Publication: The World Bank Group and Public Procurement--An Independent Evaluation : Volume 1. Building Procurement Capacity and Systems
Loading...
Date
2014
ISSN
Published
2014
Author(s)
Editor(s)
Abstract
Good public procurement practices are a major determinant of the effectiveness of public expenditure. On behalf of their citizens, governments typically spend as much as 5-20 percent of their gross domestic product on procurement of goods and services, and effective procurement policies enable better use of government budgets. Good national procurement practices are therefore an essential element of the poverty reduction focus of the Bank. Good procurement in Bank projects is also associated with better development outcomes. Equally, sound public procurement in client countries is a prerequisite for the success of the Bank's newly introduced program for results lending instrument. The Bank seeks to ensure that its funds are used for the purpose intended and that they support development effectively and efficiently. Thus, the twin issues that underpin this Independent Evaluation Group (IEG) evaluation are first, how effectively has the World Bank helped build well-functioning public procurement systems in client countries and second, how well have Bank procurement policies and procedures for its investment lending supported the development effectiveness of Bank lending? The evaluation parallels an intensive review by Bank management of the institution's procurement function, motivated by the need to respond to a range of internal and external changes in the Bank's procurement environment. Several evaluations point to the value of coordination between procurement and public expenditure reforms, but also to the difficulties of realizing such coordination. Finally, there are queries related to the adaptability of current Bank procurement guidelines to new contexts, such as public-private partnerships (PPPs); technology loans; and small, fragile, or conflict-affected states. These questions have also contributed to the evaluation's design and coverage.
Link to Data Set
Citation
“Independent Evaluation Group. 2014. The World Bank Group and Public Procurement--An Independent Evaluation : Volume 1. Building Procurement Capacity and Systems. © World Bank. http://hdl.handle.net/10986/16674 License: CC BY 3.0 IGO.”
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication The World Bank Group and Public Procurement--An Independent Evaluation : Volume 2: Achieving Development Effectiveness through Procurement in Bank Financial Assistance(Washington, DC: World Bank, 2014)Good public procurement practices are a major determinant of the effectiveness of public expenditure. On behalf of their citizens, governments typically spend as much as 5-20 percent of their gross domestic product on procurement of goods and services, and effective procurement policies enable better use of government budgets. Good national procurement practices are therefore an essential element of the poverty reduction focus of the Bank. Good procurement in Bank projects is also associated with better development outcomes. Equally, sound public procurement in client countries is a prerequisite for the success of the Bank's newly introduced program for results lending instrument. The Bank seeks to ensure that its funds are used for the purpose intended and that they support development effectively and efficiently. Thus, the twin issues that underpin this Independent Evaluation Group (IEG) evaluation are first, how effectively has the World Bank helped build well-functioning public procurement systems in client countries and second, how well have Bank procurement policies and procedures for its investment lending supported the development effectiveness of Bank lending? The evaluation parallels an intensive review by Bank management of the institution's procurement function, motivated by the need to respond to a range of internal and external changes in the Bank's procurement environment. Several evaluations point to the value of coordination between procurement and public expenditure reforms, but also to the difficulties of realizing such coordination. Finally, there are queries related to the adaptability of current Bank procurement guidelines to new contexts, such as public-private partnerships (PPPs); technology loans; and small, fragile, or conflict-affected states. These questions have also contributed to the evaluation's design and coverage.Publication Democratic Republic of São Tomé and Príncipe : Country Integrated Fiduciary Assessment, Volume 3. Country Procurement Assessment(Washington, DC, 2007-06)This Integrated Fiduciary Assessment is the first of its kind for Sao Tome and Principe. It combines the analysis and policy recommendations from a public expenditure review (PER), a country financial accountability assessment (CFAA), and a country procurement assessment review (CPAR). The goal of the report is to identify the major challenges facing the country in the prepetroleum era (the next three to five years) in public finance management (including public enterprises) as it attempts to implement its National Poverty Reduction Strategy (NPRS) with a tight resource envelope. This executive summary presents recent economic developments and fiscal sustainability analysis that takes into account petroleum and no-petroleum scenarios, with corresponding analysis on which of the Millennium Development Goals (MDGs) are reachable. The summary reports on revenue and expenditure performance since 2000-01, issues related to the implementation of the public investment program (PIP) and its coordination with the NPRS, and the budget process, including findings from the Health PER, which highlights a lack of allocative efficiency. The summary reports on the financial fragility of state-owned enterprises (SOEs) and the possible fiscal consequences for the central budget, especially regarding the implicit subsidies and tax breaks to (and the hypothetical tariff increases of) the electricity and water company. The summary of reports on the status of the public finance management system (budget preparation, execution, control, governance, and human resources) and the reform process that may address