15.05.2025

The following blog post is a guest contribution and reflects the views and opinions of the original author, which do not necessarily represent those of the Basel Institute. It is shared as-is for informational purposes only.

By Pat Poitevin, Co-Founder – Executive Director, Canadian Centre of Excellence for Anti-Corruption (CCEAC) Member, Collective Action Mentoring Programme

In the global effort to tackle corruption, the concept of collective action has moved from theory to necessity. At the CCEAC, this principle is more than a model – it is the foundation of our approach to ethics, compliance and anti-corruption.

Since joining the Basel Institute’s Collective Action Mentoring Programme, we have had the opportunity to share our work, learn from others and expand our reach. We have seen first-hand the value of connecting like-minded organisations, particularly NGOs and not-for-profits working in the prevention space, to share experiences, build capacity and tackle corruption collaboratively. As an early member of the programme, this blog offers our reflections on CCEAC’s evolution, successes, ongoing challenges and our call to keep pushing forward together.

Building a hub for anti-corruption collective action

CCEAC was launched with a clear purpose: to bring together public, private, academic and civil society actors to address corruption through a collaborative and multi-sectoral approach. We created an online platform and knowledge hub where professionals, students and organisations could access and contribute tools, strategies and best practices, building collective capacity in Canada and abroad.

Although “anti-corruption” is in our name and remains a central focus, we have learned over years of field experience that to truly engage businesses and other key stakeholders, we must frame anti-corruption as part of a broader conversation around ethics, compliance and risk management. Companies are more receptive when we speak their language, emphasising how ethical business practices, responsible conduct and effective risk mitigation strategies can enhance their resilience, reputation and long-term success.

Understanding the pain points and motivations of our audience, whether it is reducing legal exposure, protecting brand integrity or gaining access to new markets, has helped us better connect, engage and ultimately activate our stakeholders. By positioning anti-corruption as a strategic component of doing business responsibly, we have been more effective in encouraging companies, especially SMEs, to take action.

Our CCEAC Toolbox is central to this mission. It is not just a repository – it is a growing, user-driven resource library built by contributors who have experienced the real-world challenges of ethics and compliance and want to share practical solutions. It is tailored to meet the needs of SMEs and under-resourced organisations and is grounded in a spirit of accessibility and collective contribution.

We have also developed the Global Anti-Corruption University Project (GAUP), which brings law and business students into real-world settings to co-develop ethics and compliance programmes with small and medium-sized enterprises. GAUP turns future leaders into agents of change and helps close the gap many SMEs face when trying to implement cost-effective, risk-based anti-corruption measures.

International reach through shared values

CCEAC’s collective action model has reached beyond Canada thanks to partnerships that align with our values. We have worked with universities and stakeholders in Ecuador, Colombia and Indonesia to adapt the model locally, always emphasising collaboration, shared ownership and the importance of building solutions that fit cultural, legal and business contexts.

A key enabler of this global engagement has been our long-standing partnership with Canada’s Trade Commissioner Service (TCS) under Global Affairs Canada. This relationship has proven invaluable, providing targeted funding to support training initiatives and regional expansion, but more importantly, connecting us with Canadian companies operating abroad.

Through TCS, we have trained and advised Canadian businesses on corruption risks in specific markets, while also encouraging trade commissioners themselves to become more engaged on anti-corruption issues. This dual impact, on both the business community and Canada’s trade representatives, has helped extend the mission and visibility of CCEAC far beyond our own borders.

But even with these successes, we continue to face a critical challenge: long-term sustainability.

The funding paradox: innovation without stability

Like many NGOs and NFPs in the Collective Action Mentoring Programme, CCEAC relies on a mix of project-based grants, in-kind support and volunteer contributions. While this model has enabled us to deliver impactful results on a very limited budget, it comes at a cost.

Project-based funding often only covers the essentials – keeping the platform running, responding to requests, delivering promised outputs. But it rarely allows for strategic planning, innovation or platform upgrades. There is little room to explore new tools, test new ideas or invest in deeper engagement with our contributors and users.

Despite these limitations, we have managed to innovate, largely through creative partnerships. Our collaboration with a local technical college has enabled us to tap into student talent for web and AI development projects, helping us build digital tools that support ethics and compliance benchmarking, risk assessment and user-driven dashboards. This model has not only benefited us, it has provided students with real-world experience and a tangible impact.

Still, the lack of core, flexible funding means we are often working at capacity without the ability to scale or secure the future of our programmes.

Lessons from the mentoring programme: more than exchange

Being part of the Collective Action Mentoring Programme has been a turning point. The programme created space for honest conversations, shared learning and mutual encouragement. We have learned from the diversity of approaches taken by others and we have gained insight into where we can improve.

One of the most important lessons, though, has been the need to share not just tools but strategies for funding and sustainability. Too many promising initiatives face burnout or stall because the business model does not keep up with the mission. In our discussions with other members, we see a clear need to co-create a roadmap for sustainable funding including new mechanisms, public-private partnerships and shared fundraising strategies that reflect the long-term nature of capacity-building work.

A call to keep building together

As we prepare to meet in Basel and reflect on three years of mentoring, we at CCEAC are optimistic but also realistic. We know that meaningful change takes time, trust and shared effort. We also know that those working in this field often carry the weight of doing more with less, innovating without the safety net of reliable funding and fighting for attention in crowded public agendas.

This is why we are putting forward this call to action:

1. To fellow programme members: Let us keep exchanging ideas, but let us also start exchanging strategies for financial resilience. How are we diversifying revenue? What models have worked and which have not? How can we support each other’s funding proposals or co-design shared initiatives?

2. To donors and public sector allies: Recognise the full value of collective action. Beyond deliverables, invest in the infrastructure, platforms and people who keep this work alive. Core funding matters – it is what allows innovation to happen and impact to scale.

3. To companies and compliance leaders: If you have built strong anti-corruption programmes, consider sharing them. Your tools, training materials and policies can help raise the bar for SMEs. Mentorship and open access to your resources are powerful forms of collective action.

4. To academics and students: Partner with us. Whether through GAUP, applied research or co-developing content for our toolbox, your ideas and energy are vital. Help us shape what comes next.

Final reflections

Collective action works best when it is active, inclusive and focused on impact. CCEAC has grown from a Canadian initiative to an international model because we have listened, partnered and stayed rooted in the belief that doing the right thing should be easier, not harder.

We still have work to do, but we are in good company. The mentoring programme has given us more than guidance – it has given us a community and, with that, a renewed commitment to help each other grow, sustain and succeed.

We look forward to connecting in Basel and continuing the conversation about how we can fund, grow and sustain collective action into the future.

Get involved with CCEAC: 🌐 www.cceac.ca 📧 info@cceac.ca 📢 Want to contribute to the Toolbox or support our work? Let us connect. Or reach out to Pat at pat.poitevin@cceac.ca