performance evaluation through a Sub-Committee of the Mini Consultative Group meeting on Ghana yearly.

No one would dispute the notion that anti-corruption activity in Ghana is a daunting prospect. Any observer must respect the fact that GACC is a coalition-building effort without precedent in that society. Still, GACC continues to grapple with significant Formation-stage problems. The Credibility phase—perhaps the most difficult of our four—still looms as a major challenge. Success at that phase will require a more diverse and sustainable set of incentives that those available thus far. The autonomy issue remains very much unresolved: GACC seems at times to be both ignored by government and hamstrung by it. Success at the Expansion stage will require not just growth, but also an extension of GACC beyond its current urban/elite composition: without significant participation reaching deep into civil society and out into rural areas, it may remain a small advocacy group that is easily co-opted or ignored by the regime. Thus, GACC represents both an essential beginning, and a useful illustration of the difficulties of coalition-building for the long term.

_Bangalore, India._ Bangalore, with a population around 6 million, is India's fifthlargest city, and is capital of the state of Karnataka. Located in the South about midway between the two coasts, it has long been a center for managerial and technical education, and in recent years has become a focus of India's burgeoning computer software industry.

In 1993, Marketing and Business Associates (MBA) Ltd., a leading market research agency based in Bangalore, began gathering survey data, informant interviews and statistical indicators focused upon the performance of local government. This project was aided by funding from the World Bank Research Support Budget. The data were compiled into "report cards" assessing the quality of a variety of city government services.<sup>5</sup> Corruption was just one criterion for evaluation, but the results were striking: extensive bribery and demands for payments were reported, along with waste and inefficiency. One estimate had it that the overall cost of bribery "exceeded the entire municipal budget by a factor of seven" (Klitgaard _et. al.,_ 2000: 61). These results drew extensive attention and debate within local government, in the press, and among the public at large.

One result was that three years later a second series of report cards were drawn up to assess trends. It was decided that prior to public disclosure, senior officials of the major public agencies covered in the second round should discuss the findings. A mini report was prepared for each agency, highlighting the key indicators of service quality, public satisfaction and other pertinent dimensions. Major service providers listened to the citizens' reactions, examined their organizations' performance, and considered ways to improve responsiveness. More important, all the public agency heads involved in the report, without exception, commended the initiative and acknowledged the value of popular feedback.

> 5 Adapted from Samuel Paul, “Nudging the State to Act: What Report Cards Did in Bangalore”, 1999; see also Klitgaard, Mclean-Abaroa, and Parris, 2000; and Paul, 1995.

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