1. Using New Tools for Conducting Country Procurement Assessments and Reforms
Asha Ayoung
Lead Procurement Specialist, OPCPR
Fiduciary Forum March 24-28, 2008

2. Country Procurement Assessment Report - CPAR
Economic and Sector Work
Diagnostic tool to measure the reliability of the national public procurement system and risks posed by the weakness in the procurement system that may result in uneconomic and inefficient procurement of goods, works and serviced procured with public funds
It opens a dialogue with the Government on the necessary reforms to improve the system

3. Is the Instrument still relevant?
Consistent with Bank’s Goals
Responsive to Clients Needs and Priorities
Commitment of the Government
Donor Collaboration and Harmonization
Involvement of Key National Stakeholders
Communication Strategy

4. CPAR – Objectives Principal Objectives
Provide a comprehensive analysis of the country’s public procurement system
Undertake a general assessment of the institutional, organizational and other risks associated with the procurement process
Assess the competitiveness and performance of the local private sector
Develop a prioritized action plan to bring about institutional improvements

5. CPAR – Expected Outputs
Consolidated Reports and Action Plans for Reform Programs
Improvements needed for NCB
Opinion on the reliability of the system and risks associated with it
Document used by all donors
Basic information for Capacity Building in Procurement

6. CPAR - Findings Bank Driven Lack of ownership by the Government
Limited or in some cases no involvement of key National Stakeholders and other Donors
No common framework for developing and prioritizing the action plan
No quantitative tool for measuring the quality or performance of the system

7. Reforms - Findings Reform Programs are not sustainable
Reforms that depend on one Champion is likely fail when that champion leaves
Reform programs are not popular and likely to attract much resources
Progress of Reforms are not measured against set of monitorable indicators

8. Strategy for CPAR and Reforms
Know the Entry Point for the country. Do not ask the Government to do a CPAR because it is a Bank’s requirement. Needs vary from country to country and diagnostic study should be of relevance to Countries
Ensure ownership by the Government by integration in the national development plan and by its political and financial support
Foster participation of key national stakeholders in the diagnostic and reform – wide dissemination of information
Encourage Harmonization with other donors
Integrate action plan and have monitorable set of action for PFM reform

9. CPAR – Suggested Methodology
Methodology in three Stages:
First Stage: Agree with the Government on : TOR, Scope, Timing and method of participation of donors and other key national stakeholders
Second Stage: Government, with participation from national stakeholders, carry out preliminary assessment. Bank and other donors carry out independent review of the system and discuss results of preliminary assessment
Third Stage: Consolidate both set of results to come up with a joint assessment and disseminate information to large group of stakeholders
Participatory approach takes time, be prepared to accept pace of country and action plan proposed by country

10. Conclusion
Despite shortcomings, CPAR remains the only tool so far that gives a comprehensive analysis of procurement systems that result in a joint output. There are variations.
It is a key assessment for moving towards to UCS
The Guidelines need to be updated to: (i) fine tune the strategy ; (ii) improve the methodology to promote a better participatory approach to ensure commitment wherever possible; (iii) require the integration of the action plan into the broader PFM system
The OECD/DAC benchmarking tool should be an integral part of the CPAR