The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat Project Information Document/ Identification/Concept Stage (PID) Public Disclosure Copy Concept Stage | Date Prepared/Updated: 19-Feb-2019 | Report No: PIDC174786 Feb 20, 2019 Page 1 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat BASIC INFORMATION A. Basic Project Data Environmental and Project ID Parent Project ID (if any) Social Risk Project Name Classification Low Methodology for Assessing Procurement Systems: P169553 Establishing a Governance Structure and Secretariat Region Country Date PID Prepared Estimated Date of Approval OTHER World 19-Feb-2019 Public Disclosure Copy Financing Instrument Borrower(s) Implementing Agency Organisation for Organisation for Economic Economic Cooperation Investment Project Cooperation and and Development - Financing Development Directorate for Public Governance PROJECT FINANCING DATA (US$, Millions) SUMMARY -NewFin1 Total Project Cost 1.00 Total Financing 1.00 Financing Gap 0.00 DETAILS -NewFinEnh1 Non-World Bank Group Financing Trust Funds 1.00 Miscellaneous 1 1.00 B. Introduction and Context Country Context This is a global activity. The global context is included in the sectoral and institutional context section. Feb 20, 2019 Page 2 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat Sectoral and Institutional Context Strengthening public procurement systems is central to achieving concrete and sustainable results and to build effective institutions. The Methodology for Assessing Procurement Systems (MAPS) was initially developed in 2003/2004 by the World Bank and the OECD, as a contribution to the collective efforts of many stakeholders to assess and improve public procurement systems by providing a common tool to analyze information on its key aspects. In the past, MAPS has been widely used, mainly by developing countries and institutional partners alike, to assess the quality and effectiveness of their public procurement systems and, based on the identified strengths and weaknesses, to develop reform strategies and implementation plans. These reforms typically focused on creating the foundation for a well-functioning public procurement system by establishing legal, regulatory, and institutional frameworks. Following a general consensus to create a universal instrument to assess public procurement worldwide, Public Disclosure Copy the MAPS methodology was revised in 2015-2018 by a wide group of stakeholders. The revision process was organized by the Stakeholder Group on the Revision of the MAPS, coordinated by the OECD as the informal secretariat. The updated core methodology is now available; a formal launch is foreseen for Spring 2019 with supplementary modules finalized and launched as they are ready. The Stakeholder Group aims to institutionalize the MAPS methodology and its supporting structure to ensure sustainable implementation of the MAPS initiative, including any remaining aspects of the revision process. It is estimated that the multilateral development banks alone would conduct approximately 20 to 25 MAPS assessments per year on average. This estimate is based on the number of assessments conducted by these institutions from the creation of MAPS in 2004/5 until 2016. To ensure that all parties trust and use the same individual assessment, each assessment should be vetted by an independent, neutral institution – the MAPS Secretariat. The Secretariat will be in charge of coordinating the different assessments, including ensuring that a country is not assessed several times within a short period of time by different actors. An independent quality check of the assessments is also necessary to achieve the universality and consolidation of efforts around MAPS. The MAPS Secretariat would also link parties who wish to conduct an assessment of the same country, to potentially create synergies. In addition, a Secretariat would support countries wishing to conduct self-assessments. To ensure that the Secretariat equally represents the interests and perspectives of stakeholders, a MAPS Steering Committee will be formalized to oversee the strategic direction of the Secretariat. The Steering Committee will be composed of donors/contributors to the MAPS Secretariat and representatives from the current MAPS Stakeholder Group. The members of the MAPS Stakeholder Group include: Afghanistan, African Development Bank (AfDB), Asian Development Bank (ADB), Australia’s Department of Foreign Affairs and Trade, Global Affairs Canada, Caribbean Development Bank (CDB), Chile, Council of Europe Development Bank (CEB), Colombia, European Bank for Reconstruction and Development (EBRD), European Investment Bank (EIB), European Commission, Expertise France, Georgia, GIZ - commissioned by the German Federal Ministry for Economic Cooperation and Development, Inter-American Development Bank (IADB), Islamic Development Bank (IsDB), Organisation for Economic Co-operation and Development (OECD), Philippines, Senegal, SIGMA (Support for Improvement in Governance