In reply to Dax H:
> Probably better than they ever have been. In this digital age money is easier to track than ever.
> The big difference between days of old and now is 24/7 instant news.
Transparency is a bit of a problem for 'traditional' corruption. However, there are other ways of extracting value. A large portion of UK corruption involves how the public sector is run and how it purchases goods and services. This is not about back-handers. It is about rent-seeking behaviour (
https://en.wikipedia.org/wiki/Rent-seeking ). This is the manner in which countless contracts go through due process but still go to the usual suspects. It is also the manner in which former senior civil servants and politician acquire lucrative positions in the private sector. It goes well beyond that however. The corruption pyramid that exists in Afghanistan or Nigeria that gets everyone a cut acts here with bureaucratic rents as currency rather than pounds or afghani or naira.
Generations ago, as the public sector was just beginning its vast expansion, public sector jobs were poorly paid and offered mainly security (although influence cannot be excluded from the calculation). For instance, until relatively recent times, soldiers' and police officers' pay was abysmal. Likewise civil servants and local government staff. Now, public sector pay is in the normal range, conditions and allowances are of a high standard, security ... eh ... still exists in many quarters, and influence is perhaps less easily exercised. Security and conditions of employment are sufficient to place ordinary workers of the public sector above their private sector friends in terms of their overall well-being. Low levels of manipulation of public assets and decision-making serve to reinforce the security of public servants and reduces the overall effectiveness of the economy in both the public and private sectors. Permissions, or simply incompetence, from above, create the next layer of the pyramid as effectively as a cut of the back-hander does in other territories.
One of the horrifying things about managing a government contract is that you can follow all the EU guidelines to the letter and still end up with a bunch of useless idiots bidding in the final stage. That is a bad bad feeling. When reflecting on such an event, it becomes clear that if an unsatisfactory outcome can result from a diligent process then a corrupt outcome is not difficult to organise. The only difference from the old days is that you now have a pile of paperwork to prove you did your best. That is just one area where low levels of manipulation can operate in spite of the best efforts of legislators.