O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Good Governance and Anti-Corruption in Tunisia - March 2020

2.914 visualizações

Publicada em

This brochure provides an overview of the main achievements of the project “Good Governance and Anti-Corruption in Tunisia", as of March 2020. The project aims to enhance stability, prosperity and citizens’ trust in Tunisia. It accompanies Tunisia in fulfilling its good governance commitments of the London Anti-Corruption Conference and in implementing the 2016-2020 national anti-corruption strategy. For further details see http://www.oecd.org/mena/governance/anti-corruption-tunisia.htm

Publicada em: Governo e ONGs

Good Governance and Anti-Corruption in Tunisia - March 2020

  1. 1. Good Governance and Anti-Corruption in Tunisia A MENA-OECD GOVERNANCE PROGRAMME PROJECT Main achievements (March 2020)
  2. 2. Existing efforts of the Tunisian Government to address corruption ✔ Creation of a National Anti-Corruption Agency (2014) ✔ Adoption of laws guaranteeing access to Information (2016) and the protection of whistleblowers (2017) ✔ Introduction of an online public procurement platform “TUNEPS” (2013) ✔ Creation of governance units in ministries, governorates, capital municipalities and state-owned enterprises (2016) Corruption costs are estimated to represent of Tunisia’s GDPii of Tunisians believe they can make a difference in the fight against corruption of Tunisians believe corruption has increased in 2017 are afraid to report corruption for fear of retaliationiii but CORRUPTION IS PERCEIVED AS THE 3RD MAIN PROBLEM IN THE COUNTRY AFTER UNEMPLOYMENT AND THE MANAGEMENT OF THE ECONOMY i . Good Governance and Anti-Corruption in Tunisia 32 Good Governance and Anti-Corruption in Tunisia
  3. 3. Signing Ceremony for the UK-Tunisia Memorandum of Understanding with Mrs. Louise de Sousa, Ambassador of the United Kingdom to Tunisia, Mr. Alistair Burt, Minister of State for the Middle East of the United Kingdom, Mr. Kamel Ayadi, President of HCCAF, Tunisia, Mr. Rolf Alter, Director of the OECD Public Governance Directorate and Mr. Hedi Mekni, Secretary General of the Tunisian Government (Tunis, 3 August 2017) With the financial support of the Foreign and Commonwealth Office of the UK, the OECD implemented the project “Good Governance and Anti-Corruption in Tunisia” in coordination with its Tunisian counterparts from 2017 until 2020. The project focuses on creating greater trust between citizens and their administration, im- proving governance efficiency and transparency, and promoting inclusivity and opportunities for marginalised groups. Partners Beneficiaries: n Presidency of the Government n Ministry of Civil Service, Governance and Anti-Corruption n Ministry of Local Affairs n High Committee for Administrative and Financial Control (HCCAF) n National anti-corruption agency (INLUCC) n National Commission for access to information (INAI) n High Authority for Public Procurement (HAICOP) n Administrative Tribunal and Regional Chambers n Financing Bank for Small and Medium Enterprises (BFPME) n National Federation of Tunisian Cities (FNVT) n Municipalities n Control bodies n Inspectorates n SMEs n Public enterprises n Media n Civil society Good Governance and Anti-Corruption in Tunisia 54 Good Governance and Anti-Corruption in Tunisia Three focus areas: OFFICIAL VISIT OF THE HEAD OF THE GOVERNMENT OF TUNISIA TO THE OECD “The OECD is a major ally in our fight against corruption. Together, we are addressing both its preventive and coercive side, affecting citizens as well as enterprises, at the central and local level” (Paris, 14 February 2019) CITIZENS ADMINISTRATION BUSINESS ENVIRONMENT
  4. 4. Create responsiveness for citizens 1 6 Good Governance and Anti-Corruption in Tunisia Step 1 Step 1 Step 2 Step 3 CONDUCT VULNERABILITY SCANS ELABORATE CITIZEN CHARTERS EMPOWER CITIZENS TO MONITOR CHARTER COMMITMENTS STEP 1: CONDUCT VULNERABILITY SCANS n Identify processes vulnerable to corruption. n Provide specific recommendations to improve service delivery. Key Partners and Beneficiaries n Ministry of Civil Service, Governance and Anti-Corruption n Municipality of Béja n Municipality of Tozeur n Sahloul Hospital of Sousse n Administrative Tribunal of Sidi Bouzid n Regional hospital of Tataouine n Charles-Nicolle hospital of Tunis n Civil society organisations Good Governance and Anti-Corruption in Tunisia 7 EMPOWER CITIZENS TO MONITOR THE COMMITMENTS n Encourage citizens to monitor the commitments of citizen charters and keep their public service providers accountable. 59% of Tunisians believe they can make a difference in the fight against corruption IV The OECD cooperates with 6 public services to improve their quality and responsiveness to citizens by following a 3-step methodology: STEP 2: ELABORATE CITIZEN CHARTERS n Encourage institutions to develop citizen charters in a participatory way. n Support institutions to implement the charters.
