reforming the chilean public procurement system a public management reform
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Reforming the Chilean Public Procurement System A public management reform Felipe Goya - RPM South Asia. Chile’s basic information. OCDE member Transparency International (2012): 21st GDP: USD 250.000.000.000 Per capita ( ppp ): USD 18.500 Inhabitants: 16.000.000 - PowerPoint PPT PresentationTRANSCRIPT
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Reforming the Chilean Public Procurement System A public management reform
Felipe Goya - RPM South Asia
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Chile’s basic information
OCDE memberTransparency International (2012) : 21stGDP : USD 250.000.000.000Per capita (ppp) : USD 18.500 Inhabitants : 16.000.000Public Employees : 250.000 Central Government : 150.000 (health care 70.000)Public Procurement : USD 10.000 MM (goods, services and some works)
(approx. figures)
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Why we reformed procurement?
Inefficient public marketplace• High transaction costs• High asymmetries of information
Limited transparency – High risk environment
2003 corruption
scandal
Reform found it opportunity into the
government’s agenda
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Concept
Central Agency’s Role
Solution
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Elements of the reform
• National scope reaching every procurement process above USD 200• One single and simple procurement law based on a decentralized model• One strong and fully independent central procurement agency responsible
for the whole system• Heavy reliance on outsourcings and private partners• Independent dispute resolution mechanism
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Every process was massively supported by ITCs
It is possible to track every transaction, every contracting officer, every vendor, to produce indicators, look for behavioral patterns, integrate with other systems, etc …
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E procurement
Tax authority
Labor authority
Competition authority
Electronic suppliers registry (fully outsourced)
BI & reporting
E Marketplace
Databases
Under procurement policyGovernment agencies
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Contracting officers are always the most important part of the equation. System deters misbehaviors but they are not human proof. A poorly designed process and badly executed will affect negatively transaction costs and
vendors' transparency perception.
Contracting officers development
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Contracting officers’ basic demographics
Gobierno de Chile | Ministerio de Hacienda | Dirección ChileCompra
13.000 contracting officers
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Training system structure
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Performance Monitoring
Written test
+ ACREDITATION every 2 years
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Despite the certification process and the available training, tenders are not always done with the expected quality.
Investing in the contracting work force is never enough
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Lessons learned on capacity building
• Mistakes in tendering processes are not always because the lack contracting officers knowledge. Tenders involve much more people than the contracting officer.
• If contracting officers or any other stakeholder have a poor or inappropriate background, training will not solve this problem.
• Focusing training on decision making is more important than knowing the rules or procedures.
• Training programs must be open to non contracting officers as well. Including private sector professionals.
• Training programs should be designed as life learning programs.
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Results
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2.5
2.9
2.8
2.7
2.7
Integrity CPAR BID 2009Metodología OCDE/DAC
16-32 |ChileCompra 2010
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Increased efficiency
Savings2009 – 2010
USD 3% a 5%
Bids per tender
4,3 a 6.4
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1.0381.381
2.8773.466
4.4585.046
6.2806.577
7.791
92,4 96,7
41,8
91,8
118,1140
180
230
280
0
50
100
150
200
250
300
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
8.000
2003 2004 2005 2006 2007 2008 2009 2010 2011
Monto transado Mercado Público (MM USD) Ahorros (MM USD)
Transactions 2012
USD 10 BB
Savings 2012 USD
280 MM
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Subprime Crisis
103.000 vendors
tendering per year
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Net satisfaction
59%64%
28%
51%56%
60%
39% 38%
21%
37%
50% 49%
2006 2007 2008 2009 2010 2011
Satisfacción de Usuarios (Neta)Compradores Proveedores
Vendors
Contracting officials
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Other relevant
indicators
Tenders awarded with more than 3 bids : 70,1%
Non awarded tenders: 12%
Suppliers registered in the suppliers registry: 40.000
1.800.000 purchasing orders per year
350.000 tenders per year
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Lesson learned: Measuring every relevant variable is fundamental
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More Lessons learned
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Cierre 2010
Gobierno de Chile | Ministerio de Hacienda | Dirección ChileCompra
TIC
Institutions
HR Strategic Management
Participation
Quality
Transparency
State reform
Procurement reform should be part of a wider reform
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PoliticsSolutions
Problems
Reach the political agenda is fundamental
Kingdon (1995)
Problem: “Despite the level of development public procurement is risky” (Thai, 2001).
Politics: Corruption scandale in 2003.
1998 2003 2008
Solutions www.chilecompra.cl2010
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• Political support from the Chilean’s President downward• Reform under the Ministry of Finance• No resources restrictions• “Stick and carrots” to bring transactions inside the system• Constant, clear and shared objectives• Professional teams leading the reform are well paid• Leveraging public resources with private’s
Top down implementation
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It is relevant to manage vendors perceptions
2. Perception of transparency
1. Transaction costs
Win rate: Proxy for frustration
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Teaming with others helps a lot
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Without transaction any reform is meaningless
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Without a strong central agency, the reform will not
work as expected
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Lead
ers’
role
Waissbluth, 2006, “La Reforma del Estado en Chile 1990-2005”
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Reforming the Chilean Public Procurement System A public management reform
Felipe Goya - RPM South Asia