The document summarizes Jordan's efforts to reform its public procurement system through establishing various oversight bodies and passing relevant legislation. It discusses studies conducted to promote transparency and integrity in sectors like health procurement. Key recommendations include strengthening regulations and internal audit, accountability for officials, and protecting whistleblowers. Jordan has implemented initiatives such as an e-procurement system and public oversight programs to enhance reform.
The introduction of cost accounting systems in the Greek National Health SystemFilippos Stamatiadis
In an attempt to promote efficiency and effectiveness in health service production, the Greek government introduced in 2003 business-like accounting systems that support accruals in all public hospitals of the National Health System (NHS). This study aims at examining the extent and some of the factors influencing the governmental cost accounting initiative development in the public health sector from an empirical point of view by drawing on the insights of the institutional isomorphism, as well as on the signaling theory.
The introduction of cost accounting systems in the Greek National Health SystemFilippos Stamatiadis
In an attempt to promote efficiency and effectiveness in health service production, the Greek government introduced in 2003 business-like accounting systems that support accruals in all public hospitals of the National Health System (NHS). This study aims at examining the extent and some of the factors influencing the governmental cost accounting initiative development in the public health sector from an empirical point of view by drawing on the insights of the institutional isomorphism, as well as on the signaling theory.
Good Governance for Medicines in JordanMeTApresents
Presentation by the Director General, Jordan Food and Drug Administration (JFDA) on ' Good Governance for Medicines in Jordan', during the World Health Assembly (WHA) in Geneva, 19 May 2009.
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The establishment of the Regional Soil Partnership for MENA regionFAO
The establishment of the Regional Soil Partnership for MENA region ,By Dr. Mahmoud AlferihatMinistry of Agriculture of JordanLand & Irrigation Department , Land and Water Days in Near East & North Africa, 15-18 December 2013, Amman, Jordan
Challenges in Implementing Tobacco Dependence Treatment in Jordan and the Eas...Global Bridges
Presentation by Feras Hawari, M.D., a pulmonologist and the Global Bridges regional director for the Eastern Mediterranean region, at the Global Bridges Preconference at the 15th World Conference on Tobacco OR Health in Singapore.
Good Governance for Medicines in JordanMeTApresents
Presentation by the Director General, Jordan Food and Drug Administration (JFDA) on ' Good Governance for Medicines in Jordan', during the World Health Assembly (WHA) in Geneva, 19 May 2009.
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With local regulatory reforms and reactions to critical global events manifesting in more regulatory shifts, it has been hard to keep up with progress lately. This session provides an opportunity to hear directly from key regulators about their thoughts on the current and future regulatory environment and how it is evolving in response to these global shifts and the multitude of other challenges faced by regulators.
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Presentation by Feras Hawari, M.D., a pulmonologist and the Global Bridges regional director for the Eastern Mediterranean region, at the Global Bridges Preconference at the 15th World Conference on Tobacco OR Health in Singapore.
UNDP Sub-Regional Facility (SRF) organized a workshop for UNCT in Jordan on Resilience-Based Development Approach (RBDA) in June 2014, with the purpose of introducing RBDA that contributes to long-term development with an eye on potential threatening shocks and crises, current and future and discuss how to operationalize it in the context of Jordan to improve UNCT’s responses collectively.
With attendance of various UN agencies from both humanitarian and development fields, the workshop started with the presentation to understand and share the concept of RBDA and its guiding principles, followed by introduction of examples of operationalizing RBD. Several exercises were conducted to demonstrate possible responses using RBDA using Gender-Based Violence, and to analyze planned activities under National Response Plan against RBDA. And come up with outcomes these activities would bring and how it can be scaled up in the future, in ‘cope/ recover/sustain and transform’ categories.