  5. 5. TAX COLLECTION IN BÉJA / 80,000 inhabitants n Only 47%of the city’s ordinary revenues were collected in 2017 V . n Example of charter’s commitment: Improve the munici- pality’s website by creating a webpage explaining the role of the municipal tax in the development of Béja. ADMINISTRATIVE TRIBUNAL IN SIDI BOUZID / 16,000 enterprises n Surveyed citizens were not aware of the existence of the regional chamber of the Administrative Tribunal in Sidi Bouzid, created in 2018 VI . n Example of charter’s commitment: Organize information campaigns on the role and functions of the Administrative Tribunal at least 3 times a year. WASTE MANAGEMENT IN TOZEUR / 40,000 inhabitants n 44% of citizens think that waste management is the top environmental concern for Tozeur VII . n Example of charter’s commitment: Ensure the collection of garbage at least once every two days CHARLES-NICOLLE HOSPITAL IN TUNIS / 2900 patients daily n The Charles-Nicolle hospital is the biggest public hospital in Tunisia n Example of charter’s commitment: Improve the quality and speed of the reception of patients by implementing an automatic queuing system. SOUSSE HOSPITAL / 800 patients daily n 26% of surveyed patients in 2018 found the quality of care in Tunisian hospitals to be “bad” or “very bad” VIII . n Example of charter’s commitment: Improve the quality and speed of the reception of patients by using an appointment management application. REGIONAL HOSPITAL IN TATAOUINE / 150,000 inhabitants n Waiting time for consultations is between 3 to 4 hours following registration IX . n Example of charter’s commitment: Improve the quality and speed of the reception of patients. 1 Tozeur Beja Sousse Tunis Good Governance and Anti-Corruption in Tunisia 98 Good Governance and Anti-Corruption in Tunisia Did you know? Decree No. 2018-1067 of 25 December 2018 renders citizens’ charters mandatory for local and national public services. The decree also mandates an annual self-assessment of the commitments of the charters. Create responsiveness for citizens Sidi Bouzid Tataouine Good Governance and Anti-Corruption in Tunisia 9
  6. 6. Create connections in the administration The project strengthens coordination among key central and local governance and anti-corruption actors in order to create a more effective anti-corruption system, in three main domains: 2 10 Good Governance and Anti-Corruption in Tunisia ✔Better governance coordination Many institutions are currently working on fighting corruption. Overlaps in their competences and lack of coordination among them undermine the efficiency of the anti-corruption structure as a whole 3 THE NATIONAL ANTI-CORRUPTION STRATEGY n Contributing to the National Anti-corruption Congress, encour- aging synergies between all anti-corruption entities. n Supporting the creation of a mixed working group bringing together representatives from the Government, the INAI and civil society to work on the implementation of the 2016 ATI law in public institutions. n Supporting the implementation of the ATI law through an ATI Guide for public officials. 2 ACCESS TO INFORMATION (ATI) Key Partners and Beneficiaries n Presidency of Government n National Anti- Corruption Agency (INLUCC) n National Access to Information Commission (INAI) Did you know? Governance units are tasked with ensuring the application of good governance principles, the monitoring of compliance with codes of ethics, and the prevention and follow-up of corruption cases, in each ministry, governorate, municipality and state- owned enterprise. 1 GOVERNANCE UNITS n Strengthening the capacities of governance units and their coordination through a training programme covering corruption detection and prevention, strategy-planning, reporting, and monitoring. n Supportingtheharmonisationoftheirfunctionsandtheefficient implementation of their mandate through a procedural guide. The ATI Guide for public officials was disseminated to the 647 public institutions covered by the ATI law. Good Governance and Anti-Corruption in Tunisia 11
