓN CENTRAL

ESTACIÓN PLAZA LIBERTAD

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO

JACH’A QHATHU

SELECTED SITE

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ESTACIÓN SAN JOSE PRADO ESTACIÓN CANCHA ZAPATA

ESTACIÓN KILLMAN

ESTACIÓN FARO MURILLO

ESTACIÓN PLAZA TRIANGULAR

ESTACIÓN ACRE

Plaza Villarroel is only inconvenient for the Teleferico line in ESTACIÓN TERMINAL DE TRANSPORTE

the southeast of La Paz. Citizens who are traveling from here

QHANA PATA MIRADOR

QUTA UMA BUENOS AIRES

SUPU KACHI SOPOCACHI CHUQI APU LIBERTADOR

PATA OBRAJES ALTO OBRAJES AYNACHA OBRAJES

need to interchange 3 times. However, that area of La Paz is

ESTACIÓN ACHUMANI

far more wealthier than others and Plaza Villarroel is not only

IRPAWI

in a poor neighbourhood, but in quite high altitude and in proximity to the informal settlements that reside in the hills. Plaza Villarroel seems the most convenient site for 2 reasons. The site is connected to the white line and the orange line. The white line provides a direct network to the downtown area of La Paz which branches off into various southern and eastern neighbourhoods. The white line terminates beneath the plaza as you can see in figure 4.13. The orange line adventures east of La Paz and over the dramatic mountainous landscape. It touches down in the most poor communities that live in the most harsh conditions. After a further interchange you cross into El Alto. A further interchange adventures deep into El Alto. Therefore, this is an ideal site for connecting citizens all across La Paz and El Alto directly to the organisation. A second reason for why this site is convenient is because it offers an immense amount of open public space opposite of the museum of revolution. The site is bounded by roads and

ESTACIÓN PERIFERICA

at the end of one largest avenue in La Paz. Plaza Villarroel is located in one of the northern neighbourhoods of the city so it is already within walking distance for citizens who reside in informal settlements in the hills surrounding the site.

ESTACIÓN PLAZA VILLAROEL

ESTACIÓN ARMENTIA

ESTACIÓN CENTRAL

JACH’A QHATHU

ESTACIÓN MONUMENTO BUSCH

AJAYUNI CEMENTERIO

ESTACIÓN VILLA COPACABANA/ SAN ANTONIO

ESTACIÓN ESTACIÓN PRADO SAN JOSE

PAG E | 8 8

ESTACIÓN KILLMAN

ESTACIÓN

F I G U R E 4 . 1 2 CANCHA | S TAT I O N S E L E C T I O N ZAPATA

ESTACIÓN

ESTACIÓN COTA COTA

THE WHITE LINE LINEA BLANCA

THE ORANGE LINE LINEA NARANJA

F I G U R E 4 . 1 3 | E N T E R I N G S TAT I O N S

PAG E | 8 9

THE SITE P L A Z A V I L L A R R O E L I N L A PA Z The pink area illustrates the extent of Plaza Villarroel against the figure ground in blue. The surface area of this superblock roughly equates to every other block in the city. Its distinct round shape, however, accommodates more neighbouring superblocks. The west of the site is where the orange line climbs up the harsh Andes landscape. Cable-cars hover over the informal settlements below and decend into Plaza Villarroel. The white line stretches down narrow superblocks that connect Villarroel the the financial district and downtown area. The journey from the white line to Plaza Villarroel is an ascending experience through 20-30 storey buildings.

PAG E | 9 0

F I G U R E 4 .1 4 | L A PA Z F I G U R E G R O U N D 1 : 5 0 0 0

PAG E | 9 1

PAG E | 9 2

F I G U R E 4 .1 5 | L A PA Z 1 : 1 2 5 0

PAG E | 9 3

EXISTING SITE PLAZA VILLARROEL The north of the site serves as a flat surface that breaks from the harsh Andes landscape and is positioned in a valley between the mountainsides adjacent to the site. This flat surface creates a platform above the landscape that continues to fall west and east of the site, creating a platform that stands tall and observes the downtown skyline, south of the plaza. Figure 4.17 the existing methods used to access the site. The orange arrows indicate access to the plaza from the street and the yellow arrows point the direction of the cable car entrances below. The white lines illustrate the orange and

white cable routes which conclude beneath the plaza.

