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The OECD rules for Integrity in Public Procurement are a ground-breaking device that promotes stable governance within the complete procurement cycle, from wishes overview to agreement administration. in response to said stable practices in OECD and non-member nations, they characterize an important breakthrough. they supply tips for the implementation of overseas criminal tools built in the framework of the OECD, in addition to different enterprises corresponding to the United countries, the realm exchange employer and the ecu Union. as well as the foundations, this exhaustive ebook encompasses a record for imposing the framework in the course of the whole public procurement cycle. It additionally supplies a entire map of hazards which can aid auditors hinder in addition to become aware of fraud and corruption. ultimately, it incorporates a worthwhile case research on Morocco, the place a pilot software of the rules was once performed. The list may help governments and organisations to improve extra obvious, effective procurement platforms -Nicolas Raigorodsky, Under-secretary of Transparency regulations, Anticorruption workplace, Argentina Public procurement is among the most vital public governance matters. motion is required to make sure integrity by way of lowering bribery and corruption -Business and Advisory Committee to the OECD the overall thrust and content material of the rfile is commendable. a lot of it tracks very heavily to the United international locations conference opposed to Corruption and the United countries fee on foreign alternate legislations version legislations -Stuart Gilman, Head of the UN worldwide Programme opposed to Corruption and the Anticorruption Unit, United countries workplace on medicinal drugs and Crime desk of content material : government precis half I. ideas for boosting INTEGRITY IN PUBLIC PROCUREMENT advent bankruptcy 1. Transparency -Principle 1 -Principle 2 bankruptcy 2. sturdy administration -Principle three -Principle four bankruptcy three. Prevention of Misconduct, Compliance and tracking -Principle five -Principle 6 -Principle 7 bankruptcy four. responsibility and regulate -Principle eight -Principle nine -Principle 10 half II. imposing the foundations bankruptcy 1. improving Integrity at every one level of the Procurement Cycle -1. Pre-tendering part -2. Tendering section -3. Post-tendering section bankruptcy 2. hazard Mapping: knowing dangers of Fraud and Corruption within the Public Procurement Cycle -1. hazards within the want evaluate -2. dangers within the making plans -3. hazards on the subject of the choice procedure -4. hazards in the course of the administration of the agreement bankruptcy three. A Pilot software of the foundations in Morocco -Introduction -1. evaluate of the 2007 Decree on Public Procurement -2. Strengths and Weaknesses of the general public Procurement approach -3. coverage concepts: the way to enhance the approach Annex A. OECD advice on bettering Integrity in Public Procurement Annex B. The Multi-Disciplinary technique of the OECD in Procurement Annex C. The session at the rules and list with Stakeholders word list
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Extra resources for OECD Principles for Integrity in Public Procurement
Sample text
For instance, there could be a rigorous verification of identity of contractors and sub-contractors early in the process, based on reputable sources of information, to avoid that subcontracting is used as a means to conceal fraud or corruption. More generally, feedback on the experience with individual suppliers should be kept to help public officials in making decisions in the future. 3. PREVENTION OF MISCONDUCT, COMPLIANCE AND MONITORING It is also the responsibility of the private sector to reinforce integrity and trust in its relationship with government through robust contractor integrity and compliance programmes.
Different approaches may be used to ensure the enforcement of procurement regulations within a reasonable delay. For example, using a review body with specific professional knowledge in dealing with complaints may reinforce the legitimacy of decisions and reduce the time for solving complaints. Similarly, alternative resolution mechanisms may be established to encourage informal problem solving and prevent a formal review. Finally, the use of review systems could be analysed to identify opportunities for management improvement in key areas of public procurement as well as patterns where individual firms may be using them to unduly interrupt or influence tenders.
Managers play an important role in leading by example and enhancing integrity in the culture of the organisation. They are in charge of setting expectations for officials in performing to appropriate standards and are ultimately responsible for irregularities and corruption. Regular internal controls by officials independent of those undertaking the procurement may be tailored to the type of risk; these controls include financial control, internal audit or management control. External audits of procurement activities are important to ensure that practices align with processes; they are carried out to verify that controls are being performed as expected.