In a joint publication with Adam Smith International, Claudia Baez Camargo and Renee Kantelberg highlight that effective anti-corruption work requires more than technical interventions, such as capacity building for civil society. Anti-corruption initiatives operate in complex and politically charged environments, where change is rarely linear or predictable. The authors emphasize the importance of thinking and working politically, understanding local dynamics, and adapting strategies as circumstances evolve.
The paper draws on lessons from the Malawi Anti-Corruption Civil Society Support (MACCSS) project, funded by the UK Foreign, Commonwealth and Development Office and implemented with Adam Smith International. In this project, local stakeholders were placed at the center of decision-making, identifying priorities and leading solutions. This approach grounded anti-corruption efforts in trust, resilience, and local leadership, demonstrating how community ownership enhances both impact and sustainability, even when outcomes diverge from initial plans.
Key insights from the MACCSS experience include embracing complexity, recognizing that unexpected developments and temporary setbacks are part of systemic change. Practical mentoring and relationship-building were found to be more effective than traditional grants or rigid results frameworks, while regular reflection and adaptive learning allowed teams to convert challenges into strategic improvements. Building trust, fostering coalitions, and nurturing emergent networks were central to creating collective momentum for reform.
The project also underscored that sustainable accountability grows from the ground up when anti-corruption work is linked to tangible outcomes like livelihoods and public services. Integrating gender and social inclusion (GESI) principles further strengthened legitimacy by addressing corruption in sectors that directly affect women and marginalized groups, broadening both the reach and credibility of interventions.
Ultimately, the MACCSS experience demonstrates that anti-corruption is less about perfect plans and more about adaptive partnerships. Change emerges through relationships, experimentation, persistence, and continuous learning. Success requires navigating uncertainty with integrity and flexibility, placing local actors at the forefront while building resilient systems that can respond to shifting political and social landscapes.