PAG E | 9 4

FIGURE 4.16 | SITE TOPOGRAPHY

FIGURE 4.17 | SITE APPROACH

PAG E | 9 5

PLANNING THE NARRATIVE PLAZA VILLARROEL PLanning the narrative on site will require further development of how the approach should be from the streets and from the Teleferico cable car network. The narrative should be planned to allow informal spaces become initial interactions. This is to avoid the formalisation of discussion on first approach. It also allows the proposal to be less intimidating as many political institutions seems to be. The narrative must portray a sense of ownership and civic pride for the province. It must have a welcoming and careful approach. Initially, the design began with informal spaces on the outskirts and have the scheme gradually develop into more formal spaces as you reached the core of the site. This massing diagram (figure 4,18) shows a scheme that does not consider the cable car network being directly connected into the proposal. Thus, leaving the cable car stations as existing and the design will continue to be developed around them. A significant design decision was made at this stage to integrate the cable car network as part of the design, rather than just at the site. This adds another dimension to the approach as informal spaces will now need to be required at the core, as well as the site boundaries.

PAG E | 9 6

FIGURE 4.18 | INITIAL MASSING APPROACH

PAG E | 9 7

MUSEUM OF REVOLUTION

ORANGE LINE PLAZA VILLARROEL

WHITE LINE

PAG E | 9 8

FIGURE 4.19 | EXISTING SITE MODEL

LEVEL PLAZA: (FFL: 0.0)M

LEVEL ORANGE: -6.0M LEVEL WHITE: -11.0M

PAG E | 9 9

SECTION II

CHAPTER FIVE DESIGN CONCEPT AND PROJECT DEVELOPMENT

CHAPTER CONTENTS PAG E 1 0 2 |

CORE DIAGRAMS

PAG E 1 0 8 |

INITIAL IDEAS

PAG E 1 1 2 |

C O N C E P T E X P L O R AT I O N

PAG E 1 1 6 |

OWNERSHIP AND IDENTITY

PAG E 1 1 7 |

EXPLORING AN ARCHITECTURAL LANGUAGE

PAG E 1 1 8 |

MASSING AND DESIGN CONCEPT

PAG E 1 2 4 |

S P AT I A L A R R A N G E M E N T D I A G R A M S

INTRODUCTION TO CHAPTER Chapter Five concludes section two of this thesis design proposal. The purpose of this chapter is to demonstrate an understanding of the steps and design decisions that form the design proposal in chapter six (section three). The chapter begins by developing the proposal from the core of the establishment. The core has been given a careful amount of design consideration as it mostly used by individual citizens, NGOs and CBOs. If this anti-corruption agency and transparent human organisation is like a solar system, then the core is the sun and the other planets (stakeholders) will revolve around the core. Forever symbolising an emphasis that the individual citizen has the power and knowledge of all institutions. Chapter five will explain through models and sketches how this metaphor will come apparent through archiectural design.

PAG E | 1 0 1

This spatial diagram shows the intention for how the development of the origins for this project intends to follow. The development of this phase will spot any weaknesses in the spatial diagram, note design changes required and accommodate them in the design proposal. The core of this project - The Oversight Committee - follows the conceptual map from chapter three to identify where the next spaces are and where they may need to be. The development studies the components of core individually and then tests them appropriately on site.

F I G U R E 5 . 1 | C O R E S P AT I A L D I A G R A M

FINDING THE CORE

PAG E | 1 0 2

The Assembly form of the oversight committee should be circular to deflect confrontation and debate in unity. Circular forms are unified so debates and discussions perform as a team.