  7. 7. 2 12 Good Governance and Anti-Corruption in Tunisia ✔Better public auditing Key Partners and Beneficiaries n High Committee for Administrative and Financial Affairs (HCCAF) n General Control body for Civil Service (CGSP) n General Control body for Finance (CGF) n General Control body for state property and land affairs (CGDEAF) n Ministerial Inspectorates The OECD provides international methods of public auditing to Tunisian inspection and audit officials in public institutions: n Supporting HCCAF in testing and adopting a new and more efficient method for the follow-up of audit recommendations: the proximity follow-up approach. 2 THE FOLLOW-UP OF AUDIT RECOMMENDATIONS Over 100 inspectors were trained in 2019-2020 The percentage of audit recommendations addressed after the first follow-up mission increased from 42% to 80% compared with the classical paper-based approach 42% 80% Since 2017, close to 100 control reports were subject to a proximity follow-up mission in various sectors Good Governance and Anti-Corruption in Tunisia 13 Create connections in the administration 1 GENERAL CONTROL BODIES n Strengthening capacities of auditors through a training pro- gramme on risk-based auditing, the quality of audit reports, and detecting and investigating fraud and corruption. n Helping audit entities focus their limited resources on high-risk areas prone to corruption through a guide on risk assessment in audit planning. n Encouraging the sustainable dissemination of standardstaughtandcontainedinguidesthrough a training-of-trainers programme. 3 MINISTERIAL INSPECTORATES n Providing a methodological guide and training inspectors to adopt more efficient and harmonised working methods in line with international standards. n Agreeing on a Code of Ethics for inspectors to promote common standards for ethical behaviour of inspectors. Audit recommendations in Tunisia rarely resulted in the expected change since there was no mechanism to monitor their implementation X What is the proximity follow-up approach? The proximity follow-up is a new method to enhance the monitoring of audit recommendations that relies on conducting the supervision mission of the controlled entity in person, verifying how the reported anomalies have been addressed and corrected (instead of just paper evidence). Code d’éthique de l’inspecteur administratif, financier et technique en Tunisie Guide méthodologique de l’inspecteur administratif et financier en Tunisie
  8. 8. Create prosperity through a business enabling environment 3 SMEs account for of the Tunisian economy of employment of all companies in Tunisia XI 14 Good Governance and Anti-Corruption in Tunisia Good Governance and Anti-Corruption in Tunisia 15 Key Partners and Beneficiaries n Ministry of Civil Service, Governance and Anti- Corruption n Administrative Tribunal and regional Chambers n Financing Bank for Small and Medium Enterprises (BFPME) n SMEs The OECD supports better access to local public services for SMEs in two domains: Did you know? In 2018, the BFPME financed 1621 SME projects for a total cost of investments of nearly £321 million. 30.023 jobs were created thanks to its support. n Supporting the Administrative Tribunal and its regional chambers in improving the information and orientation of citizens and SMEs on services they provide. n Training judges to adopt digital tools to accelerate the drafting of judgements. n Providing brochures for citizens and SMEs detailing the required documents and steps to file an appeal and to apply for legal aid. 1 ACCESS TO JUSTICE SERVICES CHAMBERS OF THE ADMINISTRATIVE TRIBUNAL 2 ACCESS TO COACHING IN THE POST-CREATION PHASE n Assisting the Bank Financing Small and Medium Enterprises (BFPME) in creating a team of “post-creation” coaches and building their capacities to support SMEs in their early development stages. Kasserine Gafsa Tozeur Gabès Medenine Sousse Tunis Bizerta Nabeul Beja Kef Kairouan Monastir SfaxSidi Bouzid ✔Better access to local public services