many of the concerns it rises. Finally, the summary presents the findings related to the procurement process, including the legislative and regulatory framework, institutional framework and management capacity, procurement operations and market practices, and integrity and transparency of the system.Publication The World Bank Group and Public Procurement--An Independent Evaluation : Appendixes to Volume 2(Washington, DC: World Bank, 2014)Good public procurement practices are a major determinant of the effectiveness of public expenditure. On behalf of their citizens, governments typically spend as much as 5-20 percent of their gross domestic product on procurement of goods and services, and effective procurement policies enable better use of government budgets. Good national procurement practices are therefore an essential element of the poverty reduction focus of the Bank. Good procurement in Bank projects is also associated with better development outcomes. Equally, sound public procurement in client countries is a prerequisite for the success of the Bank's newly introduced program for results lending instrument. The Bank seeks to ensure that its funds are used for the purpose intended and that they support development effectively and efficiently. Thus, the twin issues that underpin this Independent Evaluation Group (IEG) evaluation are first, how effectively has the World Bank helped build well-functioning public procurement systems in client countries and second, how well have Bank procurement policies and procedures for its investment lending supported the development effectiveness of Bank lending? The evaluation parallels an intensive review by Bank management of the institution's procurement function, motivated by the need to respond to a range of internal and external changes in the Bank's procurement environment. Several evaluations point to the value of coordination between procurement and public expenditure reforms, but also to the difficulties of realizing such coordination. Finally, there are queries related to the adaptability of current Bank procurement guidelines to new contexts, such as public-private partnerships (PPPs); technology loans; and small, fragile, or conflict-affected states. These questions have also contributed to the evaluation's design and coverage.Publication Philippines Country Procurement Assessment Report 2012(Manila, 2013)Proper public procurement practices directly reflect good governance. Transparent and effective procurement practices minimize expenditure and create opportunity. Procurement is an enormous component in the process by which governments build infrastructure, such as schools and hospitals. It involves the management of significant amounts of money and is therefore often the cause for allegations of corruption and government inefficiency. The difference between getting public procurement right and doing it wrong has the potential to be either highly rewarding, or highly damaging. In some nations, reforms implemented to improve the efficiency of public procurement have resulted in savings of 1% of a country's gross domestic product. One can see why public procurement is so significant to the development of a country and its people. Citizens have the right to expect their government to spend these funds for the good of the people. In the past, corruption, inefficiency, ignorance, and disorganization have resulted in billions of pesos worth of losses. It is with the importance of these issues in mind that this report is produced to report on the state of procurement in the Philippines today. A 2012 CPAR action plan integrating all the existing and proposed initiatives and recommendations to address the areas for improvement in the Public Procurement System is presented at the end of this report. The action plan provides the road map and agenda for procurement reforms to be undertaken by the government, together with its development partners during 2013-2016. Some of the priorities focus on strengthening monitoring and enforcement and procurement capacity, and improving procurement processes and practices, i.e., (i) implementation of the professionalization program, (ii) implementation of the Agency Procurement Compliance and Performance Indicator, or APCPI and development of mechanisms to enforce compliance, (iii) review and possible revision of the IRR to provide procedures for international competitive bidding, (iv) establishment of an independent complaints or protest review body and development of its governing rules and procedures, and (v) development and implementation of a framework to sustain and ensure CSO participation in procurement monitoring. The Philippine development forum sub-working Group on Procurement will continue to monitor the implementation of the action plan, ensure the availability of funding support and address issues that may arise during implementation.Publication Philippines : Country Procurement Assessment Report(Washington, DC, 2008-10)Every year, the Philippine government spends hundreds of billions of pesos to buy the goods and services it needs to carry out projects and deliver services to its citizens. This money comes from the budget that it funds out of its own revenues and from loans and grants extended by foreign sources such as multilateral development banks and bilateral donors. Deciding how to spend this money is a very important responsibility on the part of government leaders and officials, not only because of the large amounts but also the public trust involved. Citizens and taxpayers have a right to expect that their government will spend these funds wisely and honestly, for the greatest public good. Procurement is a key step in the process of getting the best value for the people's peso. The process involves announcing or advertising what the government needs, inviting qualified parties or individuals to offer their bids, evaluating those bids, awarding contracts to the chosen bidders, monitoring their delivery and performance, paying them and recording the results of the whole process for others to see. It also involves making sure that the bidding is fair and transparent to all, and that anyone with a legitimate complaint can be given speedy justice.