The Oversight Committee represents the Province as a whole in the centre. Sub committees from each municipality within the province of murillo are invited to contribute. The NGO takes the role of the speaker and is in charge of steering the discussion to get the most constructive output and solution within the meeting

small meeting spaces

The oversight committee should be a

public observatory?

ngo members use these spaces

space that is uninterrupted, however,

small group

to structure their investigation

it must be observed by NGOs to take

spaces?

resources following an oversight

examine the discussion and take notes

committee meeting

for how to progress investigations.

NGO Observatory

FIGURE 5.2 | CORE SECTION

THE OVERSIGHT COMMITTEE

PAG E | 1 0 3

Small Discussion space for administrating

Space should be informal as it is only for

resources so checklists and questionnaires

quick reviews and discussion.

are fit for distribution. Can be integrated into the stair structure NGOs discuss with individual citizens and

that leads out of the sunken core.

local government is invited.

small meeting spaces ngo members use these spaces to structure their investigation resources following an oversight committee meeting

F I G U R E 5 . 3 | CO N N EC T I N G S PAC E S

ADMINISTRATING CHECKLISTS

PAG E | 1 0 4

analysis of the results

NGOs invited

from the investigation

accountable individuals

are presented within

to discuss the outcome

frames

of investigations and formally invited them to report card meetings to engage with those negatively affected

frames can support a

at this stage, structures

variety of different

should be constructed

exhibition forms within

with minimum / low-cost

so it can create and

materials

adapt for flexible exhibition spaces

steel structures can form the support for F I G U R E 5 . 4 | D I S P L AY I N G I N F O R M AT I O N

CORRUPTION APPRAISAL

later phases

PAG E | 1 0 5

Meeting space inspired by Bolivian textile pattern known as â&#x20AC;&#x153;Tarabucoâ&#x20AC;? blocks removed to create confrontation

red line indicates presentation of annonymous reports.

Report Card

questions and

meetings are a

feedback

confrontational group discussion between organisations and local government with citizens. A chance to improve trust between citizen and government and improve accountability

this example uses the report boards to accommodate a large attendance

this example uses the report boards to accommodate a more intimate attendance

citizens who do not want to contribute to the meeting can observe the reverse of the report boards and listen to the F I G U R E 5 . 5 | D E B AT I N G S P A C E S

REPORT CARDS

PAG E | 1 0 6

discussion

P.R.O.O.F. (Public

information,

Records of

human rights

Operations

notices and

and Finance)

results

allows for this

from recent

organisation to

investigations are

present, teach and

presented around

raise awareness

the space.

of the results from their investigation, as well as their basic human rights as citizens

this sunken

P.R.O.O.F. should

concept is more

be a formal

approachable,

gathering space for individual citizens with the staff running this organisation.

less intimidating can be an exterior

and symbolically

open space or an

represents that

entrance plaza to

human rights

later phases and

should be above

installments archived or current issues can be presented as exhibits amongst steel frames

steel structures can form the support for later phases F I G U R E 5 . 6 | D I S C U S S I O N S PAC E S

PUBLIC RECORDS OF OPERATIONS AND FINANCE PAG E | 1 07

INTIAL IDEAS

FIGURE 5.7 | CORE AXONOMETRIC OF CORE

FIGURE 5.8 | TELEFERICO CONNECTIONS

Development Models of the Core - Connecting the core directly to the mobility hub PAG E | 1 0 8

F I G U R E 5 .9 | S EC T I O N T H R O U G H CO R E D E V E LO PME N T: A XO

FIGURE 5.10 | SECTION THROUGH CORE DEVELOPMENT

Informal and Formal spaces revolve around the core. The core is positioned beneath the surface to symbolise truth and transparency rising to the surface