and Management), Switzerland’s State Secretariat Feb 20, 2019 Page 3 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat for Economic Affairs (SECO), United States Agency for International Development (USAID), World Bank, Zambia, as well as independent public procurement consultants. Relationship to CPF The activity supports the Bank's global objective to support the improvement of public procurement systems in Borrower countries. There is a commitment under the IDA18 Special Theme of Governance and Institutions to “Deliver the MAPS2 in 5 IDA countries to accelerate the development of modern, efficient, sustainable, and more inclusive public procurement systems that take into account national development objectives.” Under this commitment, there are active MAPS assessments occurring in 9 IDA countries (Bangladesh, Burkina Faso, Cameroon, Democratic Republic of the Congo, Djibouti, Malawi, Mozambique, Rwanda, and Zambia). Assistance from the Secretariat in planning and conducting MAPS assessments could be particularly vital to IDA countries.The Bank has been leading the implementation of the revised MAPS in a Public Disclosure Copy total of 19 countries. C. Project Development Objective(s) Proposed Development Objective(s) The development objective for this grant is to support the establishment of a functional governance mechanism and Secretariat structure for MAPS. Specifically, the grant will contribute to the overall setup of the MAPS Secretariat including the formalization of Governance, quality assurance and sustainability mechanisms for the tool. Key Results The grant will finance staff costs for the Secretariat (up to the grant amount), as agreed with the host organization (OECD), the MAPS Steering Committee and other contributors to the Secretariat. The World Bank will be a member in the MAPS Steering Committee. Under this project, the MAPS Secretariat will pursue key activities to ensure that their role in the MAPS global agenda is fulfilled. The Secretariat will be responsible for five key functions. First, the Secretariat will promote the MAPS tool globally, by establishing access to past assessments, providing support to assessors using the methodology, and conducting outreach related to the branding of the tool. Second, to ensure the quality of assessments and assessors, the Secretariat will review the process and documents of MAPS assessments, and will work with the Technical Advisory Group on a mechanism for reviewing. Third, impact studies on MAPS will show how the tool is being used, and collecting data and conduct surveys around its use is central to the Secretariat’s objectives. Fourth, looking towards the future of the tool is a key function of the Secretariat, and it will ensure that its purpose is being fulfilled, and make revisions where it is not. Finally, the Secretariat will train officials and assessors on the methodology of MAPS and how to use the results to inform other reforms. Feb 20, 2019 Page 4 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat D. Preliminary Description Activities/Components Activities for this grant are organized in two components: Component 1: Establishment of the MAPS Secretariat and Quality Assurance Mechanism, and Component 2: Capacity Building. The grant will finance operating costs, as the World Bank’s contribution to the objective of setting up the MAPS Secretariat. Staff recruited for the MAPS Secretariat have the responsibility of carrying out and reporting on the activities described below. Under these components, the MAPS Secretariat will aim to: 1) Promote the MAPS as a tool, 2) Provide quality control/assurance of assessments and assessors, 3) Conduct impact studies around the use of MAPS, including collection of statistics / data, 4) Conduct maintenance of the MAPS tool, 5) Provide training for officials and assessors. The activities financed under the Project will be implemented over three years, though it is expected that Public Disclosure Copy the functions of a MAPS Secretariat will continue beyond this period without a reliance on WB financing. Over the period of the current funding arrangements (three years from the start of the grant), specific activities will be gradually implemented to achieve the objectives. Component 1: Establishment of the MAPS Secretariat and Governance Quality Assurance Mechanisms 1. Support for the establishment and launch of the MAPS Secretariat within OECD with experts, including but not limited to three (3) full time staff. 2. Provision of technical assistance to support the development and implementation of a functional governance structure and operations manual for the MAPS Secretariat: 3. Establishing access to past MAPS assessments through a publicly accessible, electronic database for MAPS assessments conducted under the guidance of the MAPS Secretariat and cleared by the respective governments. 