At the heart of the RBDA is that we do not just respond to humanitarian crises with an eye to the long term, but we also pursue long-term development with an eye of potential threatening shocks and crises, current and future. It is suitable to respond to protracted Syrian crisis and for host countries in particular, and now there is a strong and urgent need for UNCT to ensure bridging between humanitarian and development effort in a holistic and collective. In the workshop, agencies shared their responses that applies RBDA, difficulties they found in implementation and different tools to measure vulnerabilities and resilience. It was agreed among participants that ‘resilience’ building cannot be done by single agency or single project and that we need to bring about innovative partnerships. UNDP SRF will be taking lead in gathering existing tools, analyze and create collective tool for UNCT, and in coordinating such workshops at country level and regional level and create new knowledge.
Adaptation to a changing climate in the arab countriesAmman Institute
"Adaptation to a changing climate in the Arab countries"; a Presentation by Ms. Dorte Verner on Climate Change in the Arab Region. It was presented in a workshop held by Amman Institute in cooperation with the League of Arab States and the World Bank on Monday 24 October 2011
Presentation of the main findings by SIGMA experts on the corruption risk assessment of the public procurement system in Jordan, which took place in Amman on 30 January 2017.
Section27 Health Reform Brief 1 July 2013Section 27
SECTION27 is proud to launch its Health Reform Briefs in an effort to broaden discussion about the different ways in which the health sector is changing. The briefs will look at reform in the health care sector through the lens of the Constitution and public interest, tying together economics, health systems theory and the law.
The first edition focuses on the design of NHI pilots. These briefs will be published every six weeks or so. If you would like to continue receiving these briefs, please send an email to: info@section27.org.za. And please share widely with others you think might be interested.
Profile of the Swedish National Audit Office presented at the regional conference for Supreme Audit Institutions of European Neighbourhood South countries, co-organised by the Algerian Court of Accounts and SIGMA in Algiers, 16-17 December 2014
Design and Implementation Options for a Central Procurement Unit and ARV Fina...HFG Project
The Ministry of Health (MOH) on behalf of the Prime Minister of Vietnam has therefore requested that the Health Finance and Governance (HFG) project present a proposal for the introduction of a Central Procurement Unit (CPU) for pharmaceutical products (including ARVs) offered in the public health system. However, the design, governance, and implementation of a CPU are not yet clear. HFG also is to identify practical, short- and long-term options for domestically financing and purchasing ARVs. While the CPU is expected to be Vietnam’s long-term vehicle for procuring ARVs, the GVN needs financing strategies that address methods for generating new (or existing) ARV resources and improving efficiencies through ARV payment and reimbursement mechanisms.
Department of Labor Preliminary Regulatory Reform PlanObama White House
When President Obama unveiled his plan to create a 21st-century regulatory system that protects the health and safety of Americans in a cost-effective way, he called for an unprecedented government-wide review of rules already on the books. As a result of that review, the Department of Labor has identified initiatives to reduce burdens and save money. Read the agency plan and share your comments, feedback and questions.
Visit WhiteHouse.gov/RegulatoryReform to view all the plans and learn more.
Chapter 15
Learning Objectives
Elements of a hospital compliance program
High risk areas of hospital operations
Hospital-wide Standards of Conduct
Duties of the hospital Compliance Officer
Conducting compliance training and education
Open lines of communication
Continuously monitor program operations
Responses to possible compliance offenses
Example of a hospital compliance plan
Introduction
The purpose of a compliance program is to promote adherence to Federal and State laws on fraud abuse, and the program requirements of public & private health plans.
The Office of the Inspector General (OIG) in the federal Department of Health and Human Services (DHHS) has issued two guidances on the structure and focus of hospital compliance programs.
