how to get to… - difi · anskaffelseskonferansen 2015 ... government procurement as share of gdp...
TRANSCRIPT
The view from outsideThe main challenges
How to get to…Well-advanced and well-functioning public procurement systems
Paulo MaginaHead of the Public Procurement Unit, OECD
Anskaffelseskonferansen 2015Difi, Oslo, 5 Nov. 2015
Contents
• Public Procurement matters….
• The 2015 OECD Recommendation on PP
• Strategic Public Procurement
• CPB’s
• The case of Portugal
• It stands as a crucial pillar of strategic governance for any government body;
• It is also a high-risk area due to the closeinteraction between private and public spheres
• Governments face the challenge of ensuring that different objectives are clear, work together and overlaps or conflicts are avoided.
Public Procurement matters
4
Government procurement as share of GDP and of total govt. expenditures
5Source: OECD National Accounts Statistics. (2013)
% %
France
IrelandSloveniaMexico
ItalyPortugalGreece
AustriaBelgiumDenmark
SwitzerlandSpain
OECD (WA)Luxembourg
HungaryPolandNorway
United States
Slovak RepublicFinland
United KingdomSwedenIceland
EstoniaCzech Republic
AustraliaGermany
IsraelCanada
NetherlandsKoreaJapan
New Zealand
29.0
0 10 20 30 40 50as share of total government expenditure
12.1
0.05.010.015.020.025.0as percentage of GDP
Public Procurement really matters
And it matters for everyone
6
• For the private sector, public sector efficiency is the second business priority area for reform after product market regulation. And public procurement the top priority in this sector:
BIAC Economic Survey, 2014
Participation
Efficiency
Capacity
Integrity
Access
Balance
E-Procurement
Evaluation
Risk Management
Transparency
Integration
Accountability
7
The 2015 Recommendation on Public Procurement: 12 integrated principles
• Vision: An international reference for public procurement standards, good practice and forward-thinking
• Implementation of the Recommendation 2015-2018
Implementing the 2015 Recommendation:Encompassing OECD procurement activities
- Building evidence: - Assessment tools, MAPS- Key performance indicators- Strategic use of PP =>
Green, SME, innovation - Professionalisation- G@G- eProcurement
- Toolbox - innovative, practical, collaborative solutions
Data
Policy instrument
Toolbox
Reviews
Network
8
9.2 Strategic public procurement
Development of Procurement StrategyPolicy for Secondary Policy Objectives
Source: 2014 OECD Survey on Public Procurement10
6%3%
6%
50%
35%
91%
Green Public ProcurementNever been developed
Has been rescinded
Developed by someprocuring entities
Developed at thecentral level
Developed at thecentral level and bysome procuring entities
9%
13%
56%
22%
91%
Support to SMEs
12%
16%
56%
16%
88%
Support to procure innovative goods and services
9.2 Strategic public procurement
Mandatory Use of Public Procurement for Secondary Policy Objectives (2012 vs 2014)
Source: 2014 OECD Survey on Public Procurement11
s and services
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Green publicprocurement
Support to Smalland MediumEnterprises
Support toprocure
innovativegoods andservices
No, it is not mandatory andtargets are not in place
No but it Is subject todefined targets
Yes, it is mandatory buttargets are not defined
Yes, it is mandatory andtargets are defined
38%
26%
<2014>
52%
30%
12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Green publicprocurement
Support toSmall andMedium
Enterprises
Support toprocure
innovativegoods andservices
Yes, it ismandatory
<2012>
69%
<Support for innovative goods and services>
FinlandUnited States
No : 60.7%
Yes: 39.3%
9.2 Strategic public procurement
Measuring of the results
Source: 2014 OECD Survey on Public Procurement
<Support for Green public procurement> <Support for SMEs>
12
Spain
No : 31.0%
Yes: 69.0%
Spain
No : 37.9%
Yes: 62.1%
9.4 Central purchasing bodies
Source: 2014 OECD Survey on Public Procurement
Legal Status of CPBs
14
Ireland
Under Ministry:28.1%
Government Agency:43.8%
No CPB:12.5%
State‐owned Enterprise:
15.6%
9.4 Central purchasing bodies
Role(s) of CPBs
Source: 2014 OECD Survey on Public Procurement15
79%
79%
29%
36%
0% 20% 40% 60% 80% 100%
CPBs act as manager of the national system awardingframework agreements or other consolidated
instruments, from which contracting authorities thenorder
CPBs act as a contracting authority aggregating demandand purchasing
CPBs establish policies for contracting authorities
CPBs coordinate training for public officials in charge ofpublic procurement
electronic Public Procurement: set in the context of a broader legal and economic reform of public procurement2007/2012Pressure from the market. Lack of openness and transparencyOpportunity to improve efficiency in public administration.
17
The Public Procurement Reform
19
The winner partnership towards the big change
The success factorsReform Pillars (Modern Law, CPB, eProcurement tools, FAs)
Changing model: Legal, Economic, Social, Marketing
Setting additional objectives: Economic and Green Procurement
Confidence and Trust in the security of eProcurement platforms
Top Level Government Commitment
Private Sector Support
Public Administration Involvement (central and local)
Portugal did ITHow to get reform project right
19
20
The success of the Public Procurement reform in Portugal is by far dueto the constructive commitment of all stakeholders. All stakeholdersinvolved in PP trust the system and its tools and see it as a value addedimprovement.
Players involvedContracting Entities | Economic Operators | Public eTendering Platforms |External Auditors for Platforms’ compliance | National Certification Officefor e‐Tendering Platforms | National Agency for Public Procurement |National Portal for Public Contracts: Base – InCI | Universities | TrainingInstitutes | Lawyers | PP external consultants | Court of Auditors |Administrative Courts | Media | PR & Press | Political Institutions | EU |Citizens
Aggregation, centralization of demand and the creation of the CPB helped delivering the change towards e‐Procurement
Portugal did ITHow to get reform project right
20
21
The national public procurement system (CPB)14 Ministerial Purchasing Units, +1 800 Entities mandatory, +600 voluntary (municipalities, other public entities)
Over 30 Framework Agreements concluded
800 millions of annual public expenditure covered (80% of total)155 M€ in savings 2009‐2012, around 16%
266 contractors, +70% SME’s
The eProcurement usageMandatory since Nov.2009, 7 private eTendering platforms
In 2013, 39 776 procedures, 5 000 M€, 70% of total value
In 2013, Manchester index of 87 % (above EU thresholds)
21
Portugal did ITKey figures
(1)Clarity of objectives (for the system)
(2)Legislative environment
(3) Institutional context and governance
(4)Visibility and accessibility of the system to users
(5)Technical functionality/ergonomy
(6) Interoperability and links with other systems
(7)Resources available to the system owner/manager tomaintain and develop the system
(8) Information completeness and quality
How to get the project rightThe critical dimensions of an e-P system
PP LawyersPublic Procurers
Trade AssociationsPARTNERS
&MULTIPLIERS
OF INFORMATION
TRAINERS
DECISIONMAKING
+INTERNAL
COM
REFORM OWNER
Legal CommunityPublic Administration
Suppliers, SMEs
less knowledgeable
more knowledgeable
MEDIA
PUBLIC AT LARGE
Training Programmes 24
How to get the project rightCommunication matters… the megaphone
For more information on OECD work on public
procurement and integrity
www.oecd.org/gov/ethics/public-procurement.htm