Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

PPT, PN Gorecki, SIGMA, Third ENP East public procurement conference, Tbilisi, 6 November 2019

29 views

Published on

PPT, PN Gorecki, SIGMA, Third ENP East public procurement conference, Tbilisi, 6 November 2019

Published in: Government & Nonprofit
  • Be the first to comment

  • Be the first to like this

PPT, PN Gorecki, SIGMA, Third ENP East public procurement conference, Tbilisi, 6 November 2019

  1. 1. © OECD Two Decades of Lessons Learnt of Public Procurement Reform Piotr- Nils Gorecki Senior Adviser SIGMA Tbilisi, 7 November 2019
  2. 2. SIGMA’S Role and Support Main Roles • Acting as a facilitator and adviser to governments in the reform process in all relevant areas; • Supporting in meeting the accession criteria and the opening and closing of Chapter 5 and other negotiations; • Operating with a dual interest perspective; as a trustworthy and competent intermediary between the EU and the partner countries interests; • Regular assessments and reviews of the national PP systems; • Networking activities for exchange of knowledge and experiences within and between partner countries and EU member states; • Publication of SIGMA papers, briefs and guidance documentation; • Close cooperation with international organisations, member states authorities and academia; 1
  3. 3. Main Lessons Learnt 1. Regulatory alignment with “acquis” has over the years become a more complex task for the countries. • The number of directives has increased; • Number of policy areas added (in particular sustainability and other horizontal policies); • Implementation of the “modern instruments” requires a lot of efforts and takes time (centralized purchasing, framework agreements, DPS and e-procurement); 2
  4. 4. Main Lessons Learnt 2. The effective design of the regulatory framework outside the direct scope of the EU Directives equally important. • The vast of majority of contracts falls below the EU thresholds; • Correct setting of national thresholds is a major challenge; • National rules and procedures offering a necessary degree of simplification and flexibility compared to the Directives, where appropriate; 3
  5. 5. Main Lessons Learnt 3. Additional institutional set up adapting to a new regulatory landscape. • Strengthening the role and function of the PPA; • Authorities with responsibility of concessions, centralised purchasing and defence need to be established and strengthened; • Complaints Review and Remedies Bodies need independence and professional development and enhancement; 4. The increasing complexity of the PP system requires stronger mechanisms for policy co-ordination and consultation within the government structure. • Need of establishing forum for coordination and consultation between the various institutions and key stakeholders; • Horizontal Strategies 4
  6. 6. Main Lessons Learnt 5. Efficiency in PP is highly dependent of the functionality and supportiveness of the surrounding legal and institutional environment. • In particular budget law, external audit, administrative law, the judiciary and civil service laws and regulations are important factors and require more attention; 5
  7. 7. Main Lessons Learnt 6. Professionalisation of the procurement function a key priority, but is more than training of staff. • The management and organisation of the procurement function need stronger attention; • Ensure that a sufficient and acceptable level of discretion and decision- making power is allocated to the contracting authorities; • Ensure that the extent of prescriptiveness in the regulatory framework doesn’t affect the operational functions negatively; • Mobilise public and private training institutions in the provision of public procurement capacity building instruments; 6
  8. 8. Main Lessons Learnt 7. Stronger focus on efficiency and “value for money” as guiding policy objectives needed. • Too much risk aversion resulting in insufficient outcome and performance orientation; • Too much “how to do” compared to “what to achieve”; • Need of transferring more power and authority from the centre of government to the operational level; • Lowest price still the pre-dominant evaluation criterion. More quality- based evaluation factors needed; 7
  9. 9. Main Lessons Learnt 8. Improvement of market functionality and public sector attractiveness needs stronger attention. • Declining tender participation rates in some sectors; • Identification and removal of barriers and other disincentives for participation; • Encouraging participation of SMEs an important policy objective; 8
  10. 10. Main Lessons Learnt 9. Enhancing integrity and accountability a key priority. • Irregular practices remain a problem in all countries; • Establish integrity policies and measures for implementation at all levels of the PP system; • Certification and quality assurance of contracting entities one possible route; • Improving the collection and dissemination of procurement data and statistics; • Developing methodologies and indicators for measuring the status and progress of the PP system; 9
  11. 11. Main Lessons Learnt 11. Shift from the reforms driven by external factors (EU-related) to reforms demanded by national actors (social (media) pressure, business-lobbying, etc.) 12. Emergence of a strong professional community of procurement experts/practitioners in all SIGMA partner countries 10
  12. 12. Additional reference points • The importance of regional co-operation (learning from the peers) • The importance of civil society (NGOs) in developing the system and monitoring its implementation • The importance of e-procurement, but its limitations and the risk of overestimating the benefits of e-procurement • PPPs as an often-neglected area • The need to focus more on support to (results-oriented) implementation (e.g.: practical guidelines) instead of legal compliance only • The need to educate other stakeholders (e.g.: auditors, business, etc.) 11
  13. 13. The Way Forward? • Develop a broader and deeper understanding within the governments of the role and importance of public procurement for sustainable economic growth and efficient public service delivery; • Agree within the governments on a roadmap and strategy for public procurement reform beyond legal and institutional alignment with EU accession requirements; • Realising that the PP system continuously is subject to change affecting the agenda for policy and other decisions of high relevance for the functionality of the PP system; • Close cooperation within the international community in order to provide the most effective assistance in the best interest of the countries; • Remember that historical incentives with a firm timeline for accession don’t exist in the same way as earlier. It may have effects on the level of ambition; thus a good portion of understanding and patience is needed. 12
  14. 14. Thank you for your attention! 13

×