4. Help Desk-type support to assessors using the MAPS methodology and assist MAPS applicants to facilitate the use of MAPS. 5. Outreach programs for MAPS through knowledge sharing and feedback-gathering events to ensure visibility of the MAPS tool. 6. Impact studies around the use of MAPS and data collection including: developing a coherent strategy and framework for impact assessment; collecting data/statistics on the use of MAPS beyond collection of assessments results, including carrying out evaluations and surveys around assessments; and analyzing the data, and dissemination of studies out of the collected data. 7. Conducting quality monitoring and providing “certification” of assessments under an agreed standard specified in the MAPS methodology including but not limited to: carrying out the initial basic quality assurance through reviewing and approving the terms of reference, concept notes of all MAPS assessments, and other planning documents; developing a detailed quality assurance mechanism in collaboration with the TAG; carrying out quality monitoring and certification of assessments that meet quality standards specified in the MAPS; and reviewing and ensuring the quality of the assessments conducted with the approval TAG. Feb 20, 2019 Page 5 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat 8. Monitoring and evaluation activities during the Project implementation period to ensure the adequacy of the MAPS tool in fulfilling its stated objectives and triggering future revisions where necessary. The MAPS Secretariat would fulfill tasks to ensure that the MAPS remains up-to-date. This would include organizing periodic reviews and meetings of the stakeholders and bodies in the governance structure, keeping abreast with regards to other, international instruments and methodologies, as well as related tools and initiatives, and to trigger future revisions to the MAPS. The launch of a new revision process should be based on impact assessments. The MAPS Secretariat should analyze the use of MAPS at least every five years, with a view to launching another MAPS revision. Component 2: Capacity Building 1. Training for officials and assessors, including provision of technical advisory services and training for Public Disclosure Copy public procurement officials, assessors and other stakeholders, including designing training modules and delivering training on how to conduct an assessment, how to address findings from an assessment and how to implement changes for a better public procurement system. This task of the MAPS Secretariat would focus on conveying knowledge about the MAPS, without aiming at a certification. Environmental and Social Standards Relevance E. Relevant Standards ESS Standards Relevance Assessment and Management of Environmental and Social ESS 1 Relevant Risks and Impacts ESS 10 Stakeholder Engagement and Information Disclosure Relevant ESS 2 Labor and Working Conditions Relevant Resource Efficiency and Pollution Prevention and ESS 3 Not Currently Relevant Management ESS 4 Community Health and Safety Not Currently Relevant Land Acquisition, Restrictions on Land Use and Involuntary ESS 5 Not Currently Relevant Resettlement Biodiversity Conservation and Sustainable Management of ESS 6 Not Currently Relevant Living Natural Resources Indigenous Peoples/Sub-Saharan African Historically ESS 7 Not Currently Relevant Underserved Traditional Local Communities ESS 8 Cultural Heritage Not Currently Relevant ESS 9 Financial Intermediaries Not Currently Relevant Feb 20, 2019 Page 6 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat Legal Operational Policies Safeguard Policies Triggered Explanation (Optional) Projects on International Waterways OP No 7.50 Projects in Disputed Areas OP 7.60 No Summary of Screening of Environmental and Social Risks and Impacts Project screening included review of the Project Initiation Note, OECD Annual Reports and the Staff Regulations, Rules and Instructions Applicable to Officials of The Organisation, January, 2019 ("staff manual") and found ESS1, ESS2 and ESS10 to be relevant. Risks and impacts related to staff and activities are determined to be negligible and therefore no further environmental and social assessment is necessary to meet ESS1 requirements. The OECD's staff manual and workplace safety measures are consistent with the requirements of ESS2. Public Disclosure Copy CONTACT POINT World Bank Contact : Kristina M Aquino Title : Research Analyst Telephone No : 5220+30409 Email : Borrower/Client/Recipient Borrower : Organisation for Economic Cooperation and Development Implementing Agencies Implementing Organisation for Economic Cooperation and Development - Directorate for Public Governance Agency : Contact : Paulo Magina Title : Head of the Public Procurement Unit Telephone No : 33145248443 Email : paulo.magina@oecd.org FOR MORE INFORMATION CONTACT The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Feb 20, 2019 Page 7 of 8 The World Bank Methodology for Assessing Procurement Systems: Establishing a Governance Structure and Secretariat Web: http://www.worldbank.org/projects Public Disclosure Copy Feb 20, 2019 Page 8 of 8