ISLAMIC REPUBLIC OF AFGHANISTAN MINISTRY OF FINANCE · تیروهمج یملاسا...
Transcript of ISLAMIC REPUBLIC OF AFGHANISTAN MINISTRY OF FINANCE · تیروهمج یملاسا...
دافغانستان اسالمی جمهوریتجمهوری اسالمی افغانستان
ISLAMIC REPUBLIC OF AFGHANISTAN
MINISTRY OF FINANCE
PROCUREMENT POLICY DIRECTORATE
AFGHANISTAN
AFGHANISTAN
•Landlocked and mountainous
•South Asia
•Heart of Asia
•Connecting South & East Asia with Central & Western
Asia
•Area: 647,500 Km2
•Population: 30 M (2005 est)
•border countries: China 76 km, Iran 936 km, Pakistan
2,430 km, Tajikistan 1,206 km, Turkmenistan 744 km,
Uzbekistan 137 km
•GPD per Capita: $ 678
PUBLIC PROCUREMENT REFORM
May 2003 –Procurement review carried out and a number of
serious constraints were identified
• Limited procurement capacity at all levels
• Lack of best International practice based Legal Framework
• Lack of ownership of procurement
• No consistency in the structures of the line ministries
• Lack of adequate Standards in procurement
The main priority/recommendations were as follows:
• Preparation of public Procurement Regulation
• Establishment of Procurement Policy Unit
• Adaption of regulations, SBDs to implement the PPL
• Capacity Development Program on procurement
• Institutional Development/arrangements
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PUBLIC PROCUREMENT REFORM
Procurement Policy Unit • established August, 2006
• policy and professional development, and as a performance monitoring organ in the field of procurement
Focusing on• Regulatory Framework
• Institutional Development
• Capacity Development
• PMIS (e-GP)
Objectives• establish and ensure continuity of a transparent, accountable, efficient and effective
IT based Public Procurement System in the country, based on sound legal andinstitutional framework where all the public procuring entities have fully developedcapacities to perform their full procurement function.
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PUBLIC PROCUREMENT REFORM
Regulatory Framework
• Public Procurement Law – October 2005 (amended twice and 3 time under process• Rules of Procedures for Public Procurement• SBD for Goods• SBD for Civil works (small)• SBD for Civil Works (Large and Plants)• RFP• SBD for Non-Consultancy Services• SBD for Health Sector• SRFQ for Works and Goods• Operational Manual for Appeal Review Mechanism• Operational Manual for SPC• 55 Policy Circulars
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PUBLIC PROCUREMENT REFORM
Capacity Development
• Since December, 2007 – Training Institute with 15 staff
• Standard Basic Training – 2 week
• Standard Intermediate Training – 3 weeks
• Special/Short Term trainings – 3 to 4 days
• 25 Procurement Capacity Building Officers (PCBOs)
• 25 Procurement Controllers in 45 procuring entities
• 50 Procurement Specialists
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CAPACITY BUILDING
3300
1326
1016230177
6049
Total
Basic
Intermediate
Special
Short term
PMIS
Total
1663
728
1016230177
3814
Central (Dec 2007 -Dec 2013)
Basic
Intermediate
Special
Short term
PMIS
Total
1637
598
000
2235
Provincial (Dec 2007 - Dec 2013)
Basic
Intermediate
Special
Short term
PMIS
Total
Institutional Development : This Includes
Standardize and unify the Procurement
Department Structure
Revising the Structure based on volume of
work and budget
Revising TORs
22 line Ministries have been completed
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PUBLIC PROCUREMENT REFORM
Institutional Development: This Includes
• Standardize and unify the Procurement Department Structure
• Revising the Structure based on volume of work and budget
• Revising TORs
• 22 line Ministries have been completed
Procurement Management Information System (PMIS)
• automated functions for communication
• document management and Procurement Information
• Enable users to develop monitoring & evaluation skills
• Support different stake holders & making decisions by providing data and feed back
• Develop a system of communication between various stake holders on procurement
information to ensure a two-way flow of information
• Institute a mechanism of data analysis & information processing to fast track the
implementation of the new procurement Law
PUBLIC PROCUREMENT REFORM
PUBLIC PROCUREMENT REFORM
PMIS Cont.
• facilitate compatibility of sharing information in local languages, simplifying the procedures, and reduction of costs in procurement practices.
• create a website for dissemination of information on public procurement in Afghanistan.
Public Web Portal: To provide the online facility of easy public access to standard procurement documents including:
• Procurement Law• Standard Bidding Documents• Appeal and Review• PPU Circulars• Procurement Rules of Procedures
PPU PMIS Modules: To provide PPU with online services including:
• Monitoring / Reporting of procurement activities within procurement entities.• Preparing the list of Debarred Bidders.• Adding new procurement entities.• User Registration/Management• News Management• Training Registration Management
PUBLIC PROCUREMENT REFORM
PMIS Cont.
