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The role of central public institutions in the national public procurement system
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© OECD
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Seventh IPA Regional
Public Procurement Conference
The role of central public institutions in the national public procurement system
Małgorzata Stachowiak, Sigma expert, Poland
Vlora, 10th September 2014
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What is to be achived? • Introduction of new rules arriving from
directives
• Introduction of new technological tools (e-procurement, electronic bids, standard European document)
• Efficiency
Best value for money
In reasonable period of time
Cost of the procedure possibly low
Professionalization of pp functions
Development of pp structures 1
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Functions performed accross pp structures
Central Core functions
Central supplementary
functions
Rewiew and remedies
Central procurement bodies
PP institutions
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Central core functions
• Primary Policy and legislative functions
• Secondary Policy and legislative functions
• International co-ordination
• Monitoring
• Control
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Central supplementary functions
• Publication and information
• Advisory and operations support
• Professionalization
• Capacity strengthening and development
• Co-ordination
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Public procurement and related fields
Clasic pp
Utilities
Defence
Concessions
Public Private Partnership
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Models
Centralised model
(one or two central level institutions)
Decentralised model (central, regional/local, administrative, non-governmental, private institutions engaged in the system)
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Centralised versus decentralised model
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• Centralised model:
consistency of policy messages
position of the institution
but possible conflict of interest
• Decentralised models
possible different opinions and actions
flow of information
co-ordination of actions
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Review Bodies
• Independence (apparent and real)
• Expectations, trust and authority of the institution
• Coherent judicial line
• Necessary skills and experience
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Monitoring of pp system
• Each and any systematic observation of public procurement system
to asses how the system functions and develops
to establish if the targeted state has been achived
To elaborate recommendations/ proposals for the future changes
collection/ analysys/ dissemination of data
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Effective monitoring
Conditions:
• Availability of reliable data
• Analytical and reporting skills
• Official support guidance and actions
Tools:
• Data bases using the electrionc instruments
• Systems analysing data
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Types of monitoring
• Audit of compliance
• Performance evaluation:
Indicators: transparency, competitiveness, eficiency, effectiveness, eficiency of review process
At the level of the country/region/contracting authority
• Policy compliance
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New perspectives of monitoring
E-procurement as a main tool suggested by EU Directives
Sources of information:
Notices/ tender documentation/individual reports on procedure/ national reporting and statistic
Opportunity to create coherent and effective system of monitoring of pp
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Profesionalization of pp Changes in legislation
Technological developmnet
Increased emphasis of
efficiency
Commercial development
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Legislation
• New EU directives:
Electrionic procurement
Performance based technical specifications and specific labels
Contract award criteria (Life-cycle costing)
Conditions for performance of contracts
• Assesment of the „old” system
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Technological development
• E-procurement as a challenge and chance:
Shift in practices and patterns in pp procedures
stadarised systems for tender and contract documentation
Systems for evaluation of bids
Internet based publicoation and information systems
Monitoring – data bases
Co-ordination of actions (between contracting entitites, between other actors)
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Efficiency/commercial development
• Definition of effective procurement
• Best value for money
• Sustainable procurement
special instruments and tools
Project oriented attitude
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To be continued.
Małgorzata Stachowiak
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