PAG E | 1 0 9

FIGURE 5.11 | MASSING DEVELOPMENT SKETCHES

Core Development and creating room for expansion

PAG E | 1 1 0

FIGURE 5.12 | EXPLODED AXONOMETRIC OF CORE

F I G U R E 5 .1 2 | S EC T I O N T H R O U G H CO R E A N D A P P R A I S A L S PAC E S PAG E | 1 1 1

Concept Exploration

F I G U R E 5 . 1 3 | S T R AT E G I E S O F T H E A N T I - C O R R U P T I O N H U M A N O R G A N I S AT I O N

F I G U R E 5 . 1 4 | S T R AT E G I E S O R B I T T H E C O R E PAG E | 1 1 2

F I G U R E 5 . 1 5 | T H E C O R E B E L O W G R O U N D - I N V E S T I G AT I O N S M E R G E T O T H E S U R FA C E

F I G U R E 5 . 1 6 | C I R C U L AT I O N A M O N G S T T H E S T R AT E G I E S A N D A R O U N D T H E C O R E PAG E | 1 1 3

revolving around the core

FIGURE 5.17 | POSITIONING THE CORE IN THE CORE OF THE PLAZA PAG E | 1 1 4

Access to Information

Ethics, Integrity and Professionalism

Institutional Reform

Assessment and

Monitoring

F I G U R E 5 . 1 8 | C O N N E C T I N G T H E C O R E W I T H M O B I L I T Y B E N E AT H T H E P L A Z A , T H E S T R AT E G I E S A B O V E A N D A R O U N D T H E C O R E PAG E | 1 1 5

Ownership and Identity

FIGURE 5.19 | CHAKANA CONCEPT

The “Chakana” is a very familiar symbol in the Andes Regions of South America, particularly with Indigenous Bolivians. The Geometric symbol represents the four dimensions necessary for life in a community:

Economic.

Spiritual, Social, Political and

Other significant definitions of this symbol in the Andes is “Apus”. Apus are the angels of nature in the Andean world. They are meaningful as the angels protect human beings from all intimidating forces in life.

This symbol will be influential for the design proposal of this project. It familiarises the proposal with the civilians and will establish a

sense of identity, ownership and perhaps calming for the

Andean region of Murillo.

FIGURE 5.19 | CHAKANA CONCEPT FIGURE 5.20 | CHAKANA - ANCIENT ANDEAN SYMBOL OF THE INCA EMPIRE PAG E | 1 1 6

Exploring a Language

FIGURE 5.21 | ANCIENT INCA VOIDS the voids can be used a sequence to indicate direction to an entrance

F I G U R E 5 . 2 2 | H O R I Z O N TA L M O V E M E N T

FIGURE 5.23 | VERTICAL MOVEMENT PAG E | 1 1 7

Massing and Design Concept

F I G U R E 5 . 2 4 | M A S S I N G S K E T C H E S : A R R I V I N G AT A F O R M PAG E | 1 1 8

FIGURE 5.25 | SECTIONS OF THE MASS PAG E | 1 1 9

FIGURE 5.26 |

Formal spaces are found deeper within the design. The Intention is to establish a gradual entrance to the design. Allowing informal areas of approachable activities of discussion and involvement to perform as the entrances of the design.

PAG E | 1 2 0

education wing

REPORT CARDS

participation wing

Assessment

THE MUNICIPAL VULNERABILITY ASSESSMENT

and

PARTICIPATORY CORRUPTION APPRAISAL

Monitoring

THE URBAN CORRUPTION SURVEY

THE MUNICIPAL CHECKLIST P.R.O.O.F

E-GOVERNMENT OPEN MEETING LAWS

PUBLIC MEETINGS

MEDIA TRAINING

Access to Information

PUBLIC PARTICIPATION

Access to Information

PUBLIC EDUCATION TOOLS ACCESS TO INFORMATION LAWS

the independent ethics commission RECORDS MANAGEMENT AND COMPUTERISATION

Ethics, Integrity and Professionalism CONFLICT OF INTEREST LAWS

LOBBYIST REGISTRATION ETHICAL CAMPAIGN PRACTICES

ETHICS TRAINING

CODE OF ETHICS

DISCLOSURE OF INCOME AND ASSETS

WHISTLE BLOWER PROTECTION

THE INTEGRITY PACT

F I G U R E 5 . 2 7 | S T R AT E G Y O R G A N I S AT I O N

Strategies More Educational Orientated (left) and Strategies More Participative (right) PAG E | 1 2 1

