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© OECD
SECOND SIGMA REGIONAL ENP EAST
CONFERENCE ON PUBLIC PROCUREMENT
Centralised purchasing in Croatia
– a new EU Member...
Content
• Establishment of the Croatian Central
Procurement Office
• Lessons learned
1
Establishment of the CPO
Established in 2010 by the Regulation on CPO (OG 138/09)
Mission: The Office shall set up an effe...
Managing the Procurement Process
in the context of CPB
3
Procurement categories
1. OFFICE FURNITURE
2. OFFICE SUPPLIES
3. CLEANING SUPPLIES
4. VEHICLES
5. CAR TYRES
6. FUEL
7. ELE...
Key stakeholders
5
SWOT analysis
Strengths
State Treasury system
Organizational unit for central
purchasing
Human resources,
Professionalism,...
Internal organization
7
MANAGEMENT ADVISORY
COMMITEE
HEAD OF CPO
SECTOR FOR
PLANING AND
CATEGORY
MANAGEMENT
IT DEPARTMENT
...
Support activities:
• Workshops and meetings with relevant institutions (Audit office,
regulatory agencies etc.)
• The pil...
Share of active FA concluded by CPO
9
OFFICE SUPPLIES
8.61%
CLEANING
SUPPLIES
1.88%
MOBILE PHONE
SERVICES
0.96%
VEHICLES
1...
Other results
10
Tender documents of the CPO is used as a
template by many CA
Model of technical consultations
 For mos...
LESSONS LEARNED
• Good communication with clients / bidders
• Knowing the market / needs of clients
• Simple FA to use, be...
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Presentation by Ivancica Franjkovic,Croatia (ENG) Second SIGMA Regional ENP East Conference on Public Procurement, Kyiv 29-30 May 2018

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Presentation by Ivancica Franjkovic,Croatia (ENG) Second SIGMA Regional ENP East Conference on Public Procurement, Kyiv 29-30 May 2018

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Presentation by Ivancica Franjkovic,Croatia (ENG) Second SIGMA Regional ENP East Conference on Public Procurement, Kyiv 29-30 May 2018

  1. 1. © OECD SECOND SIGMA REGIONAL ENP EAST CONFERENCE ON PUBLIC PROCUREMENT Centralised purchasing in Croatia – a new EU Member State’s practical experience Ivančica Franjković Kyiv, Ukraine, 29-30 May 2018
  2. 2. Content • Establishment of the Croatian Central Procurement Office • Lessons learned 1
  3. 3. Establishment of the CPO Established in 2010 by the Regulation on CPO (OG 138/09) Mission: The Office shall set up an effective system of central public procurement with responsibilities towards taxpayers, the State Budget, persons subject to central procurement, and all economic operators involved in the environment of public procurement with a view to creating savings in public consumption, while bearing in mind an optimum relationship between the quality and the price of procured supplies, works and services, respect of ecological and socially acceptable principles, sustainable procurement and the encouragement of SME." Number of civil servants: 25 N° of procurem. categories: 20 N° of clients: 550 www.sredisnjanabava.gov.hr All bidding documents, FAs available on-line 2
  4. 4. Managing the Procurement Process in the context of CPB 3
  5. 5. Procurement categories 1. OFFICE FURNITURE 2. OFFICE SUPPLIES 3. CLEANING SUPPLIES 4. VEHICLES 5. CAR TYRES 6. FUEL 7. ELECTRICITY 8. NATURAL GAS 9. COMPUTERS AND COMPUTER EQUIPMENT 10. SOFTWARE LICENCES 11. TELECOMMUNICATIONS SERVICES -MOBILE 12. TELECOMMUNICATIONS SERVICES - LANDLINE 13. PRINTING SOLUTIONS 14. POSTAL SERVICES 15. INSURANCE SERVICES 16. SECURITY SERVICES 17. AIR TICKETS 18. CLEANING 19. REPAIR AND MAINTENANCE SERVICES OF VEHICLES 20. MAINTENANCE OF OBJECTS IN THE OWNERSHIP OF THE REPUBLIC OF CROATIA Government may appoint the CPO for a specific procurement category, or specific users  Under the intervention measures of fiscal consolidation in 2014, the Government adopted Decisions related to CPO clients/mandate (additional 500 users for 5 categories)
  6. 6. Key stakeholders 5
  7. 7. SWOT analysis Strengths State Treasury system Organizational unit for central purchasing Human resources, Professionalism, new approach, knowledge of PPA Weaknesses No standards in definition of subject matter Many categories to start with Lack of IT Lack of human resources educated for PP Specific subject matter for each CA Opportunities Rational using of resources, getting savings Best value for money Lower admin. expenses Transparency of procedures Simplification of procedures Raising awareness on PP Implementation of IT Threats Controlling of contracts /FA Restriction for SMEs Longer deadlines in procedures Appeals 6
  8. 8. Internal organization 7 MANAGEMENT ADVISORY COMMITEE HEAD OF CPO SECTOR FOR PLANING AND CATEGORY MANAGEMENT IT DEPARTMENT PROCUREMENT PLANNING AND CATEGORY MANAGEMENT SECTOR FOR FRAMEWORK AGREEMENTS AND LEGAL AFFAIRS LEGAL DEPARTMENT FA MANAGEMENT AND MONITORING HR AND GENERAL AFFAIRS
  9. 9. Support activities: • Workshops and meetings with relevant institutions (Audit office, regulatory agencies etc.) • The pilot project "Informatization of the central procurement", based on the purchase category "office supplies“ • Training in the management of procurement categories • Development of Procurement startegies/Feasibility study • Training on e-bid (CPO had the leading role) • Active cooperation with international institutions SIGMA-OECD, site visits, TAIEX, Twinning light project • Signed Cooperation Agreement with several institutions • Cooperation with the Graphic, Forestry Faculty and Economic Institute • Regular meetings with representatives of individual clients • Communication strategy
  10. 10. Share of active FA concluded by CPO 9 OFFICE SUPPLIES 8.61% CLEANING SUPPLIES 1.88% MOBILE PHONE SERVICES 0.96% VEHICLES 16.01% TYRES FOR VEHICLES 2.71%FUEL 25.95% ELECTRICITY 9.27% POSTAL SERVICES 18.46% INSURANCE 3.27% LICENCES 12.33% CLEANING SERVICES 0.56%
  11. 11. Other results 10 Tender documents of the CPO is used as a template by many CA Model of technical consultations  For most of 500+ new beneficiaries of central public procurement -- the first time to use FA concluded through the central procurement procedure.  Help desk at the CPO - Support for clients/sharing of experience • How to measure a sucess of the CPB?
  12. 12. LESSONS LEARNED • Good communication with clients / bidders • Knowing the market / needs of clients • Simple FA to use, better contract conditions, guidelines for clients • Flexibility of FA • Specialised knowledge connected to subject matter of procurement / PPA • IT infrastructure - condition for monitoring of expenditure and also indirectly impact on individual clients in terms of establishing processes and standards; • increase the involvement of external experts and consultants in order to compensate the lack of necessary knowledge; • include external civil servants (from the ministries) to consolidate requirements and participate in preparation of tender documentation • Internal /continuous education (new PPA) • Revise Strategy, regulation, decision on procurement categories

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