Compliance Risks Unique
to Hospitals (I)
Outpatient services rendered in connection with an inpatient stay
Submission of claims for laboratory services
Physicians at teaching hospitals
Cost reports
Recruitment of physicians to medical staff
Attracting patient referrals to the hospital
Admission and discharge policies
Compliance Risks Unique
to Hospitals (II)
Supplemental payments
Tax-exempt standards for non-profit hospitals
Gain-sharing arrangements between a hospital and its physicians
Antitrust implications of hospital decisions to merge with or acquire each other
HIPAA Privacy and Security Rules
Compliance Risks Unique
to Hospitals (III)
Legal implications of trend for hospitals to purchase physician practices, align strategic hospital goals with those of physician practices, and enter into hospital-physician collaborations in support of an accountable care organization (ACO)
Compliance with EMTALA in the operation of hospital Emergency Departments
Benefits of a Hospital
Compliance Program (I)
Identify & prevent criminal & unethical behavior
Ensure false & inaccurate claims not submitted
Facilitate employee reports of possible problems
Facilitate investigations of alleged misconduct
Initiate prompt & appropriate corrective action
Reduce exposure to civil and criminal penalties
7
Benefits of a Hospital
Compliance Program (II)
Central source for information on fraud & abuse
Accurate view of employee misconduct
Identify weaknesses in systems and controls
Improve quality & efficiency of care delivery
Build hospital reputation for lawful & ethical behavior
Elements of an OIG Recommended Hospital Compliance Program
Standards of conduct, policies, and procedures
Designation of compliance officer and committee
Regular education and training programs
Process to receive complains
System to respond to complaints and enforce disciplinary action
Audit and monitor compliance
Investigation and correction of problems
Written Policies and Procedures (I)
The framework of the compliance program consists of written policies and procedures that identify the most critical risk areas in the hospital and prescribe how people should act in those areas.
Standards of Conduct
Claims preparation ...
Profile of the Algerian Court of Accounts presented at the regional conference for Supreme Audit Institutions of European Neighbourhood South countries, co-organised by the Algerian Court of Accounts and SIGMA in Algiers, 16-17 December 2014
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Moldova at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Armenia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Photo gallery from Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Georgia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of Slovenia Ministry of Higher Education at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by ReSPA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Bosnia and Herzegovina at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of North Macedonia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Serbia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Omnichannel management, presentation given by Willem Pieterson. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
Electronic services in the healtg system of Montenegro, presentation given by Vladimir Raickovic. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
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Public procurement reform in Jordan, SIGMA regional conference on public procurement, Beirut 2-3 June 2015
1. Anti-Corruption Commission
SIGMA Regional Conference on Public Procurement
Head of Anti-Corruption Commission
Prof. Dr. Abdul Kharabsheh
Beirut, Lebanon
2-3 June 2015
2. Introduction:
The Hashemite Kingdom of Jordan took special notice of public expenditure audit, including
running or capital expenses. The latter comprised as well Government procurement. Light was
shed on this issue as it brings positive effects if mastered professionally, and negative effects if
misused. Consequently, an Audit Bureau was established under the Jordanian Constitution in
1952. The Bureau carried out the financial, administrative, and technical audit in various official
and semi-official governmental divisions. Consequently, Jordan started to adopt legislation,
regulations, and instructions providing best practices on spending and strengthening integrity and
transparency values. A Jordanian study showed that government procurement accounts for
approximately 40% of state budget, and is spent in procurement of goods, services, and major
construction projects such as schools and hospitals1
.