Ombudsman Gardens Confidential strategies less exposed

Space for The Independent Ethics Commission to Hold Public Hearings COMPLAINTS AND OMBUDSMAN OFFICE COMPLAINTS AND OMBUDSMAN OFFICE

INDEPENDENT AUDIT FUNCTION

PARTICIPATORY BUDGETING

ONE STOP SHOP

One Stop Shop integrated onto the transit systems

OVERSIGHT COMMITTEE

Institutional Reform

FIGURE 5.28 | INSTITUTIONAL REFORM AS THE CORE, THE URBAN LANDSCAPE AND THE CITY TRANSIT SYSTEM PAG E | 1 2 2

education wing

participation wing

entrance plaza

“Plaza De Transparencia” Plaza of Transparency Pond of water to reflect onto the museum of revolution

entrance plaza

“Plaza De Confrontación” Plaza of Confrontation

Entrance Plaza to Education wing and route to debating chamber

entrance plaza

“Plaza De Prueba” Plaza of Proof

Entrance Plaza to Participation wing and route to debating chamber FIGURE 5.29 | INTRODUCING INFORMAL PLAZAS TO EASE THE TRANSITION INTO THE PROPOSAL. MAKING THE APPROACH MORE INTERACTIVE PAG E | 1 2 3

Spatial Arrangement Diagrams

FIGURE 5.30 | DIVIDING INTO D E PA RTM E N T S

PAG E | 1 2 4

F I G U R E 5 . 3 1 | S P AT I A L A R R A N G E M E N T D I A G R A M PAG E | 1 2 5

FIGURE 5.32 | LEVEL WHITE DEVELOPMENT (LEVEL -2)

FIGURE 5.33 | LEVEL ORANGE DEVELOPMENT (LEVEL -1) PAG E | 1 2 6

FIGURE 5.34 | LEVEL PLAZA DEVELOPMENT (GROUND LEVEL)

FIGURE 5.35 | UPPER LEVEL DEVELOPMENT (LEVEL+1 /+2) PAG E | 1 2 7

SECTION III

CHAPTER SIX DESIGN PROPOSAL

CHAPTER CONTENTS PAG E 1 3 0 |

FIGURE GROUND

PAG E 1 3 1 |

SITE PLAN

PAG E 1 3 2 |

AXONOMETRIC

PAG E 1 3 6 |

E L E VAT I O N S

PAG E 1 4 0 |

U N D E R S TA N D I N G S P AT I A L A R R A N G E M E N T

PAG E 1 4 4 |

FLOOR PLANS

PAG E 1 6 0 |

AXONOMETRIC TOUR

PAG E 1 9 8 |

SECTIONS

PAG E 2 1 0 |

APPROACHES

INTRODUCTION TO CHAPTER Chapter six, the only chapter of section three, and the final section of this design thesis, concludes the architectural response to the province base typology in the national integrity framework. The Chapter begins with contextual understanding and familiarisation of the massing and exteriors of the building before it goes into more detail of the interior. The design proposal is presented as a series of orthogonal drawings in 2D and 3D. The orthogonal drawings go hand in hand with some of visualisations to demonstrate an experience of the reality of the proposal. One of the visualisations was not included in this publication as it requires access via a weblink which has been attached as a separate component for this thesis submission.