  9. 9. Good Governance and Anti-Corruption in Tunisia 1716 Good Governance and Anti-Corruption in Tunisia 3 The OECD supports public authorities to create opportunities of public contracts for SMEs, through three pillars: 25%of the volume of public contracts is lost by the State to corruption XII Key Partners and Beneficiaries n High Authority for Public Procurement (HAICOP) n 5 pilot entities: - The Ministry of Equipment - The Ministry of Transport - The Ministry of Agriculture - The National Railway Company (SNCFT) - The Electricity and Gas Company (STEG) n SMEs n Elaborating a risk management strategy and conducting capacity- building sessions for public procurement officials from HAICOP and 5 pilot entities to support the adoption of the strategy and implementation tools to improve the performance and integrity of the public procurement system. 3 RISK MANAGEMENT IN PUBLIC PROCUREMENT HAICOP adopted and implemented its own risk management strategy and tools for public procurement 30% of HAICOP officials and 70 procurement civil servants were trained to apply risk management to public procurement operations 1 ACCESS TO PUBLIC CONTRACTS n Providing recommendations, based on inter- national experience, to enhance the regulatory framework to improve SMEs’ access to public procurement. 2 E-PROCUREMENT SYSTEM “TUNEPS” n Strengthening the capacities of SMEs and public authorities to use TUNEPS, focusing in particular on SMEs owned by women and youth. The Ministry of Equipment The Ministry of Agriculture The Ministry of Transport The National Railway Company (SNCFT) The Electricity and Gas Company (STEG) ✔More transparency in public procurement Create prosperity through a business enabling environment
  10. 10. 1 2 18 Good Governance and Anti-Corruption in Tunisia Key outcomes for the administration Increased coordination among ATI stakeholders through the elaboration of a guide for public officials of 647 institutions. Implementation and generalisation of the new follow-up method to all HCCAF controllers, following its successful primary results of doubling the number of audit recommendations addressed. Improvement of audit processes and working methods, through the training of over 80% of controllers of the three general control bodies on improving auditing methods (56.5% of them are women). Key outcomes for citizens Adoption of quality commitments and watchdog mechanisms in the Sahloul hospital in Sousse, the regional hospital in Tataouine and the Charles-Nicolle hospital in Tunis, in the Administrative Tribunal in Sidi Bouzid and in the municipalities of Béja and Tozeur, thanks to vulnerability scans and citizen charters. Adoption of a decree making the adoption of citizen charters compulsory for all public administrations and mandating a yearly self-assessment. Adoption of a circular providing a common methodology for the elaboration of citizen charters and ways to monitor and evaluate the mechanism.
  11. 11. 3 Improvement of the information and orientation of SMEs on justice services available to them and establishment of a post-creation coaching service for SMEs. The Adoption and implementation of a risk management strategy and tools in public procurement, notably through the training of 30% of HAICOP officials and 5 pilot entities in applying risk management to public procurement operations. Optimisation of HAICOP’s e-procurement platform TUNEPS, by integrating it with other platforms, and enhanced capacities of contracting authorities and suppliers to use the platform.   20 Good Governance and Anti-Corruption in Tunisia NOTESKey outcomes for an enabling business environment
  12. 12. NOTES I Afrobarometer, 1 October 2018. II Jeune Afrique, 25 September 2018. III Afrobarometer, 1 October 2018. IV Ibid. V Financial account of the municipality of Beja for the year 2017 (2018). VI Consultation of Civil Society Organisations in Sidi Bouzid by the OECD, October 2019 VII EMRHOD Consulting for the OECD and ATCP (2018), Trois enquêtes sur terrain : Sousse, Tozeur Béja. VIII Ibid. IX Consultation of Civil Society Organisations in Tataouine by the OECD, December 2019 X OECD (2014), Examen de l’OCDE du Système de contrôle et d’audit de la Tunisie : Gestion des risques dans les institutions publiques XI Confederation of Tunisian Citizen Enterprises (2015), L’accès au financement des PME en Tunisie. XII HuffPost, 2 April 2018.
  13. 13. For more information please contact: Amira Tlili Policy Analyst and Project Coordinator amira.tlili@oecd.org Follow us on Twitter: #Hawkama4Tunisia @OECDgov @UKinTunisia Information about the project is available at: oe.cd/hawkama4tunisia

×