Institutional framework:
The following entities form an institutional framework supervising or governing receiving
operations, as well as auditing operations pertinent to the performance of public expenditure and
government procurement:
- Ministry of Finance, established in 1920
- Audit Bureau, established in 1952
- General Supplies Department, established in 1972
- Government Tenders Department, established in 1982
- Joint Procurement Department, established in 2004
- Anti-Corruption Commission, established in 2006
- Public and Private Sectors Partnership Unit, established in 2014
Legislative framework:
Government procurement is subject to a number of laws, regulations, and instructions issued
consecutively from the Government such as:
- Audit Bureau Act No. (28) of 1952
- Anti-Corruption Commission Act No. (62) of 2006 and any amendments thereof
- Public and Private Sector Partnership Act No. (31) of 2014
- Government Works Regulation No. (71) of 1986 and any amendments thereof
- Supplies Regulation No. (32) of 1993 and any amendments thereof
- Financial Regulation No. (3) of 1994
1
“Development of Governmental Procurement”, Dr. Hussein Hiyassat, Unpublished paper
3. - Amended Financial Audit Regulation No. (11) of 2015
- Unified Drugs and Medical Supplies Procurement Regulation No. (91) of 2002 and any
amendments thereof
- Instructions for Unified Regulating Procurement and Medical Supplies Procedures No. (1) of
2012 and any amendments thereof
- Government Tenders Instructions of 1987
- Instructions for supplies procurement by tender No. (1) of 1995
- Instructions for conciliators choice of 1998
- Instructions for contractors and consultant’s pre-qualification of 2001
- Anti-Corruption Commission Act and amendments, No. (62) of 2006
- Instructions for tender procedures organization and participation conditions No. (1) of 2008
- Instructions for construction contractors licensing of 2012
- Instructions for contractors’ classification of 2012
- Instructions for engineering offices Rehabilitation of 2012
- Organizational rules such as the organizational rule to regulate the relationship between
General Supplies Department on one hand and ministries, government departments, and
institutions on the other hand
- Regulations for public institutions and companies adopted by the Government.
Reform of the Government procurement sector in Jordan:
Jordan has conducted a number of studies and took initiatives aimed to promote, develop, and
support the reform of the Government procurement sector in the Kingdom, including:
Support program for Government procurement system reform
This program was executed with the support of the World Bank in order to:
o promote government procurement systems and regulations
o develop a road map for the functioning of government procurement Website in order to
implement e-procurement
o external audit where the Audit Bureau is chosen as external auditor
4. Government Financial Management Information System (GFMIS)
In 2010, the Government Financial Management Information System (GFMIS) was launched as
per the recommendations of the International Monetary Fund and the World Bank. The
recommendations were contained in their joint (March / 2004) issued report on Jordan’s financial
management. The report recommended the implementation of (GFMIS) by the Ministry of
Finance, as it provides rapid access to accurate and comprehensive information when requested
or sought. This system aims to save time, effort, and expenditure while ensuring accuracy,
integrity, and transparency in all work stages. Furthermore, the system works on strengthening
follow-up, auditing, and financial accountability operations as well as timeliness in issuance of
periodic reports, directing public spending, and implementation of the state budget within the
limits of available provisions. In addition, the system provides organization, timing, and
programming of banking operations and execution of financial sustainability by managing cash
more efficiently. The system facilitates as well the preservation and retrieval of information and
financial and accounting data, and provides accurate information to assist decision makers in
drawing policies and future plans.
Procurement constitutes one of the seven tracks (financial and accounting operations, budget and
project management, receivables management, cash management, procurement, payments, and
general ledger) for the first axis of the three axes system (financial and accounting operations
management axis, information technologies management axis, and change management axis).
This track is specialized in following-up and implementing all matters related to different
procurement methods, such as technical works and services procurement, and supplies
procurement (goods and services). This process covers the full track of procurement, starting
from the stage of needs identification (procurement orders) to the receiving stage based on the
special needs of ministries and Government departments.
Study of Integrity Promotion within the Health Sector
The Anti-Corruption Commission conducted in 2011, and in cooperation with the United
Nations Development Programme, a study concerned with assessing the fairness and
transparency processes and procedures in the purchase of drugs, medical supplies, and devices.
The study was launched in order to discover weaknesses and loopholes facilitating the
occurrence of corruption during procurement within the health sector. The study aimed to
develop a tool to assess the risk of these gaps, thus to develop a plan to address these points and
loopholes.
This study’s conclusions consisted of a set of recommendations on regulations and followed
procedures:
5. Regulations:
The study recommended the need to address gaps in each of the following systems, instructions,
and laws:
The Joint Procurement System of 2002, Supplies System of 1993, Temporary Law of Drugs and
Pharmacology No. (80) of 2001, Drugs Examination Instructions of 2006, and Food and Drug
Administration Law of 2008 as a result of a number of weaknesses in regulations. This weakness
could lead to a misunderstanding or a lack of effectiveness, and thus to probable loss of integrity
and transparency.
