Procurement System Assessment, Sri Lanka - unpcdc

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3.2.4 Pillar III. Procurement Operations and Market Practices (average 2.04)In the assessment of the three BLIs comprising of 10 sub-indicators, it is seen thatthere are short comings in all with BLI 6 (score of 2.0), BLI 7 (score of 2.0) andBLI 8 (score of 2.13). The main reasons for these are :BLI 6 – Procurement related positions in the State services are not included in thecadre and officials responsible for procurement are administrative officerstransferred into these positions, rather than being recruited for the post. Althoughthey have often received training in basic procurement procedures, updating of skillsis not apparent. Although there are established procedures for the retention ofrecords, post-award documentation need to be improved.BLI 7 – Although there are no constraints to the private sectors access to theprocurement markets, there are no established guidelines for public – private sectorpartnerships. Also the private sector is small with competition for large contractsbeing limited to a few of the larger organizations.BLI 8 – For “Works” contracts, contract administration and dispute resolution arewell defined and practices, but contract administration is weak in respect of “Goods”contacts.2.3.5 Pillar IV. Integrity and Transparency of the Public Procurement Systemaverage 0.90)In the assessment of the four BLIs comprising of 18 sub-indicators, it is seen thatthere are short comings in all with BLI 9 (score of 0.60), BLI 10 (score of 1.0),BLI 11(score of 1.0) and BLI 12 (score of 1.0). The main reasons for these are:BLI 9 – Although there are financial audit procedures in place for State sectororganizations, they are not customized for addressing procurement related issues.Further the staff of the Auditor General‟s dept. is not adequately trained inprocurement procedures.LI 10 – In terms of the country‟s Constitution, the Appeals Board for CAPCcontracts cannot issue enforceable final decisions and hence they Appeals Board has24/60
no independence for the resolution of complaints. There is also a lack oftransparency as the outcome of appeals reviews are not made public.BLI 11 – Access to information in respect of contract awards is minimum, and thereis no public information on the decisions made regarding appeals.BLI 12 – Procurement procedures do not address means of preventing corruption,fraud, conflict of interest and unethical behaviour. There is a Commission toInvestigate Allegations of Bribery & Corruption which investigates grievancesrelating to corruption as defined by law, vide the Bribery Act. Although many caseshave been investigated, to date only three cases have resulted in Court action. Heretoo a lack of transparency is evident.3.3 RECOMMENDATIONS AND STRATEGYPillar II. Institutional Framework and Management CapacityBLI 3 NPA to expand monitoring of contracts to beyond CAPC level,covering MPC, Project and other levels progressively.Strategy – The Ministry Procurement Cells to be given therequired resources and training to monitor procurementcontacts at all levels. The NPA to independently cross-check.Detailed contract completion procedures to be prepared,including mandatory submission of Completion Report.Strategy – The procurement system to be sufficiently integratedwith the financial management and budgetary systems to provideinformation of the completion of major projects.BLI 5 NPA to expedite completion of interactive website fordissemination of information to authorized parties.Strategy – While launching of the NPA’s interactive web siteshould be expedited, Procurement Cell staff should be givennecessary IT training to ensure accurate inputsActionMinisterialProcurementCells, NPANPA, Treasuryand AuditorGeneral‟s dept.ProcurementCells, NPANPA together with relevant Ministries to expand training schemefor in-house procurement staff accommodating feedback andneeds. SLIPTAR Business Plan to be developed on needsanalysisStrategy - An independent institution (SLIDA, University) to do aneed based assessment of procurement training with periodicfeedback and adjustments to suit.25/60
Page 1 and 2: TABLE OF CONTENTSABBREVIATIONS AND
Page 3: ABBREVIATIONS AND ACRONYMSOECD - Or
Page 6 and 7: Pillar II. Institutional Framework
Page 8 and 9: BLI 11 - Access to information in r
Page 10 and 11: Procurement Cells in MinistriesThe
Page 12 and 13: For this assessment twelve Baseline
Page 14 and 15: Sri Lanka: Facts and FiguresAreaGre
Page 16 and 17: the Maldives. It is strategically w
Page 18 and 19: ules. The exact modalities of the P
Page 20 and 21: g. Introduced Public Procurement as
Page 22 and 23: A graphical representation of the B
Page 26 and 27: Quality Control standards for procu
Page 28 and 29: 4.0 COMPLIANCE INDICATORSCompliance
Page 30 and 31: 4.1.3 Time (in days) allowed for ev
Page 32 and 33: TOTAL PCs in %CABINET MINISTRIES 57
Page 34 and 35: Annex 1METHODOLOGYThe Core Team bro
Page 36 and 37: Step 3.2Step 3.3status of compliant
Page 38 and 39: EXPLANATORY NOTES FOR THE BLI ASSES
Page 40 and 41: c) Current practice is that, no pro
Page 42 and 43: 8. Existence of contract administra
Page 44 and 45: d) No sufficient special measures e
Page 46 and 47: Annex 4Draft Questionnaire for Sri
Page 48 and 49: 12. How would you rate the availabi
Page 50 and 51: COMPLIANCE INDICATORS PROCUREMENT A
Page 52 and 53: COMPLIANCE INDICATOR PROCUREMENT An
Page 54 and 55: COMPLIANCE INDICATOR PROCUREMENT An
Page 56 and 57: COMPLIANCE INDICATOR INSTITUTIONAL
Page 58 and 59: Contract Administration 1 1/2 47 23

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