PAG E | 1 2 9

Figure Ground Proposed SCALE 1:1250 PAG E | 1 3 0

ombudsman offices

museum of revolution

plaza of t r a n sp a r e n c y ethics garden

plaza of

plaza of proof

c o n f r o n tat i o n

Site Plan SCALE 1:1250 PAG E | 1 3 1

north east axo

SCALE PAG E | 1 3 2

nts

north west axo

SCALE

nts

PAG E | 1 3 3

south east axo

SCALE PAG E | 1 3 4

nts

south west axo

SCALE

nts

PAG E | 1 3 5

N o r t h E l e va t i o n SCALE 1:1000 PAG E | 1 3 6

E a s t E l e va t i o n SCALE 1:1000 PAG E | 1 3 7

S o u t h E l e va t i o n SCALE 1:1000 PAG E | 1 3 8

W e s t E l e va t i o n SCALE 1:1000 PAG E | 1 3 9

a ss e ss m e n t and monitoring

a c c e ss t o i n fo r m at i o n

ethics

institutional reform

N a r r at i v e M a p SCALE PAG E | 1 4 0

n/a

roof

assessment and

level

monitoring

level white

access to i n fo r m at i o n

level

level plaza

ethics level

-1

level orange

level white

institutional reform

Exploded Axonometric SCALE

nts

PAG E | 1 4 1

assessment and monitoring

access to i n fo r m at i o n

ethics

institutional reform

N a r r at i v e M a p SCALE PAG E | 1 4 2

n/a

level

level plaza

level white

level orange

level

-1

F lo o r P l a n s - S pat i a l O r g a n i s at i o n SCALE

nts

PAG E | 1 4 3

Teleferico White Line S tat i o n

C u r r e n t S pac e O c c u p i e d By Shop Owners

3 S ta i r s T o P l a z a O f P r o o f

O v e r s i g h t C o mm i t t e e

N GO / C B O O b s e r v a t i o n

1 2

Floor Plan: Level White SCALE 1:500 PAG E | 1 4 4

4 2

Floor Axonometric: Level White SCALE

nts

PAG E | 1 4 5

S m a l l C o mm i t t e e R o o m s , Assessment workshops a n d E x h i b i t i o n S pac e s