Internal Audit Units:
The study recommended strengthening internal audit units with the help of field specialists,
ensuring capacity building for internal audit unit staff including the training of government
officials, health professionals, and facilitating their contact with the Anti-Corruption
Commission. Furthermore, the Commission should identify the most vulnerable places to
corruption and carry on taking preventive action.
Individuals involved in procurement:
The study recommended conducting research in order to implement the "accountability system"
in an appropriate legal framework, and to consider clear disciplinary / punitive actions for
misconduct amongst public servants. Staff should be accountable for their actions, for instance,
the quality control laboratories in the Food and Drug Administration. These laboratories are
directly responsible for delivering test results. However, the supplier is held accountable for any
delay and is subject to violations. Furthermore, the study recommended the possibility of
considering the inclusion of staff accountability and punishment in accordance with the Civil
Service Article (30) of 2007.
In addition, the study recommended the extension of overtime working hours for a certain
number of hours, establishing an overtime monitor system, providing incentives, health-care
personnel capacity building, and activating the Code of Ethics.
Anti-Corruption Commission Role:
-The study recommended the Anti-Corruption Commission to rely on experienced health
specialist in the field of health sector procurement. Specialist should work with the Commission
and relevant health authorities to promote integrity and transparency in this important sector.
-The study recommended taking into account the need to address the issue of whistleblowers and
witnesses protection, in order to ensure the protection of health workers who report corruption.
Furthermore, internal channels should be created and procedures clarified in order to report
corruption.
6. A. Recommendations related to drug procurement:
-Ministry of Health to adopt assessing mechanism for quantities to be procured based on real
needs, with the use of national health accounts statements prior to the procurement. Assessment
may be achievable through "Hakim" initiative to computerize the health sector (VistA). This
initiative works on transforming concepts, health practices, and medical care in Jordan through
enhancing automation of health care quality and effectiveness. The study recommended the
implementation of a health sector computerizing system. Furthermore, the study endorsed
creating a database to help in information provision. The latter is recommended in order to take
the right decision, starting from determining the actual needs for drugs, and reducing wastage of
drugs caused by an inventory shortage or redundant accumulation.
-To adopt a classification and monitoring mechanism for suppliers / bidders performance. Rating
suppliers for efficiency evaluation and monitoring and analyzing suppliers’ performance are
some of the key elements in establishing the success of procurement process.
-Joint Procurement Department to deal with international tenders in order to reduce the market’s
exclusive monopoly of suppliers, which leads to high prices. The Joint Procurement Department
can target international tenders, especially biodrugs tenders, with the help of field specialists. In
addition, department staff should be trained to deal with international tenders. However, this
requires an agreement with the Food and Drug Administration. I have suggested allowing foreign
companies to register the drug with the Food and Drug Administration (without the local agent).
This matter facilitates registering drugs already existing in neighboring countries markets and
subjected to strict registration (Member States in the Pharmaceutical Inspection
Convention and Pharmaceutical Inspection Co-operation Scheme). The registration is especially
important for biodrugs, which are not economically profitable, in order to encourage companies
on local registration.
-Ministry of Health to allocate financial resource from the Treasury, in order to benefit from the
tenders increase by a 30% rate when needed and with no price change.
-To update the list of efficient drugs on a regular basis by the Food and Drug Administration (list
of drugs purchased for different levels of health care, the Joint Procurement Department to
commit to this list).
-Joint Procurement Department not to be held responsible for the payment of suppliers'
reclamations.
-To conduct feasibility study in order to assess the establishment of a funding system, such as the
creation of a drug fund under the health insurance administration, where funding provision is
allowed prior to the procurement process, or at least before the claim of drugs to be procured.
-To reconsider drug pricing policy and review drug pricing basis as health insurance
administration takes into consideration private sector prices for compensation (or pay
commitment). In addition, to review the basis of drugs pricing calculation in the private sector.
