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The World Bank Group and public procurement : an independent evaluation (Inglês)

This evaluation provides an overview of the World Bank’s procurement systems and practices by the Independent Evaluation Group (IEG) informs the Bank’s ongoing self-assessment of its procurement system and provides suggestions for future directions. Given the critical role of procurement in the efficiency of client countries’ public expenditures, IEG first focuses (Volume I) on the extent to which the Bank has helped its clients develop better procurement capacity and improve their public procurement systems. Second, because World Bank operations are dominated by investment lending, Volume II of the report examines the extent to which Bank procurement guidelines and processes help support its own goals of competition, economy, efficiency, and transparency in the execution of Bank projects. The Bank’s wide array of efforts to support training and capacity building for procurement in client countries was fragmented and focused substantially on legal and regulatory reform. Reforms were supported by extensive use of policy-based lending and grants. There is limited evidence of systematic integration of procurement into the wider context of effective public expenditure. The Bank could better support capacity building for procurement through country-level strategies, the use of lending instruments adapted to providing hands-on assistance, and a fi ne tuning of its present diagnostic instruments. Regarding development impact and the Bank’s own lending, IEG finds that present Bank procurement guidelines (hereinafter referred to as Bank Guidelines) are broadly adequate instruments for Bank lending, including new areas of lending. IEG finds that there is need for review of select provisions, for example, on consultant selection or new and complex forms of procurement, such as in information and technology projects or public-private partnerships (PPPs). Bank procurement processes, in contrast, are time consuming and have posed difficulties because of inflexibilities in interpretation. Process change requires better monitoring, clear standards, and changes in incentives that would lead to the exercise of reasonable judgment and less risk aversion. There is a significant need to improve Bank procurement processes in two areas: the setting of monitorable service standards and the introduction and use of procurement monitoring tools. These are imperative to help the Bank track the achievement of procurement goals such as economy, efficiency, and value for money. With such tools the Bank could make major global contributions to information on markets, suppliers, and prices, thus contributing to open data, benchmarking, and knowledge objectives.

Detalhes

  • Autor

    World Bank

  • Data do documento

    2015/02/06

  • TIpo de documento

    IEG Evaluation

  • No. do relatório

    94315

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Mundo,

  • Região

    Regiões Mundiais,

  • Data de divulgação

    2015/02/13

  • Disclosure Status

    Disclosed

  • Nome do documento

    The World Bank Group and public procurement : an independent evaluation

  • Palavras-chave

    Fragile and Conflict Situations;European Bank for Reconstruction and Development;procurement system;Fragile & Conflict-Affected States;information and communication technology;spectrum of risk;poverty reduction support credit;program for procurement reform;community management of resource;Legal and Institutional Reform;committee on development effectiveness;Committee for Development Effectiveness;Integrated Risk Management;public financial management system;procurement capacity;procurement process;Public Expenditure Management;private sector supplier;institutional development fund;country case study;Development Policy Loan;public procurement practice;Public Procurement System;Development Policy Operation;human capacity development;international financial institution;multilateral development bank;national procurement system;public sector reform;establishment of institutions;private sector stakeholder;public procurement law;Work Program Agreement;local government staff;management of procurement;civil service salary;Procurement Risk Assessment;learning by doing;information on market;bid evaluation criterion;regional development bank;public procurement market;types of procurement;transfer of responsibility;millennium challenge;linear regression analysis;Standard Bidding Documents;political economy considerations;extension of contract;distribution of work;conflicts of interest;national government agency;european investment bank;civil service capacity;privileges and immunity;civil service cadre;civil society oversight;financial management reform;management of risk;Country Systems;investment lending;procurement staff;contract management;field visits;Procurement Policy;procurement method;domestic preference;prior review;

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