D i s c u s s i o n S pac e s For Assessment and Monitoring

Welcome Desk for Level Orange Entrance 4

Assessment Workshops Corruption Surveys a n d I n v e st i g at i o n s

for

2 3

6 6 5 7

Teleferico Orange S tat i o n

Entrance/Exit For O r a n g e S tat i o n

S ta i r s

Plaza

Proof

Floor Plan: Level Orange SCALE 1:500 PAG E | 1 4 6

Floor Axonometric: Level Orange SCALE

nts

PAG E | 1 4 7

3 P u b l i c C o m p u t e r S pac e to A c c e s s E - G o v e r nm e n t a n d I n fo r m at i o n O n l i n e

Records Management Archive

S t u dy C i rc l e s

N GO / C B O O f f i c e s M e e t i n g S pac e s

D i s c u s s i o n S pac e s

1 5 3 6 4

2 9

6 P u b l i c at i o n L a u n c h S pac e

Public Toilets

Plant Room

mechanical room

P l a z a OF P r o o f

Floor Plan: Level -1 SCALE 1:500 PAG E | 1 4 8

and

2 4

3 6

Floor Axonometric: Level -1 SCALE

nts

PAG E | 1 4 9

O mb u d s m a n O f f i c e

Library Entrance

P u b l i c at i o n L i b r a ry

Media Training Entrance

Ethics Training Entrance

Plaza

Ethics Garden

Plaza

N GO / S t a f f E n t r a n c e

T r a n s pa r e n c y

C o n f r o n tat i o n 6 8

2 10

3 2

7 report

cards

Floor Plan: Level Plaza SCALE 1:500 PAG E | 1 5 0

Proof

2 3

4 10

11 9

P u b l i c H e a r i n g S pa c e

Floor Axonometric: Level Plaza SCALE

nts

PAG E | 1 5 1

1 M e d i a T r a i n i n g W o r k sh o p

E t h i c a l C a m pa i g n W o r k sh o ps

2 Media Training Reception

Independent Ethics C o m m i ss i o n R e c e p t i o n

P r e ss A r e a a n d D e b a t e P r e p e r a t i o n S pa c e

Ethics Training W o r k sh o p

4 Ethics Training Reception

Bridge

Ethics 11

Independent Audit F u n c t i o n O ff i c e s

Bedroom

for visiting

member of headquarter b as e

Hotline Training Centre 8 7 5

1 3 2

Floor Plan: +1 SCALE 1:500 PAG E | 1 5 2

1 2

8 5 11 7

4 11

Floor Axonometric: Level 1 SCALE

nts

PAG E | 1 5 3

1 M e d i a T r a i n i n g W o r k sh o p

M e d i a T r a i n i n g T h e at r e

Bridge Connecting Prep S pa c e t o L o b b y f o r P u b l i c Hearings

E t h i c s T r a i n i n g T h e at r e Public Meeting Hall

Public Toilets

E t h i c s C o m m i ss i o n M e m b e r O ff i c e

M e e t i n g S pa c e f o r C o m m i ss i o n M e m b e r s

D e b at i n g S tag e C a n d i dat e s

for

and

Ethics Training W o r k sh o p

D e b a t i n g C ha m b e r L o b b y

11 Code

E t h i c s W o r k sh o p

11 10

4 3

2 5

Floor Plan: +2 SCALE 1:500 PAG E | 1 5 4

9 9

2 7

9 5

4 3

7 11 10

Floor Axonometric: Level 2 SCALE

nts

PAG E | 1 5 5

Bar Area Outside D e b a t i n g C ha m b e r

D e b a t i n g C ha m b e r A r e n a

3 S pa c e

for

Media Presence

Floor Plan: +3 SCALE 1:500 PAG E | 1 5 6

Floor Axonometric: Level 3 SCALE

nts

PAG E | 1 5 7

M e ta l D e c k C l a d d i n g R e s e m b l e s m at e r i a l s o f informal settlements roof

This

structure.

sh e l t e r c r e a t e s a

protection around the c o r e f o r m i n g a ha b i t a t

C l ay t i l e C l a d d i n g o n E t h i c s C o m m i ss i o n m at c h e s t h e C l ay b r i c k the

forms of informal settlements.

3 Pink

insitu concrete over

t h e d e b a t i n g c ha m b e r t o

r e s e m b l e t h e b l o ss o m

B o l i v i a â&#x20AC;&#x2122; s n at i o n a l T h e K a n t u ta . S y m b o l i s i n g t h e B l o ss o m o f T r a n spa r e n c y of

flower:

Roof Plan SCALE 1:500 PAG E | 1 5 8

Floor Axonometric: Roof SCALE

nts

PAG E | 1 5 9

ASSESSMENT AND MONITORING

A S S E S S MENT A ND MONITORING : LEVEL OR A NGE SCALE PAG E | 1 6 0

nts

ASSESSMENT AND MONITORING

AS S E S S M E N T A N D M O N I TO R I N G : L E V E L - 1 SCALE 1:1250 PAG E | 1 61

D is c u ssion S p a c es le v el

PAG E | 1 6 2

-1

meeting rooms le v el

-1 PAG E | 1 6 3

dis c u ssion s p a c es le v el o r a n g e

PAG E | 1 6 4

small c ommittee rooms

e x h i b ition rooms

le v el o r a n g e

PAG E | 1 6 5

ACCESS TO INFORMATION

E D UC A T I O N W I N G : L E V E L - 1 SCALE PAG E | 1 6 6

nts

E - G OV E R N M E N T LEVEL -1 PAG E | 1 6 7

S T U DY C I R C L E S LEVEL -1 PAG E | 1 6 8

PUB L I C A T I O N L I B R A R Y L O W E R L E V E L LEVEL -1 PAG E | 1 6 9

ACCESS TO INFORMATION

E D UC A T I O N W I N G : L E V E L P L A Z A SCALE PAG E | 1 70

nts

P U B L I C AT I O N L I B R A R Y U P P E R L E V E L LEVEL PLAZA PAG E | 1 7 1

I N F O R M A L P R E S E N TA T I O N S P A C E S LEVEL PLAZA PAG E | 1 7 2

R A M P TO D E B AT I N G C H A M B E R LEVEL 1 - LEVEL 2 PAG E | 1 7 3

ACCESS TO INFORMATION

E D U C AT I O N W I N G : L E V E L 2 SCALE PAG E | 1 74

nts

MEDIA TRAINING LECTURE HALL LEVEL 2 PAG E | 1 7 5

MEDIA TRAINING WORKSHOPS LEVEL 1/ LEVEL 2 PAG E | 1 76

M E D I A T R A I N I N G T E C H N I C A L S T U DY C I R C L E LEVEL PLAZA PAG E | 1 7 7