7. -To evaluate and review the need to examine each procured (batch) by the Joint Procurement
Department for the Ministry of Health by the Food and Drug Administration laboratories for
quality control. The study also called for activating the drugs examination system.
-To tighten audit on approved drugs procurement and to commit in submitting reports to internal
audit units.
-To implement a more rigorous audit mechanism on unapproved and procured drugs (based on
patient's name and personal identification number). Payment to be made by the health insurance
administration, with the need to annually renew memberships of the approval committees.
-To require from committee members signing a conflict of interest form before starting the
tenders, in order to prevent any conflict of interest.
8. B. Recommendations for medical devices procurement:
-The objective of health technologies evaluation (Health Technology Assessment / HTA) is
providing safer health care by relying on scientific evidence, assisting decision-makers to
evaluate the safety of provided health services, and render health care procurement cost more
effective through the procurement of medical devices that have been previously tried and proven
efficacy. Furthermore, coverage decisions procedures to be more open and inclusive in terms of
sharing information, holding public meetings, and publishing decisions and results. In addition,
the High Health Council to take on the task of evaluating health technologies.
-To publish and render allocated devices prices available for all and by all means in order to
achieve transparency.
-To adopt contractors classification.
-To recommend abiding by sending reports to Internal Audit Unit for follow-up. Reports to be
saved for auditing and accountability by Audit.
-To obtain signatures of medical devices procurement committee members on the conflict of
interest form.
C. Recommendations for medical supplies procurement:
-Joint Procurement Department, in accordance with its provisions, to proceed with medical
supplies procurement.
-To adopt a mechanism in order to determine quantity of medical supplies to be procured.
-To adopt the signing of members of medical supplies procurement committees on the conflict of
interest form.
-To adopt an effective evaluation mechanism for the performance of medical supplies providers.
-To adopt information management system.
-To receive and treat the complaints and objections of medical supplies providers transparently.
Complaints and objections to be saved for audit and accountability purposes by Audit.
-To tighten audit on procurement.
-To have representation of civil society organizations in committees involved in the procurement
of medical supplies.
9. Sharek (Participate) Initiative:
Sharek is a Jordanian initiative in partnership with the Anti-Corruption Commission and the
Ministry of Health in collaboration with the High Health Council and the National Woman's
health care center, and supported by the United Nations Development Programme. The Initiative
comes as part of the efforts to enhance social accountability for better delivery of public basic
services including health, education, water, etc.
The initiative aims to strengthen citizens’ participation in monitoring the integrity and quality of
health services, and build capacities in voicing needs and revealing corruption in this sector,
through harnessing Information and Communication Technologies (ICT). In addition, it aims to
improve the understanding of stakeholders, including users and public officials involved in the
delivery of and oversight the quality and integrity of health services, of social accountability
concept, mechanisms, and tools of public service performance.
Study of Variation Orders in Government Tenders
In 2013, a study of variation orders in government tenders was conducted with the participation
of a working group involving representatives from: (Anti-Corruption Commission, Ministry of
Public Works and Housing, Private Sector, Ministry of Municipalities, and the engineering
consulting offices).
The importance of the study comes as a result of conducted investigations by the Commission on
a number of issues related to the increasing cost of some government projects, in comparison
with the original tenders’ value. The increase is a result of variation orders that have occurred
upon execution.
The study aimed at pondering variation orders and the real reasons behind them. In addition, the
study presented recommendations to reduce these variations. In order to achieve the objectives of
the study, the latter used several methods that included a comprehensive review of regulations
controlling variation orders and brainstorming sessions. Furthermore, the study conducted
personal interviews with specialists involved in government tenders, either specialists from
relevant government institutions or private institutions. In addition, the study used the official
available data.
The study has confined the reasons behind variation orders as follows:
Weak preliminary studies for Government projects, in the field of economic, financial,
social, and environmental feasibilities, etc...
Doubled estimated cost for projects implementation, especially in the field of value and
cost of acquisition.
