This first chapter explains the commitment of the IV Open Government Plan on issues of integrity. It also details the anti-fraud plans to manage the funds of the Recovery, Transformation and Resilience Plan and presents the common framework for the Integrity System of the General State Administration (SIAGE). In addition, it describes how the working group responsible for these tasks was formed and how these elements are integrated into the National Anti-Fraud Strategy.
As an international frame of reference, the following are taken into account:
The United Nations Convention against Corruption.
The Sustainable Development Goals and the United Nations 2030 Agenda.
The 2017 OECD Council Recommendations on Public Integrity.
The Ibero-American Charter of Ethics and Integrity in the Public Service.
The recommendations of the Group of States against Corruption of the Council of Europe.
The European Union Rule of Law Reports.
The chapter describes the purpose, principles and scope of the SIAGE. It also explains the processes, tools and organisms of the system. It includes a table illustrating the elements of the Integrity System, indicating its objective and subjective areas, additional considerations and a summary of the evaluation, monitoring and control.
It ends with a mention of the agencies that will participate in the development of the system.
Download the chapter 2 in its original version (Code of Good Administration).
Download the chapter 3 in its original version (Code of Good Governance).
It is proposed to include two codes: one of good administration for public sector staff and othersgood government For staff who have the status of high office.
Since the entry into force of the Spanish Constitution, rules have been established that define ethical and behavioral principles for members of the Government, senior officials and public sector personnel. These standards have created a solid ethical foundation by promoting behaviors that seek the general interest.
Public confidence in institutions depends not only on law enforcement, but also on people in the public sector acting honestly and responsibly.
By clearly defining the expected patterns of behaviour, reflection and dialogue on the values of public service are encouraged.
Ethical codes are not laws and differ from the disciplinary regime, which is based on sanctions.
These codes in the AGE Integrity System seek to summarize legal values and provide guidelines of conduct for the performance of public functions.
It is a coherent and demanding ethical framework, voluntarily assumed by members of the government, senior officials and people in the public sector.
The development of these codes of good practice follows the guidelines of the Organisation for Economic Cooperation and Development (OECD) and the recommendations of the Council of Europe and is aligned with the experiences of other countries.
People of different professional profiles have participated in its creation, providing various perspectives.
The codes will be widely disseminated and regularly updated to ensure their effectiveness.
After the introduction, its scope and conditions are defined and the ethical values and rules of conduct are detailed.
A section on the prevention and management of conflicts of interest is included, paying special attention to possible offers of gifts and social care. It closes with a reference to the related rules.
This chapter begins with an introduction to risk management, which are the actions to manage and control the risks of an organization. Its objective is to define how to manage these risks and what aspects to consider, based on their quantification.
A risk management model is shown below. This model includes the scope, context and criteria, the risk assessment, its treatment, monitoring and review, and the corresponding records and reports.
Specific sections on the documentation of a risk management system are included, such as catalogues of identified risks, risk maps for analysis and management, and specific elements for their management, such as red flags, alerts and critical control points. Reports, risk registers, claims registers and the coordination and intercommunication of registers are also mentioned.
The chapter ends with a section on good sectoral practices, the current state of public integrity and ethics, and the frame of reference and sectors of activity.
This chapter is complemented by annexes that expand the information of its different sections.
After an introduction on the subject and its background, an organizational structure for the Integrity System is proposed. This structure is based on Order HFP/1030/2021, which establishes the Management System of the Recovery, Transformation and Resilience Plan and models of institutional ethics commissions.
The proposal includes:
The direction of the organization.
Institutional integrity coordinators.
Institutional Integrity Committees.
A new interdepartmental Institutional Integrity Commission.
The Interdepartmental Institutional Integrity Commission will be responsible for ensuring consistency in the implementation of the System of Integrity of the General State Administration (SIAGE). Its composition will be defined in the creation rule and will include representatives of the AGE and external advisors. The Advisory Committee on Ethics of the State Tax Administration Agency will be taken as an example for its good results.
In addition, it is recommended to create an Advisory Council as a collegiate, participatory and consultative body.
This chapter begins with a mention of the current status of integrity training.
Next, a general framework is defined as a basic guide for training, with its objectives and to whom it is directed, as well as a competency framework for the System of Integrity of the General State Administration (SIAGE). It also describes different types of training and courses that could be offered.
Then, the chapter focuses on the media and communication, defines its objectives and who they are aimed at, as well as specific considerations about dissemination and recipients.
Finally, a section on the bases for designing a training plan in integrity and public ethics is included, and refers to the different tools or elements of the system.
As in the previous chapters, an introduction is included on the background of the subject, its purpose, and the subjective and objective areas related to the elements of the system.
In addition, specific sections on advertising and access to mailbox and query information are added.
This chapter begins with a description of the common elements of planning, monitoring, evaluating, and reviewing the Integrity System. Below, based on its organizational structure, the following phases are detailed:
Planning: Includes the plan ' s diagnosis, strategic and operational objectives, indicators and proposed actions.
Monitoring, evaluation and review: The different elements of the system are reviewed, such as the codes of good administration and good governance, risk management, training activities and facilities, internal information channels and the institutional ethics mailbox.