Action Plan Actions S/M/L Time Implementing Agency Increase efficiency and transparency of the Public Procurement system Organize regular “meetings” on quarterly collecting the experiences with the participation of CAs and economic operators to present the problems they face in their daily work PPRC to recognize problems in the PP procedures and contract implementation PRB to realize the problematic points of the review procedure S 1st Semester 2015 PPRC, PRB, Kosovo Chamber of Commerce Elaborate a list of issues in the PP system to be amended and take the corrective measures (issuing instructions or explanatory notes, modifying the secondary legislation, etc.) S 2nd Semester 2015 PPRC, Kosovo Chamber of Commerce Monitor the efficiency by analyzing the market prices and the prices of the public contracts and framework agreements and keep the unit price catalogue updated. S 2nd Semester 2015 CPA Extend the centralized procedures and use of framework contracts if proven to be more efficient. M In 2016 CPA Publish Contract notices and in case of complain, of all documents related to the complaint up to the PRB decision S 1st Semester 2015 PRB Create a website where everybody can report anonymously an instance of corruption or misuse of public funds and set up a procedure how to investigate these cases (can also be a strong PR tool) L In 2018 PPRC Publish all PP related documents (CN, procurement contracts, etc) after further development of the regulations concerning publication of these documents S 2nd Semester 2015 PRB Keep the documents for 5 years after the completion of the projects M In 2016 PPRC Initiating processes Introduce a PIP (Public Investment Program) system, M In 2016 PPRC Enhance centralized procurement M In 2016 CPA
In the US the procurement personnel is increasingly facing new challenges to create outcomes rather than manage tender processes. In Canada it appears that public entities with few resources (e.g. educational institutes) were duplicating effort and wasting resources they not afford. Yet it is apparent that a certain degree of independence was considered vital by each institution. In South Africa we encounter four pillars of the public procurement system: “Value for money; Open and effective competition; Ethics and fair dealing; Accountability and reporting”, with a fifth political one of ‘equity’. In Singapore we find key principles which shape the procurement strategy: fairness; value for money and probity. In Australia emphasis is placed on the principles – nine in all – but on the same time an ‘Estimates Committee’ in the national parliament is dedicated to cutting expenditure, suggesting the system was not trusted to manage itself. In general though, the revealed more similarity in the principles underpinning public procurement than differences. In terms of proactive supply policies, lack of adequate information for policy initiatives was encountered in most countries. e-procurement is presented as a significant driver of promoting SME access to the Government market. However very few entities have good management information about their procurement profiles as a basis for business case development for or fir socially responsible procurement. To achieve the strategy of encouraging the participation of SMEs in public contracts, it seems that analysis and knowledge of supply chains is a prerequisite. In many countries there is a support for indigenous industry in the Public Procurement System, but the most extreme example of supporting economic development through procurement can be found in the United Nations case. In the UN, maximum development impact from funds could be achieved by sourcing locally or regionally. The procurement function itself was then able to become a mechanism of development assistance, in that it provided institutional investment in local or regional businesses by contracting with them.