PMIS Modules for Line Ministries: To provide electronic services for Procurement Entitiesincluding:
• Procurement Plan Submission• Entering the Procurement Monitoring Data• Bidders Registration• Contract Awards• Bidding Opportunities
Public PMIS Modules: To provide a data dissemination facility by dynamic contents to public users including:
• List of Registered Bidders• List of Debarred Suppliers• Bidding Opportunities• Contract Awards• Registering for Training
DATA FROM PMIS
111 230
2793 2578
3381
0
500
1000
1500
2000
2500
3000
3500
4000
2010 2011 2012 2013 2014
Procurement plans
Procurement plans
PERFORMANCE DATA FROM PMIS
35 51
642 623
166
0
100
200
300
400
500
600
700
2010 2011 2012 2013 2014
Procurement Monitoring
Procurement Monitoring
PERFORMANCE DATA FROM PMIS
33 4
445
1200
118
0
200
400
600
800
1000
1200
1400
2010 2011 2012 2013 2014
Awarded contracts
Awarded contracts
28
500531
100
0
100
200
300
400
500
600
2010 2011 2012 2013 2014
Registred bidders
Registred bidders
PERFORMANCE DATA FROM PMIS
PERFORMANCE DATA FROM PMIS
359
309
66
0
50
100
150
200
250
300
350
400
2012 2013 2014
Bidding Opportunities Statistics
PERFORMANCE DATA FROM PMIS
30
31
32
33
34
35
36
37
Debarred bidders Under process
Debarred Bidders
PERFORMANCE DATA FROM PMIS
1556
36
105
6
128
459
59
Procurement Process in Days maximum to publish a bid invitation after it hasbeen approved (rare case)
minimum to publish a bid invitation after it hasbeen approved
the average it takes to evaluate a bid after ithas been received. 40% take over 45 days
the maximum number of days it takes toevaluate a bid after it has been received. 40%take over 45 daysMinimum it takes to evaluate a bid after it hasbeen received
the average it takes to complete the wholeprocurement process. 67% take over 100 days
the maximum it takes any ministry to completethe whole procurement process
the minimum it takes any ministry to completethe whole procurement process.
PERFORMANCE DATA FROM PMIS
0
100
200
300
400
500
600
700
800
900
1000
Procurement by Method
Open Tendering
Resticted tendering
Single Source
RFQ
Total
PUBLIC PROCUREMENT REFORM
Special Procurement Commission (SPC)
• Established under PPL
• Unlimited authority under the Law to grant approval for procurement contracts
• Referred to SPC when beyond the Award Authority thresholds
Members
• Minister of Finance – Member and Chairman
• Minister of Justice – Member
• Minister of Economy – Member
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PUBLIC PROCUREMENT REFORM
Contract Management Office (CMO)
• Established as per PPL
• Provides secretariat support to SPC in reviewing the documents
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APPEAL AND REVIEW MECHANISM
Administrative Review Committee
• Established as per PPL
• Review bidders’ complains
• Take Decisions
Members
• Public and Private Sector
23
0
10
20
30
40
50
60
70
80
90
100
2007 2008 2009 2010 2011 2012 2013 Total
Complains
Complains
NATIONAL PROCUREMENT CONFRERNCE
When
• November 05, 2013
Participants
• Ministers
• Deputy Ministers
• Ambassadors
• Heads of Donor Agencies
• Heads of Procurement
Agenda
• Impact of Procurement on Budget Execution and on “on-budget” finance
• Procurement performance and related data
• Implementation of Procurement law, Build Capacity to Decentralize Procurement
Conference Outcome
• Synchronise all ministries to execute an IT based public procurement management with “one
procurement voice” (law, policies and implementation).
• Concrete actions by removing unnecessary approval layers, empowering procurement staff, and
streamlining procurement performance to establish firm accountability of all funds expended in budget
execution affecting procurement to prevent waste, fraud and abuse.
• Remain within defined roles and responsibilities and act within the confines of the Constitution
concerning procurement.
FUTURE PLAN
Regulatory & Legal Framework
• Issuance of SBDs in Pashto Language
• Simplify Bidding Documents
• Prepare Procurement Manual
• Prepare Regulation on PPP
• Prepare Regulation on Reverse Auction
FUTURE PLAN
Capacity Building
• Strengthen/revise Training Curriculum for Basic and Intermediate
• Prepare Advance Standard Training Curriculum
• Develop Professionalized Procurement Module as Diploma courses
FUTURE PLAN
Institutional Development
• All Ministries, independent Directorates and Provinces.
FUTURE PLANPMIS
• e-Bid Submission
• e-Contract Management
• e-Purchasing
• Reverse Auction
• E-Learning
BOTTLENECKS• Low level of participation in PMIS by line Ministries
• Low capacity and National and Particular at Sub-National Level
• weak ICT infrastructure
• Resistance to Change
• No dedicated staff for PMIS data entry
• Extra steps in the procurement process introduced by ministries that have no basis in
law
• Interference in procurement decisions by senior management
• Interference by agencies having no mandate
• Lack of understanding of procurement law among senior management
• Fear of prosecution by AGO and other investigative bodies
• Lack of authority of procurement officers
• No Harmonization of Procurement Guidelines among the Donors
• Lack of Coordination among the Donors
• Lack of Power Delegation/Trust
• Absence of Incentive/Reward Mechanism
• Lack of Procurement Expertise
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STEPS TO ADDRESS THE BOTTLENECKS
• Effective dialogue between MOF, other ministries and key business associations to
improve transparency and trust in public procurement
• Mitigation/reduction of undue influences on contracting officials
• Determine the best way to synchronize all ministries to execute on public procurement
With one procurement voice” (law, policies and implementation)
• Review procurement thresholds to avoid signature excess
• Establish viable Procurement Offices within Provincial and Governor’s Offices
• Determine how to reduce centralization and empower procurement staff
• Build capacity at sub-national level
• Devise strategies to organize and energize sub-national markets for goods and services
• Strengthen and Expand the Capacity Development Program
• Harmonization of Donor Guidelines and use of Country System
• Build the Procurement Capacity of the Investigating bodies.
• Apply reward and punishment mechanism
• Enhance the Procurement Knowledge among senior management