An Evaluation of the PPDA’s role in ensuring effectiveness ... · PDF filePPDA...
Transcript of An Evaluation of the PPDA’s role in ensuring effectiveness ... · PDF filePPDA...
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An Evaluation of the PPDA’s role in ensuring effectiveness and efficiency of
Public Procurement in the National Development Plan Priority Sectors in
Uganda with a special focus on infrastructure sectors- Roads and Energy
21st May 2014
STRUCTURE OF THE PRESENTATION
1. Background to the evaluation
2. Objectives of the evaluation
3. Evaluation questions
4. Methodology
5. Findings
6. Recommendations
7. Conclusion
PPDA objective:
(a) Ensure the application of fair, competitive, transparent, non-discriminatory and value for money procurement and disposal standards and practices;
(b) Harmonize the procurement and disposal policies, systems and practices of the Central Government, Local Governments and statutory bodies;
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Background to the PPDA Evaluation
(a) Set standards for the public procurement and disposal systems in Uganda;
(b) Monitor compliance of procuring and disposing entities; and
(c) Build procurement and disposal capacity in Uganda. PPDA started its operations in September 2003.
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PPDA Objectives…
1. To assess the effectiveness, efficiency, relevancy and sustainability of procurement interventions undertaken in Uganda since 2003;
2. Identify lessons learnt and provide recommendations for informing future PFM interventions in public procurement; and
3. Draw lessons learnt and propose measures to provide for sustainability of successes realized so far.
Evaluation Objectives
Effectiveness:
• To what extent has PPDA ensured the application of fair, competitive, transparent, non-discriminatory and value for money procurement and disposal standards and practices?
• To what extent has PPDA monitored compliance of procuring and disposing entities including administrative reviews
• Were all functions in PPDA Act implemented? If not, why ‘as desired’ deleted for the purpose of clarity
EVALUATION QUESTIONS
By and large what are PPDA’s notable achievements and accomplishments to date, challenges encountered, and degree of success?
What are the main factors that contributed to the observed success or lack of success e.g. political economy factors, institutional factors, etc.?
Can the observed changes over time (if any) be attributed to PPDA’s role?
What other factors might have contributed to the observed changes?
EVALUATION QUESTIONS
Efficiency questions:
To what extent has PPDA succeeded in harmonizing the procurement and disposal policies, systems and practices?
Relevance:
To what extent has PPDA set standards for the public procurement and disposal systems in Uganda?
EVALUATION QUESTIONS
Was PPDA the best intervention for preventing leakages in public resource use?
What other alternative interventions/mechanisms might have been more appropriate, and why?
Sustainability:
How likely are the achievements of PPDA going to be sustained over time, especially [sustainability of] the procurement and disposal capacity built by PPDA?
What factors are most likely to favour the sustainability of the achievements, and what factors are most likely to limit their sustainability including capacity building
EVALUATION QUESTIONS
Consultative meetings with:
World Bank officials;
Chairperson, of the Evaluation Subcommittee;
Coordinator and members of the Management team;
Executive Director, Coordinator to the assignment, and officials of PPDA;
Officials of PDEs (MoWT, UNRA, MoEM, REA, UEGCL) including officials of PDU, members of contract committee, user department and officials of Department of Procurement Policy Unit,
MoFPED, officials of MoFPED and other stakeholders.
METHODOLOGY
Literature review:
A number of documents were collected from the World Bank and PPDA. Downloads from the PPDA website, GoU websites and Internet ( Annex 2)
Inception Report
Submitted draft inception report on 30 Oct 2012 the Management team;
Presented to Evaluation Subcommittee (ESC) on 22 Nov 2012.
METHODOLOGY
Identified 5 Procurement and Disposal Entities (PDEs) for evaluation namely:
Ministry of Works and Transport (MoWT);
Uganda National Road Authority (UNRA);
Ministry of Energy and Mining (MoEM),
Rural Electrification Agency (REA)
Uganda Electricity Generation Company Limited (UEGCL) in the energy sector.
