2005年-世界发展银行全球_Philippines___Country_Procurement_Assessment_Report_Second_Update_84页_598kb

Philippines Country Procurement Assessment Report (2nd Update)

Core Content

The Country Procurement Assessment Report (CPAR) 2nd Update, published in August 2005, is a follow-up to the original CPAR from June 2002 and its first update in November 2003. It assesses the progress of public procurement reform in the Philippines, identifies remaining challenges, and outlines measures to address weaknesses in the system.

The report highlights that 95% of agreed actions were either completed or ongoing as of November 2004, with only 5% still open. These actions were aimed at improving transparency, efficiency, and accountability in the procurement process. The Government Procurement Policy Board (GPPB), led by Undersecretary Laura B. Pascua, played a central role in the reform process, with strong government ownership and support from development partners such as the World Bank, ADB, and JBIC.

Main Objectives

The second update mission, conducted from November 2 to 5, 2004, had the following objectives:

• To assess the progress of procurement reform and identify priority areas for the next three years.
• To review the status of the Philippines' Procurement Harmonization Program.
• To evaluate international experiences in procurement monitoring and performance measurement.
• To strengthen the roles of civil society organizations (CSOs) and the private sector in ensuring the sustainability of reforms.

Key Achievements

National Level

• The Government Procurement Reform Act (RA 9184) was enacted in 2003, with its Implementing Rules and Regulations (IRRs) issued in the same year.
• A single oversight body, the GPPB, was established.
• Government Electronic Procurement System (G-EPS) became mandatory for all procurement processes.
• Annual Procurement Plan was introduced to link procurement planning with budgeting.
• Standardized bidding procedures and forms were developed, aligned with international best practices.
• Protest mechanisms, sanctions, and legal assistance for procurement officials were put in place.
• Training programs for procurement staff and the Commission on Audit (COA) were initiated.
• Professionalization of procurement officials was encouraged.

Local Government Units (LGUs)

• The procurement law repealed sections of the Local Government Code related to procurement.
• A training program for LGUs was implemented, covering 80% of local government units.
• The Bids and Awards Committee (BAC) was institutionalized in LGUs.
• Procurement monitoring systems were introduced at the local level.
• Concerns remain about record-keeping, training quality, and performance monitoring in LGUs.

Key Sectors

Health Sector

• All agreed actions were completed, except for the decentralization of procurement.
• A BAC was established in health development centers.
• Annual Procurement Plan and procurement monitoring system were institutionalized.
• Training programs and contract distribution system are needed for further improvements.

Education Sector

• Most agreed actions were completed, including the adoption of competitive bidding for textbooks.
• The Department of Education (DepEd) is now focusing on creating a Procurement Service Unit and operating a national textbook delivery program.
• Capacity building in procurement planning, records management, and project management is still required.

Public Works Sector

• Several key actions were completed, including the computerized eligibility screening, amendments to the Arbitration Law, and value engineering.
• Remaining actions include rationalization of licensing procedures, strengthening quality assurance, and specialized training on cost estimation and bid variances.

Civil Society and Private Sector Involvement

• Civil society organizations (CSOs) were included as observers in all stages of the procurement process to enhance transparency and compliance.
• A CSO Alliance was proposed, including organizations like Procurement Watch, Inc. (PWI), Catholic Bishops' Conference of the Philippines (CBCP), and Transparency and Accountability Network (TAN).
• The private sector, including constructors, suppliers, and consultants, emphasized the need for training, clarification of qualification requirements, and policy support for value engineering and information access.

Anti-Corruption Measures

• The Presidential Anti-Graft Commission (PAGC) was reconstituted and expanded in 2001.
• The GPPB and PAGC have been working together to integrate anti-corruption efforts across key agencies, including COA, Ombudsman, Civil Service Commission, NBI, and DOJ.
• The internal audit units are being strengthened to serve as monitoring and enforcement arms in anti-corruption initiatives.

Assessment of Progress

Baseline Indicator System (BIS)

• The BIS was used to benchmark the reform against international standards.
• The Philippines achieved 68% of the indicators, indicating substantial progress.
• Five key benchmarks still require improvement: institutional development capacity, efficient procurement operations, functionality of the public procurement market, effective control and audit systems, and access to information.

Summary of Agreed Actions

• The CPAR Team proposed a consolidated agreed action plan to address the remaining gaps.
• New activities include replicating BIS for national agencies and LGUs, developing performance indicators, and enhancing data collection and analysis systems.
• The private sector and CSOs are to be included in the national training program.
• Policy reforms on value engineering, qualification standards, and information access were recommended.

Conclusion

The CPAR 2nd Update highlights the successes and challenges of the Philippines' procurement reform process. It emphasizes the importance of continued implementation, monitoring, and sustainability of reforms. The report serves as a tool for dialogue and collaboration among government, development partners, civil society, and the private sector to ensure good governance and reduced corruption in the public procurement system.