The primary claim of this Note is that restructuring existing political frameworks can combat procurement corruption on the local level. Specifically, this Note posits that legislative involvement in the procurement process — coupled with the addition of an independent, procurement policy board, charged with developing and reforming local procurement practices — would provide significant benefits to local procurement practices.
Morocco has been working in close co-operation with the OECD for several years as part of the Good Governance for Development in Arab Countries Initiative. The aim of this Initiative is to modernise public governance in the Middle East and North Africa (MENA) through a programme divided into seven key areas: integrity and prevention of corruption in the public sector; human resource management; e-government and administrative simplification; regulatory quality; relations between national, regional and local authorities; management of public finance; public service delivery and public-private partnerships.
This Joint Learning Study addresses integrity in public procurement, following the adoption of the new regulations on public procurement by the Moroccan government in May 2007.
This set of concise guidelines is meant to provide an overview of the procurement process and to provide specific insight into commonly applicable articles and rules in order to enable health professionals to ascertain if the process has been followed properly prior to reaching a decision.
This report documents examples of the benefits of contract transparency: a 50 percent increase in
competition for government tenders in Slovakia, reduced variation and lower average prices in hospital supplies in Latin America, lower costs for social housing in France, the exposure of significant political party funding by sole-source contract winners in Georgia, and civil-society monitoring of a social development fund by a mining company in the Democratic Republic of the Congo
Successfully fighting corruption requires widespread public engagement and pressure. But effective engagement doesn’t just happen; it is a creative and constructive process that involves planning strategic activities to inspire people to confront corruption as a major social, economic and political offence and a violation of human rights.
This Transparency International (TI) advocacy guide seeks to assist TI’s National Chapters and other civil society organisations through this process of:
1. Analysing problems, finding solutions and identifying stakeholders;
2. Defining the objectives and other building blocks of an advocacy plan;
3. Assessing risks and reviewing feasibility and sustainability;
4. Planning activities and linking them with resources; and
5. Checking how successful the advocacy plan has been.
Improved public service delivery begins with knowing whether the services offered are working as intended. But too often public service providers lack the means to solicit citizen feedback. When feedback is available, the data typically represents the interests of only a fraction of users. This is especially true in Nigeria where persistent underdevelopment of infrastructure, including roads, internet access, and electricity, constrains the ability of the country’s poor to provide feedback. Those who stand to gain the most from effective public services have the fewest opportunities to input on their design.
How a strategic understanding of current and potential users of city data—and their role in the data ecosystem—is helping New York City realize its promise of Open Data for All.
South Africans have witnessed in recent months of the Covid-19 pandemic how our procurement policies and laws can create opportunity for corrupt people, including government officials, to steal from the state’s purse.
As we mark World Malaria Day on April 25th, 2016, 25 million Kenyans continue to be threatened by a mosquito smaller than out fingernail. One in five Kenyans occupying our hospital beds and three in ten Kenyans visiting our health facilities are wrestling with the effects of malaria. Kenya loses 170 million working days to the disease annually.
This year’s global theme is “Ending malaria for good”. Globally, smart investments and strong partnerships between Governments, not for profit organisations and the private sector have reduced malaria mortality by 60% with 6.2 million lives saved by the year 2000. On the eve of World Malaria Day 2016, three public interest organisations namely the Society for International Development (SID), Transparency International-Kenya (TI-Kenya) and the Kenya Legal and Ethical Issues Network on HIV and AIDs (KELIN) can reveal that the Public Procurement Oversight Authority has violated the law and maintained a Market Prices Index with highly inflated pricing standards for medical equipment and essential medicines.
Open Contracting for Health (OC4H) is a DFID-funded project which seeks to improve the transparency and accountability of public procurement in the health sector. By ensuring that the procurement of things like medical supplies and the building of health centres is conducted openly and transparently, it greatly reduces the chance of a situation like that in Aromo repeating.
In Lira County, Uganda, Transparency International Uganda has worked with and trained individuals representing three key stakeholder groups: