2012年-世界发展银行全球_Kyrgyz_Republic___Country_Procurement_Status_Review_118页_955kb

报告摘要

Kyrgyz Republic Country Procurement Status Review Summary

Core Content

The Country Procurement Status Review (CPSR) report, prepared by a joint World Bank (WB) and Asian Development Bank (ADB) mission in February 2012, evaluates the public procurement system in the Kyrgyz Republic. It aims to analyze the current legal, institutional, and operational framework of public procurement, identify areas for improvement, and propose an action plan for reform.

The report is based on a comprehensive review of legal documents, stakeholder consultations, and discussions with government and donor representatives. It outlines the key findings and recommendations, with a focus on enhancing transparency, efficiency, and accountability in public procurement.

Main Objectives

To analyze the strengths and weaknesses of the Kyrgyz public procurement system using international baseline indicators.
To identify key areas for improvement and prepare an action plan for reform.
To provide input for future WB and ADB operations, including education SWAp, governance reforms, and procurement system strengthening via multi-donor trust funds.

Key Findings

The Public Procurement Law (PPL) is the main legal instrument, but it lacks implementing regulations and is not fully aligned with international standards.
The Authorized Body (not clearly defined in the PPL) is currently the Ministry of Finance (MOF) through the Public Procurement Methodology Department (PPMD). However, its functions and responsibilities are not fully reflective of the PPL.
There are two committees within the PPMD for handling complaints and unreliable contractors, but they lack independence and do not make final decisions.
Procurement data collection is not systematic, and there is no formal mechanism for reporting or monitoring procurement activities.
Procurement competence among government officials is low, and training is insufficient and not supply-driven.
The Chamber of Accounts (CA) has weak audit capacity and lacks training in international standards.
The MOF Division on Internal Audit (DIA) is understaffed and lacks training in procurement-related audit practices.
The Anti-Corruption Service has broad authority but lacks evidence of successful prosecution and punishment of corrupt practices.
Civil society is active in monitoring public procurement, but there is no dedicated council for this purpose.

Key Recommendations

Revise the procurement legislative framework to ensure it is comprehensive, consolidated, coordinated, and aligned with international standards.
Prepare a national strategy for improving the public procurement system over the next several years.
Publish annual comprehensive procurement reports and make them available to the public.
Establish an effective procurement help desk within the PPMD.
Strengthen the capacity of the MOF Training Center to provide procurement-related training.
Develop an e-Procurement strategy and implement a clear action plan with defined roles, responsibilities, timelines, and cost estimates.
Enhance transparency in complaint review mechanisms by mandating the publication of decisions under the PPL.
Create a dedicated Civil Society Council for public procurement to ensure oversight and accountability.
Establish a public procurement performance improvement group involving government, private sector, and civil society representatives.

Quick Wins

Prepare a multi-year strategy for public procurement improvement.
Set up an effective help desk at the PPMD.
Strengthen the MOF Training Center to deliver relevant procurement training.
Implement an e-Procurement strategy with a clear roadmap.
Improve transparency in complaint review by publishing decisions.
Publish an annual procurement report with statistical and analytical data.
Conduct a one-year training program for at least 500 public officials involved in procurement.

Institutional and Legal Context

The procurement system is decentralized, with procurement responsibilities delegated to various government agencies.
The PPL is the primary legal instrument, but it is not fully operational due to the lack of implementing regulations and outdated secondary legislation.
The PPMD is responsible for procurement methodology and oversight, but its capacity is limited and its independence is questionable.
The CA and DIA are responsible for audit and oversight, but both lack adequate training and resources.
The Anti-Corruption Service has broad powers but limited evidence of effective enforcement.

Donor Involvement

The report includes input from various donors, including the WB, ADB, EU, UNDP, USAID, and the Islamic Development Bank.
The e-GP (Electronic Government Procurement) system is being considered for implementation through the PPMD.
The multi-donor trust fund supports procurement system strengthening efforts.

Conclusion

The CPSR report highlights the need for a comprehensive reform of the Kyrgyz Republic’s public procurement system. While the GOK recognizes the potential of e-procurement and has made efforts to improve procurement capacity, the system still suffers from legal and institutional gaps, lack of transparency, and insufficient training. The report recommends a series of actions to enhance the system's performance and align it with international good practices.