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Presentation by P. Matthiasson, OECD (ENG) Eighth SIGMA Regional IPA Conference on Public Procurement, Montenegro, June 2018.

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Presentation by P. Matthiasson, OECD (ENG) Eighth SIGMA Regional IPA Conference on Public Procurement, Montenegro, June 2018.

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Presentation by P. Matthiasson, OECD (ENG) Eighth SIGMA Regional IPA Conference on Public Procurement, Montenegro, June 2018.

  1. 1. © OECD Session 2: Discussion on the professionalisation of public procurement and the way forward of the workshop Developing a Public Procurement Training Framework – Experience and Results Petur Berg Matthiasson, OECD Montenegro 13th of June 2018
  2. 2. The 2015 Recommendation on Public Procurement: 12 integrated principles 1
  3. 3. Supporting countries by building evidence  Public Procurement Toolbox - innovative, practical, collaborative solutions 2 Assessment tools, MAPSKey performance indicators Peer reviews / reviews Strategic use: • Green • SME • Innovation Professionalisation G@G: Government at a Glance eProcurement
  4. 4. OECD / EC Projects with Member states 4
  5. 5. Projects • Professionalisation • E-Procurement • Efficiency • Strategic Procurement Countries • Lithuania • Slovakia • Bulgaria • Greece • Others Working with the European Commission – DG GROW, DG REGIO, SRSS …..
  6. 6. Why is their a need to focus on professionalisation? 6
  7. 7. Does organizations have enough public procurement specialists? 7 Yes 53% No 47%
  8. 8. Do public procurement officers work exclusively on public procurement? 8 Work exclusively for public procurement 10% Work mainly for public procurement , but with other tasks 20% Public procurement is not their main tasks 70%
  9. 9. Which problems are relevant to the Law on Public Procurement 9 49% 39% 38% 20% 8% 6% 10% 0% 10% 20% 30% 40% 50% 60% Frequent modification Unclear, inconsistent, and ambiguous More focus on procedures than effectiveness Inaccurate and unreasonably extended Insufficient Ineffective Other
  10. 10. Integrity and corruption 10
  11. 11. Frequent irregularities Contract notice and tender specification Lack of publication of contract notice Artificial splitting of works/services/supplies contracts Cases not justifying the use of the negotiated procedure Unlawful and/or discriminatory selection and/or award criteria Selection criteria not related and proportionate to the subject-matter Discriminatory technical specifications Evaluation of tenders Evaluation of tenderers/candidates using unlawful selection or award criteria Lack of transparency and/or equal treatment during evaluation Modification of a tender during evaluation Contract implementation Substantial modification of the contract elements Reduction in the scope of the contract Award of additional works/services/supplies contracts 11
  12. 12. Frequency of drafting technical specifications 12 Never 40% Rarely 25% Occasionally 30% Frequently 5% Always 0%
  13. 13. What training is on offer? 13
  14. 14. Example: Training courses followed by procurement officials in 2015 14
  15. 15. Sufficiency of public procurement trainings 15 Sufficient 33% Insufficient 67%
  16. 16. Types of useful training materials 16 86% 57% 49% 27% 22% 15% 82% 64% 60% 13% 11% 4% FAQ Recommendations Best practice & information notices Video material Tests Infographics Contracting Authorities Supplier
  17. 17. Issues with training materials 17 44% 26% 21% 20% 17% 5% 14% Insufficient Unclear/Ambiguous Inefficient in practice Late renewal Excessive Contradiction with higher legal framework Other
  18. 18. Providing support • CPB has multiple tools to disseminate knowledge and training to the procurement practitioners:  Webpage  Facebook account  Consultation platform, active full X working days/week  Open house events  Informal visits to smaller CAs 18
  19. 19. Break down the challenges 19
  20. 20. Qualifications of procurement practitioners • Law  Primary and secondary legislation • Processes and procedures  Market analysis/ Research/ Strategy  Draft tender documents / Technical specifications  Use of framework agreements • Competencies  Teamwork  Communication  Leadership  Negotiations 20
  21. 21. What kind of public procurement officials are we talking about? Administrative Profession 21
  22. 22. Objectives and deliverables 22
  23. 23. BULGARIA SLOVAKIA LITHUANIA • Gap analysis • Gap analysis • Gap analysis • Training material • Training material • Training material • Workshops (train trainers) • Workshops (train trainers) • Workshops (train trainers) • Training plan • Training plan • Training plan • Legal Guidance on BG public procurement law • E- Procurement Strategy • Certification framework • 5 Policy Papers, • 2 Policy Studies and • 1 Checklist and guidance • Analysis of selected methodological guidance on the effectiveness of ex- ante controls • Professionalisation strategy 2 3 Overview of the deliverables
  24. 24. • Standard assessment – Focus on pre- tender, tender and post tender • Guidance on Ex-ante Conditionality • Common errors in ESIF projects • Types of irregularities identified by Audit agencies • Gap analysis • Composition of the procurement workforce • Performance of the procurement system • The training system in place • Questionnaire • Interviews 2 4 Approaches to the assessment of training needs
  25. 25. Professionalisation strategy for PP • Objective - Building a learning culture • Prioritise  Address the under-professionalisation of procurement staff  The lack of selective recruitment  The lack of career perspectives and  The lack of incentives for individual staff • Customise for each country • Explore and selection best options – addressing the gaps 25
  26. 26. Certification Framework • To promote the professionalization • Certifying the competences acquired through trainings • Certification or licensing programmes for procurement officials • The journey –the end results • Management of a CF 26
  27. 27. Training Plan Training Strategy Staff Number Plan Delivery Agency Work- shops Days Levels 27
  28. 28. What to consider? 28
  29. 29. • Leadership and general ownership is a critical success factor for the effective completion of such projects with relatively short timeframes • Local coordination greatly facilitates a transparent and swift communication • Financial dimensions of reforms should not be overlooked (incentives for future trainers) • Implementation, implementation, implementation! Lessons learnt 2 9
  30. 30. • Almost 30% of public expenditure and 12% of GDP • Nature of public procurement • The ever changing regulatory framework • The implications if not correctly administered • The number of procurement officials / employees and others involved • State and local level • Decentralisation • Structure for the public procurement management 3 0 Why improve the capacity of the public procurement workforce

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