Compendium of Country Examples and Lessons Learned from ...

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Box 1. High-level political support and donor participation in MongoliaA working group was formed to carry out the pilot exercise comprising the Director General and three othermembers of the Procurement Policy and Coordination Department (PPCD), the Ministry of Finance and twomembers from the country offices of the World Bank and the Asia Development Bank. Following the AsiaRegional Orientation Workshop in Jakarta, Mongolia developed an action plan for the implementation of the pilotexercise. Both a domestic and an international consultant were recruited with ADB funding to assist with theimplementation of the action plan.In preparation for the data collection and assessment exercise, two fundamental activities were carried out:i) High-level political support: The Methodology was translated into Mongolian and presented to seniorgovernment officials in order to get their approval of the exercise. As a result: The State Secretary of the Ministry of Finance expressly stated his support for it ;The Minister of Finance signed a letter introducing the BLI and CPI exercise to the public entities thathave been selected to participate in the assessment and inviting their active participation. The pilotexercise thus has the endorsement and support of the government through the Ministry of Finance.ii) Stakeholder support: PPCD conducted two workshops introducing the pilot exercise to the PIU/PMUs ofADB and WB-financed projects and to representatives of the 13 ministries, government agencies and Aimags(provinces) chosen to participate in the exercise.Stakeholder involvementBackground informationAs elaborated in the publication on Procurement Capacity Development compiled by the Round Tableon Strengthening Procurement Capacities in Developing Countries, 8 developing a country‟sprocurement capacity should be viewed from the perspective of the dynamics of change.A procurement system is a multilevel “organism”, where every level and its actors interact and arelinked with other organisations and actors inside the system and in the enabling environment. To beeffective, procurement capacity development needs to take account of these multiple levels and therelationships between important actors at each level in the system. One clear lesson from previousprocurement capacity development programmes is the need to involve a broad range of stakeholders,encompassing both organisations and individuals. 8It is recommended that early in the assessment planning process, a mapping exercise should beconducted to identify key stakeholders and their relative influence and importance. These stakeholdersshould then be retained right through the assessment phase and finally, the validation process and theassessment results.Typically, in public procurement key stakeholders include:8Harmonising Donor Practices for Effective Aid Delivery: Volume III, Strengthening ProcurementCapacities in Developing Countries.COMPENDIUM OF COUNTRY EXAMPLES AND LESSONS LEARNED […] - OECD 2008 15
Table 1. Stakeholder involvement: a critical success factorNational institutions Private sector Civil societyMinistry of Finance Professional organisations Transparency/anti-corruption NGOsAudit institutions Training institutions MediaCivil serviceBusiness communityProcurement entities Chambers of commerce ParliamentKey spending ministries and localgovernment/agenciesCountry experiencesDevelopment partnersBased on the assessment reports provided, it is apparent that most countries have given considerableattention to the involvement of stakeholders in the assessment process. Contacts with donors and keyministries have usually focused on the planning and implementation stage. At the validation stage,stakeholder involvement has usually been broader, frequently including private sector and civil societyorganisation representatives. Sierra Leone, for example, conducted a perception survey collectingopinions in the private sector on the procurement system and processes.Indonesia is a pilot country that faced a real challenge in mapping and involving stakeholders becausethe level of national autonomy (decentralisation) is very high. As a result of mapping potentialstakeholders, a large number of stakeholders were identified at the national, provincial, city anddistrict level as Table 2 illustrates.In 2001, Indonesia implemented regional autonomy (decentralisation) measures. About one-third ofcentral government expenditure was transferred to the regions. Regional autonomy laws dramaticallyincreased districts‟ authority and responsibility. With decentralisation, the number and type ofstakeholders involved in the national procurement system becomes more complex.II.Planning the workBackground informationAs highlighted in the Methodology, 9 advance planning is needed to collect the information requiredand to identify stakeholders to be interviewed or surveyed. Advance planning is especially important ifthe assessment is sponsored by the government and interested donors to enable co-ordination of thework and agreement to be reached on critical aspects of the assessment such as the extent to whichspecific data for CPIs will be collected and if surveys and interviews will be employed.The availability, reliability and integrity of records are issues that need careful consideration duringthe planning phase, the absence of which could impede a full assessment of the system. Some CPIsrequire quantitative reliable data that may not be available in certain countries. This alone is an issuethat needs to be identified as a weakness of the system that might hamper the application of adequatecontrol and monitoring or analysis of the system‟s performance.9Methodology for Assessment of National Procurement Systems, paragraph 18-20.16 COMPENDIUM OF COUNTRY EXAMPLES AND LESSONS LEARNED […] - OECD 2008
Page 1 and 2: Compendium of Country Examplesand L
Page 3: ORGANISATION FOR ECONOMIC CO-OPERAT
Page 8 and 9: ForewordIn 2002, the OECD-DAC and t
Page 10 and 11: Background and Purpose of this Pape
Page 12 and 13: The Procurement Assessment Methodol
Page 14 and 15: The Process of Preparing and Planni
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Page 22 and 23: willing to participate in the asses
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Page 34 and 35: Lao, for example, reports that nati
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Page 38 and 39: Country experiencesThe usefulness o
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Page 48: StakeholdersThe GPP argues that as
Page 51 and 52: Table 4. Compliance and Performance
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Country Sampling for CPI Stakeholde
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Procurementprocess (30%)10. Method
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4. Member countries should ensure t
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Annex DList of Referenced Resources
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