ADBs Initiatives in Capacity Building for efficient Project - - PowerPoint PPT Presentation

ADB’s Initiatives in Capacity Building for efficient Project Implementation

Ignatius Santoso

• Sr. Director, OSP1

Operations Services and Financial Management Department 16 May 2016

HQ in Manila 29 Resident Missions & 3 Rep Offices (Tokyo; Frankfurt; Wash DC)

• Total Capital Stock: $188 billion from 1 Jan 2017 (Paid-in and

Retained I ncome of $53 billion; Callable Capital of $135 billion) Est. 1966

ADB’s Presence

ADB Operations

• Annual operations: $27.17 billion (2015)

Country Active Portfolio ($ billion) Total Lending ($ billion) Uzbekistan 3.4 4.2 Kazakhstan 2.1 3.9 Azerbaijan 1.5 2.2 Georgia 0.93 1.9 Tajikistan 0.80 0.80 Armenia 0.69 0.69 Kyrgyz Republic 0.55 0.55 Turkmenistan 0.12 0.12

Main Instruments

• Loans and Grants
• Technical Assistance
• Cofinancing Operations
• Private Sector Operations

Lending

• Sovereign engagement with Governments
• Non-Sovereign lending to private/corporatized enterprises in

developing countries through loans, equity investments, guarantees

• AAA credit rating helps mobilize funds for development activities

ADB Operations

ADB’s Strategic Approach Towards Capacity Building

• Project interventions
• Support through technical assistance programs
• Common Initiatives with MDBs

Project Interventions

• Procurement risk assessments by ADB provide upfront information
• n bottlenecks to procurement performance at country and sector

level

• Procurement staff provide hands on support for high risk projects,

including agreeing the master bidding documents

• Executing agency staff attend customized procurement clinics and

training on good practices in public procurement and consultant selection

Technical Assistance Supports

Specific TA to support procurement reforms including procurement professionalization and capacity building, example:

• Strengthening Public Procurement Processes, Indonesia
• Asia Pacific Public E-procurement Network (APPeN)
• Capacity Building for Project Management Unit Professionalization,

Vietnam

• Workshops and Seminars conducted across Asia Pacific and in

ADB HQ

Technical Assistance Supports – Ongoing

• TA8665-REG Support on Procurement Capacity Building
• TA 8555 REG: Improving Procurement in South Asia
• TA 8426 BAN: Capacity Building for Portfolio Management
• TA 7593 IND: Capacity Development for Project Implementation
• TA 8286 NEP: Enhancing Portfolio Performance
• TA 8562 SRI: Capacity Development for Project Implementation
• TA 8798 SRI: Improving Project Readiness and Portfolio Mgt.
• TA 9086-REG: Building Project Implementation Capacities in the Pacific
• TA 8806-VIE :Support to Improve Portfolio Performance and Aid Effectiveness
• TA 8188 CAM: Towards Country Systems in Procurement and Financial Mgt.

TA 7653: Strengthening National Public Procurement Processes in Indonesia

Key outputs:

• Improvement of the National Public Procurement Agency’s (NPPA)

institutional capacity;

• Better-trained and more professional procurement personnel;
• Improvement of public awareness of NPPA roles and outputs; and
• Operationalization of integrated national e-procurement system.

TA 7653: Strengthening National Public Procurement Processes in Indonesia

Certification and Training Program

Types of Procurement Professionals Certification

• Basic certification
• Professional certification

Certification validity: 4 years Types of Procurement Training

• Basic Procurement Training
• Advanced Procurement Training for Procurement Professionals or

Procurement Functional Staff

• Technical/Thematic Training
• e-Audit/e-Probity Audit
• e-Tendering/e-Purchasing, Procurement Planning
• Developing Terms of Reference Documents

TA 7653: Strengthening National Public Procurement Processes in Indonesia

Achievements and Targets

• 15,710 staff throughout Indonesia has been trained as of 2014
• Work as: procurement staff, bid evaluation committee,

procurement professional functional staff at the procurement services units, project managers (PPK), directors of the programs, CEO of the departments responsible for bigger national programs

• Total requirement: 104,000 staff

Common Initiatives with other MDBs

• TA 8297-KGZ support on implementing the e-procurement system in

Kyrgyz Republic; Outcomes – Transparency and efficiency of the public

procurement system improved, establish a phased rollout for the e-procurement system, improving EAs’ technical skills for e-procurement

• TA 7752-NEP: Strengthening Public Procurement Management and

Portfolio Performance; Outcomes – (i) e-GP system developed; (ii) knowledge

partnership with development partners promoted; (iii) conferences, seminars, workshops, and other knowledge sharing activities carried out; and (iv) e-GP training

• rganized
• TA 7244-PHI: Strengthening the Philippine Government Electronic

Procurement System; Outcomes – (i) implementation of Virtual Store the

facilitates online ordering of common-use goods, supplies and materials; (ii) development and use of e-Payment facility for Virtual Store; (iii) e-Bidding in 2 stages; and (iv) launch of e-Learning site with users exceeding 4,300

ADB's own procurement accreditation program

• PASS (Procurement Accreditation Skills Scheme)
• ADB’s flagship staff development program
• PASS verifies that staff has attained the required level of professional

knowledge and judgment to correctly apply ADB-specific procurement policies and oversight processes.

• Two types: Procurement and Consultant Selection
• This is the backbone of the risk based delegated procurement

arrangements practiced in ADB

PASS – accreditation track

Success Factors

• PASS built into staff learning and development program
• Regular and fast track accreditations - mix of online, workshop and

mentoring

• Improved professional opportunities for staff that complete PASS

accreditation

• Regional Department wise targets, monitored by ADB HR

department

• Program is consistent with ADB's vision to improve public

procurement efficiency and effectiveness

Typical country procurement capacity building models

• Focus in many countries remains on training

existing public service staff on procurement rules

• New approaches sometime involve building a

career (professional) stream within the public service – limited sustainability

• Some countries often seek certification capacity by

partnering with external professional bodies

Challenges for DMCs

• Traditional education system
• Traditional public/ civil services that relies on

generalists

• Limited resources – time, human, monetary
• Traditional compliance oriented procurement

systems and approaches

• Lack of understanding of Senior Government

Officials

• Staff turnover is high
• Defining or benchmarks to measure effectiveness
• f such programs continues to be a challenge