1887

OECD Integrity Review of Brazil

Managing Risks for a Cleaner Public Service

image of OECD Integrity Review of Brazil

Brazil’s agenda to enhance integrity and prevent corruption is particularly critical in order to address a number of challenges facing the country’s public administration. The challenges include managing risks associated with innovation in public service delivery, achieving value for money and minimising waste in government operations and meeting the expectations of citizens  regarding the conduct of public organisations.

This report is the first integrity review of a G20 country undertaken by the OECD. It assesses the implementation and coherence of instruments, processes and structures to create a culture of integrity and to manage risks affecting the operations and performance of public organisations.

The report analyses four main areas of focus : (i) promoting transparency and citizen engagement; (ii) implementing risk-based systems of internal control; (iii) embedding high standards of conduct; and (iv) enhancing integrity in public procurement.

It is complemented by three case studies to highlight issues of integrity management at the level of individual public functions, organisations and programmes: the federal tax administration, the Family Grant (a conditional cash transfer) Programme; and the National STD/AIDS Programme.

English

.

Enhancing integrity in public procurement

Public procurement is recognised as a strategic instrument for public service delivery – but also as an activity vulnerable to misconduct and (active and passive) waste. This chapter examines actions by the federal government of Brazil to utilise information technologies to improve transparency, control and efficiency in procurement. The proposals for action focus on i) introducing performance indicators and internal assessments to guide improvements within the procurement function; ii) introducing clear and concise “how to” manuals to support the capability of the procurement workforce; and iii) delegating responsibility to management to conduct due diligence during tender evaluation and prior to contract award. These can serve to transform the procurement into a strategic function, strengthening evidence-based learning and improvements within the procurement system.

English

This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error