Designs and drawings errors and failing to accurately determine quantities.
10. The study concluded in findings and recommendations pertinent to:
-Recommendations regarding the regulative and contractual aspect:
A. The need to adjust the system of government works materials through the following:
Definitions relevant to variation orders to be modified.
Implementation of Government works and technical services to be centralized through
public tenders while excluding special and justified cases.
To amend Article (22) pertinent to variation orders in order to reduce the quantity and
total value of variation orders
B. The need to adjust the unified contract for construction projects, and include the
following:
Define the responsibilities of the employer, consultant, and contractor, in addition to their
negligence.
Amend the unified contract for construction projects regarding variable orders prices to
be subjected to the approval of the concerned engineer, contractor, and employer before
approval and implementation. Thus, prices are issued with variable orders.
-Recommendations regarding work procedures, notably:
A. To conduct economic, social, and environmental feasibility studies for government projects,
as an essential step before the implementation of any government project. Feasibility studies are
essential in order to discover all economic, social, and financial conditions of the project.
B. To identify project goals, intentions, location, scope, and beneficiaries.
C. To refrain from amending the project goals and intentions without real justification in case of
replacing people in charge.
D. To determine accurate cost of project acquisition.
Given the importance of the study, his Excellency the Prime Minister requested from the
Ministry of Public Works and Housing, the Ministry of Justice, and the Greater Amman
Municipality to implement it as a result of its important role in blocking the Government’s
financial resources waste. His Excellency the Minister of Public Works and Housing instructed
the Director General of Government Tenders Department to abide by and implement the study
recommendations, and to instruct the Secretary of the National Building Council to prepare a
draft legislation in order to amend the provisions of the National Building Code Council in line
with this study.
Anti-Corruption Commission Act
The Anti-Corruption Commission law was considered conflict of interest as a corruption crime
in paragraph (5 / F), which stipulates the following:
11. Article 5: It is considered as corruption what follows:
F. Failure to declare or disclose investments, property, or benefits may lead to a conflict of
interest if the laws and regulations require so, and that would achieve personal benefit directly or
indirectly for whoever abstained on declaring.
On the basis of paragraph (22 / c):
1. Every contract or agreement or benefit or privilege obtained as a result of an act that would be
considered corrupt is considered voidable or annulled according to a decision of the competent
court.
2. The Commission during its investigation procedures shall request, as an expedited measure of
the competent court, the suspension of any contract or agreement or benefit or privilege if it
shows of apparent evidence that it has been obtained as a result of an act of corruption, until the
case is decided upon.
Public Procurement Network specialists:
In 2013, Jordan joined a network of public procurement specialists formed by the governments
of nine countries in the region: (Jordan, Morocco, Tunisia, Lebanon, Yemen, Djibouti, Egypt,
Palestine, and Libya) and supported by the World Bank. The network aims to work on capacity
building and professionalization of workers in the field of procurement. Furthermore, the
network tackles updating procurement tools and increasing access for small and medium
enterprises to government contracts markets.
Challenges:
Several challenges facing the Jordanian procurement sector are summarized as follows:
1. Multiplicity of legislative frameworks governing public procurement, rendering audit
effectiveness a hassle.
2. Relative delay in presenting and referral tenders procedures
3. Absence of benchmarks in the current government procurement system regarding procurement
procedures objection and decision making
4. Weakness in draft preliminary needs studies in the fields of procurement, tenders, procedures,
audit, and accountability.
5. Weakness in procurement and audit procedures progress
6. Poor response to the demand side (Citizen)
7. Weakness in accountability for error and oversight
8. Lack of clear criteria in selecting tenders and procurement members of committee as well as
absence of codes of conduct with members and presence of conflict of interest.
12. 9. Limited specialized training programs for staff in charge of tenders and procurement. The
programs should deal primarily with the sensitivity of tenders and procurement processes, the
importance of taking into account the requirements of transparency, and the prevention of
corruption.
10. Weakness in community audit over the implementation of tenders and procurement.