METHODOLOGY
Sample analysis was carried out to select few contracts as case studies.
The field work was completed in two phases.
The Consultant has captured relevant data using the tools provided in he inception report.
The captured data was further analysed to identify impact of PPDA on procurement practices in public sector
METHODOLOGY
The Consultant visited select infrastructure sites, and also interacted with various functionaries and stakeholders during the field visits;
METHODOLOGY
Since 2003 (inception of PPDA), the procurement thresholds have not been revised to take into account inflation and fluctuation in conversion rate of currency;
Approval from Contract Committee is required at almost all stages of the procurement cycle;
There is delay in obtaining Solicitor General’s approval for contracts above Ushs 50m;
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Findings
The procurement plan (PP) is not used as monitoring tool systematically.
Current template of the PP does not have provision to track salient dates between approved, revision(s), if any;
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Findings
There is an absence of specialized Standard Bidding Documents for Infrastructure Sector such as Design and Build, performance based contracting etc;
There are multiple audits by oversight agencies and compliance check by the PPDA.
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Findings
Recommendations Action Time Frame Remarks
(i) Revise the guidelines on
threshold, this enables the PDEs to
procure their requirement with
greater ease
GoU, MOFPED,
and PPDA
Immediate Policy
(i) Optimize number of procurement
methods and append new methods
such as PPP, performance based
contract in particular to
infrastructure sector
GoU, MOFPED,
and PPDA
Short Term Policy
(i) Accordingly develop Standard
Bidding Documents (SBD)s
suiting the various procurement
methods: ‘One fit for all’ to ‘Best
fit for purpose’;
GoU, MOFPED,
and PPDA
Short Term Policy
(i) Revise the procurement plan
format in line with the
Development partners and ensure
that it is used for monitoring
purpose too;
PPDA Short term Regulatory
(i) Introduce the concept of
expenditure in pipeline,
expenditure in commitment,
expenditure in progress, and
completed expenditure to link
planning, budgeting, procurement,
and implementation
GoU, MOFPED,
and PPDA
Short Term Policy
(i) Develop standard description and
unit rates for Works contracts and
periodically update these rates to
reflect the market rates;
GoU, MOFPED,
and PPDA
Short Term Policy
Recommendations and Action Plan
Table 2: Action Plan
(i) Issue a guideline/circular
in addition/revision of
existing one on material /
non material deviation,
on evaluation
methodology, in
particular with reference
to preliminary
examination and
administrative
compliance;
PPDA Short
term
Regulat
ory
(i) Advised to develop
evaluation user guide;
generic formats would
reduce the delays in
evaluation;
PPDA Short
term
Regulato
ry
(i) Use Procurement
Performance Monitoring
tool effectively to
generate useful reports
and facilitate
dissemination;
PPDA Periodic
/ Regular
Regulato
ry
(i) Issue an Amendment to
Act (Section 34 (o) and 34
(j) to improve sharing of
information between the
5 sub-entities of the PDEs,
GoU,
MOFPED,
and PPDA
Short
Term
Policy
Advised to develop evaluation user guide; generic formats would reduce the delays in evaluation;
Use procurement performance monitoring tool effectively to generate useful reports and facilitate dissemination;
Issue an Amendment to Act (Section 34 (o) and 34 (j) to improve sharing of information between the 5 sub-entities of the PDEs, PPDA and the Government
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Recommendations-3:
Facilitate coordinated procurement of aggregate requirement emanating from PDEs or various User Departments within a PDE to obtain the benefits of economy of scale;
Undertake studies to develop and implement useful procurement practices
Undertake market research to provide information to the Government and the individual procuring entities on items and sources;
Be the initiator of implementation of e-procurement
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Recommendations-4:
In conclusion, adherence and degree of compliance to the legal frame work requires significant improvement by all the stakeholders, inter-alia, PDEs and providers, with enabling, conducive, and periodic, review of legal framework in response to and in anticipation of the changes in the landscape of public procurement and business practices. This would further strengthen the existing system and essentially meet the basic tenets and the primary objectives of the public procurement system.
CONCLUSION