Users also downloaded
Showing related downloaded files
Publication World Development Report 2019(Washington, DC: World Bank, 2019)Work is constantly reshaped by technological progress. New ways of production are adopted, markets expand, and societies evolve. But some changes provoke more attention than others, in part due to the vast uncertainty involved in making predictions about the future. The 2019 World Development Report will study how the nature of work is changing as a result of advances in technology today. Technological progress disrupts existing systems. A new social contract is needed to smooth the transition and guard against rising inequality. Significant investments in human capital throughout a person’s lifecycle are vital to this effort. If workers are to stay competitive against machines they need to train or retool existing skills. A social protection system that includes a minimum basic level of protection for workers and citizens can complement new forms of employment. Improved private sector policies to encourage startup activity and competition can help countries compete in the digital age. Governments also need to ensure that firms pay their fair share of taxes, in part to fund this new social contract. The 2019 World Development Report presents an analysis of these issues based upon the available evidence.Publication The Power of Survey Design : A User's Guide for Managing Surveys, Interpreting Results, and Influencing Respondents(Washington, DC: World Bank, 2006)The vast majority of data used for economic research, analysis, and policy design comes from surveys-surveys of households, firms, schools, hospitals, and market participants, and, the accuracy of the estimate will depend on how well the survey is done. This innovative book is both a 'how-to' go about carrying out high-quality surveys, especially in the challenging environment of developing countries, and a 'user's guide' for anyone who uses statistical data. Reading this book will provide data users with a wealth of insight into what kinds of problems, or biases to look for in different data sources, based on the underlying survey approaches that were used to generate the data. In that sense the book is an invaluable 'skeptics guide to data'. Yet, the broad storyline of the book is something that should be absorbed by statistical data users. The book will teach and show how difficult it often is to obtain reliable estimates of important social and economic facts, and, therefore encourages you to approach all estimates with sensible caution.Publication Zimbabwe(World Bank, Washington, DC, 2019-03-01)This report presents an assessment of Zimbabwe’s agriculture sector disaster risk and management capacity. The findings indicate that Zimbabwe is highly exposed to agricultural risks and has limited capacity to manage risk at various levels. The report shows that disaster-related shocks along Zimbabwe’s agricultural supply chains directly translate to volatility in agricultural GDP. Such shocks have a substantial impact on economic growth, food security, and fiscal balance. When catastrophic disasters occur, the economy absorbs the shocks, without benefiting from any instruments that transfer the risk to markets and coping ability. The increasing prevalence of ‘shock recovery-shock’ cycles impairs Zimbabwe’s ability to plan and pursue a sustainable development path. The findings presented here confirm that it is highly pertinent for Zimbabwe to strengthen the capacity to manage risk at various levels, from the smallholder farmer, to other participants along the supply chain, to consumers (who require a reliable, safe food supply), and ultimately to the government to manage natural disasters. The assessment provides the following evidence on sources of risks and plausible risk management solutions. It is our hope that the report contributes to action by the Government of Zimbabwe to adopt a proactive and integrated risk management strategy appropriate to the current structure of the agricultural sector.Publication Ten Steps to a Results-Based Monitoring and Evaluation System : A Handbook for Development Practitioners(Washington, DC: World Bank, 2004)An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, Non-governmental Organizations (NGOs), civil society, international organizations, and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced results-based monitoring and evaluation of policies, programs, and projects. This handbook provides a comprehensive ten-step model that will help guide development practitioners through the process of designing and building a results-based monitoring and evaluation system. These steps begin with a 'readiness assessment' and take the practitioner through the design, management, and importantly, the sustainability of such systems. The handbook describes each step in detail, the tasks needed to complete each one, and the tools available to help along the way.Publication World Development Report 2014(Washington, DC, 2013-10-06)The past 25 years have witnessed unprecedented changes around the world—many of them for the better. Across the continents, many countries have embarked on a path of international integration, economic reform, technological modernization, and democratic participation. As a result, economies that had been stagnant for decades are growing, people whose families had suffered deprivation for generations are escaping poverty, and hundreds of millions are enjoying the benefits of improved living standards and scientific and cultural sharing across nations. As the world changes, a host of opportunities arise constantly. With them, however, appear old and new risks, from the possibility of job loss and disease to the potential for social unrest and environmental damage. If ignored, these risks can turn into crises that reverse hard-won gains and endanger the social and economic reforms that produced these gains. The World Development Report 2014 (WDR 2014), Risk and Opportunity: Managing Risk for Development, contends that the solution is not to reject change in order to avoid risk but to prepare for the opportunities and risks that change entails. Managing risks responsibly and effectively has the potential to bring about security and a means of progress for people in developing countries and beyond. Although individuals’ own efforts, initiative, and responsibility are essential for managing risk, their success will be limited without a supportive social environment—especially when risks are large or systemic in nature. The WDR 2014 argues that people can successfully confront risks that are beyond their means by sharing their risk management with others. This can be done through naturally occurring social and economic systems that enable people to overcome the obstacles that individuals and groups face, including lack of resources and information, cognitive and behavioral failures, missing markets and public goods, and social externalities and exclusion. These systems—from the household and the community to the state and the international community—have the potential to support people’s risk management in different yet complementary ways. The Report focuses on some of the most pressing questions policy makers are asking. What role should the state take in helping people manage risks? When should this role consist of direct interventions, and when should it consist of providing an enabling environment? How can governments improve their own risk management, and what happens when they fail or lack capacity, as in many fragile and conflict-affected states? Through what mechanisms can risk management be mainstreamed into the development agenda? And how can collective action failures to manage systemic risks be addressed, especially those with irreversible consequences? The WDR 2014 provides policy makers with insights and recommendations to address these difficult questions. It should serve to guide the dialogue, operations, and contributions from key development actors—from civil society and national governments to the donor community and international development organizations.