As part of the Bank’s ongoing effort to adapt to the changing needs of client countries, the Bank is modernizing its procurement framework. This will help us deliver stronger project results while maintaining the integrity and high standards of our procurement framework.
The two key elements of this transformation in Bank procurement involve the Procurement Policy Reform, to take effect in 2016, and STEP, the Bank’s new electronic procurement planning and tracking platform.
On July 21, 2015, the World Bank’s Board of Executive Directors approved the new Procurement Framework, which will go into full implementation during 2016. This new framework allows the Bank to better and more effectively meet the varying needs of clients by ensuring greater flexibility and choice of methods. Alongside the new framework, an electronic platform, Systematic Tracking of Exchanges in Procurement, branded as STEP, is being rolled out and will be implemented worldwide in the coming months.
This system jointly developed by Operations Risk Management (OPSOR) within Operations Policy and Country Services (OPCS), the Global Governance Practice (GGP), and Information Technology Services (ITS) departments, is a cornerstone of the World Bank Group’s procurement reform efforts and goes hand-in-hand with policy and procedural changes.
The World Region
Fighting corruption was at the center of the 16th International Anti-Corruption Conference in Putrajaya, Malaysia that ended in September. Not surprisingly, Open Contracting, an approach to bring deals between governments and businesses into the open, was identified as a key tool in fighting corruption in the Putrajaya Declaration that emerged from the Conference.
As contracts cut across sectors, every service a government provides can be affected by it. Life saving medicines, and schools buildings, and infrastructure projects such as roads, ports, bridges, estimated at US $1 trillion worth, provide opportunities for agreements behind closed doors that can harm societies in the long-term.
Recently, I participated in an ODI-organized conference on ‘Driving change in challenging contexts’. The ongoing refugee crisis in Europe as well as the adoption of the SDGs is bringing efforts to revive and accelerate development in challenging contexts to the forefront of political attention.
Progress in such contexts is inevitably difficult. But actual practices are also still far from the possibility frontier of what could be done. Four issues stand out:
Tuesday, Oct. 13th | 9:00 - 1:00 EST
International Finance Corporation Auditorium, Washington, DC
Tuesday, October 13th
IFC Auditorium | 2121 Pennsylvania Ave. NW, Washington DC
Just three months after the deadly Ebola Virus touched down in Nigeria, the country was pronounced “Ebola free” by the World Health Organization. In a country with a mobile population of more than 173 million, mixed progress in public health outcomes and challenges in government coordination and delivery, this is a remarkable case of delivery despite the odds, with international assistance playing an ‘arm’s length’ role and Nigerians taking the lead.
But it doesn’t always take a crisis to align the interests of politicians, institutions and the public like this. We recently attended the Overseas Development Institute’s ‘Driving change in challenging contexts’ event where participants presented several cases of how governments delivered despite the odds.
The civil society members of the Open Government Partnership (OGP) steering committee are proud to announce the inaugural OGP Government Champion Award!
In late June, we sent two of our bravest colleagues, Marta and Marcelo, on a daring mission into the Tundra, close to the Arctic Circle. Even though the temperature was in the mid-80s (mid-20s Celsius), you could feel the glacial breezes. Since our unit focuses on Latin America and the Caribbean, you might wonder what brought them so far north.
The team had arrived in Toronto, Ontario with a mission: to learn more about shared corporate services (SCS) and their potential application to save costs and improve government efficiency in other parts of the world.
In the late 90s, reeling from a financial crisis, the provincial government of Ontario was faced with a daunting task: to cut a third of its administrative budget in one year. In other words, they had to do more with less. Over the next decade the government managed to save C$43 million in direct costs and C$227 million through efficiency gains. Their secret was an innovative solution borrowed from the private sector.
This is an important week: it marks both International Right to Know Week and the week of the United Nations’ summit for the adoption of the post-2015 development agenda.
At this meeting, The UN’s Sustainable Development Goals (SDGs) are expected to be adopted. Among these goals is Goal 16, Target 10 – to ensure public access to information and protect fundamental freedoms, in accordance with national legislation and international agreements.
Inclusion of this target recognizes that incredible progress has been made on the right to know--over one hundred countries worldwide already have made significant progress towards achieving this target and other countries are actively discussing the passage of access to information laws--and that there is still more work to be done.
Among the findings in a recent report of the Independent Evaluation Group entitled ‘World Bank Group Engagement in Resource-Rich Developing Countries: The Cases of the Plurinationational State of Bolivia, Kazakhstan, Mongolia and Zambia’ was that: “The World Bank’s programs often lacked attention to the demand side of reforms, including building partnerships and maintaining communications with stakeholders beyond the executive branch of government.”
This finding caught my eye because, given my own experience with a number of particularly assertive governments, I know that the more important issue, and where the real accountability lies, is for governments themselves to pay attention to the demand side, in other words that they listen to their own citizens.
Efficiency. Competitiveness. Innovation. Integrity.
Do these words come to mind when you think of State-Owned Enterprises (SOEs)?
From June 2-3, 2015 in Santiago, Chile, over 100 representatives of governments, SOEs, and academia from 13 countries came together to discuss how to advance these ideals, at the fourth Annual Meeting of the Latin American Network on Corporate Governance of State-Owned Enterprises, co-organized by the World Bank, the Organisation for Economic Co-operation and Development (OECD), and the Latin American Development Bank (CAF).
SOEs are commercial enterprises owned by governments, in full or in part. , national expenditures, employment, and government revenues.