Бриф: разработка сайта (стр. 5 )

High quality analytical notes on the results of introducing per capita financing in education sector and health care were developed. The implementation of these models helped to improve equality and predictability of funds distribution.

In sum, core measurable Project achievements under its first pillar include:

Preparation of the Draft Concept of compiling the Roster of expenditure liabilities, extensive consultations, including with the international consultant and its finalization.11 Development of Guidelines for compiling the Roster of expenditure liabilities and their dissemination. Piloting of the Roster of expenditure authorities with the Ministry of Health and State Committee for Nature Protection. Review of Conceptual approaches on strategic planning at the level of ministries-budget recipients and drafting of Guidelines on preparation of medium-term strategies at the level of ministries /budget recipients. Piloting of the Guidelines with the Ministry of Health,12 the Center for Hydro meteorological service, the Ministry of Higher and Secondary Special Education as well as the Land Reclamation Fund. Preparation of the draft Budget Code, supporting its approbation, extensive consultations and collection of feedback from diverse stakeholders (e. g., international and national experts, Legislative Chamber of Oliy Majlis, diverse stakeholders) and preparation of the final Code. Development of an Action Plan on full-scale implementation of performance-based budgeting (PBB) methodology for the Ministry of Finance.13 Preparation of the Concept paper on improving the national accounting system in the public sector (based on IPSAS), its wide discussions with international experts and stakeholders. Development of 12 National Accounting Standards in the Public Sector based on IPSAS, their discussion and finalization.14 Development of an analytical paper on enhancing the role of the Parliament in budgetary process and its discussion with key national partners including the members of the Parliament. Preparation of a report on fiscal transparency and its benefits for Uzbekistan and its discussion with key partners.15

3.3 Component 2: Improved public procurement legislation, policies and practices

Sound procurement policies and practice can reduce costs of public expenditure; produce

timely results; stimulate the development of the private sector; and reduce waste, delays, corruption and government inefficiency. The main objective of the Government as a purchaser is to obtain goods and services of the required quality at a competitive price. Procurement procedures should provide fair opportunity to all bidders, and be designed to achieve good value for money and minimise risks of corruption and patronage. While Government procurement is certainly not the only possible source of corruption, it is one of the major ones, and vigilance is always necessary to minimise corruption risks, optimise the use of financial resources, and foster the growth of competition.

A typical procurement process includes identification of user needs and specifying the goods and services to be procured, identifying the potential supply source, the procurement method (e. g., open competitive bidding, local competitive bidding), tendering process where a formal tender announcement is normally published, specifying the characteristics of the project or the goods and services to be supplied, the selection criteria, and the award arrangements as well as what and when approvals are needed to ensure that sufficient time is allowed to complete the procurement process.

The key principles in procurement are open competition and transparent procedures. It is an internationally accepted practice to have procurement process open to public scrutiny. The list

of suppliers submitting tenders, their bid prices, and the name of the successful bidder are often publicly disclosed.

The BSR Project correctly focused at improving procurement procedures and was promoting its core elements: sound public procurement legislation; the establishment of a central public procurement organisation with overall responsibility for the design and implementation of public procurement policy and national training programmes; and development of new procurement processes.

Significant work was undertaken to develop a draft Law on Public Procurement. Multiple drafts were produced and consultations undertaken.16 The Project engaged diverse national and international experts. The advice of the international procurement expert brought by the Project was greatly appreciated by national partners.17 Partnership with the World Bank in implementing this component was pursued. The work on the Law on Public Procurement was supplemented by work on the draft government’s code of ethics to ensure that there is no conflict of interest between official duties and the private interests of civil servants.

The consultant recognizes a complexity of developing such a Law and believes that there is a high probability that the Law will be adopted in 2016 as the demand for transparent and clear public procurement legislation is high and was confirmed by a number of state officials in charge of procurement for their ministries. It seems the Project built the awareness in society and among decision makers that such a Law is needed. A number of instructions and by-laws will have to be adopted as well as a central public procurement organisation with overall responsibility for the development and the implementation of procurement policy will have to be established to make the Law fully operational. The consultant believes that a draft law based on United Nations Commission on International Trade Law (UNCITRAL) model had to be tested by one or a few ministries or state agencies to examine how it will work in Uzbekistan’s realities. The lessons learned could have informed the Law finalization and demonstrate practical benefits of nation-wide implementation of the Law on Public Procurement. The implementation of the Law requires further sector-specific clarifications through by-laws or other instruments and significant capacity building measures as there is a large number of contracting units that have to be to trained. A concept and strategy of training procurement professionals can be developed to support successful Law roll out, including sample contracts, tender documentations, protocols, contract forms, etc.

The BSR Project supported also the MoF work on e-procurement that can greatly reduce the costs and increase the accessibility of information. In addition to IT component, the Project helped to formalize the processes, specify lines of authority and standardize the procedures to reduce the starting bidding price.18 It helped in particular to increase a number of small and medium enterprises participating in public procurement process and extended geographical representation of bidders.

The consultant believes that the experiences of many OECD countries where public procurement systems have moved increasingly from a situation where procurement officers are expected to comply with rules to a context where they are given more flexibility to achieve the wider goal

value for money may not be applied in Uzbekistan context yet. The focus should rather be made on building solid foundations, with clear, transparent and relatively simple procedures.

In sum, core measurable Project achievements under its second pillar include:

Preparation of the Concept of the Law on Public Procurement and drafts laws along with three relevant draft by-laws.19 Development of an analytical paper on establishment of a State Agency on public procurement.20 Preparation of a draft Concept for improving a state procurement system in Uzbekistan for 2015-2025, with detailed costing included.21 Extensive discussions of the draft Law on Public Procurement and relevant by-laws with the Working group, national and international experts and other diverse stakeholders such as members of the Parliament. Finalization of the draft law On Public Procurement in partnership with the World Bank and in consultations with the Asian Development Bank experts to be submitted for Government review and approval in Spring 2016. Preparation of the Standard of Conduct (Practical Guidelines) on public procurement procedures. Preparation of a Handbook/Methodological guideline on tendering procedures. Development of Methodology on forecasting regions’ tax revenues based on the econometrical models and analysis. Preparation of Methodology on Strategies to Increase Regions’ Tax Revenue. Implementation of a number of trainings on methodology for assessing and forecasting the tax potential of regions for staff of local branches of Ministry of Finance, Ministry of Economy and State Tax Committee. Preparation of a Methodological “Green” Procurement note focusing on energy efficiency.22 Development of an Analytical note on introducing per capita financing in education sector.23 Development of two Analytical notes on introducing per capita financing in health sector.24 Preparation of two analytical papers “Measures towards reducing subventions allocation to local budgets: interagency coordination and cooperation” and “Interbudgetary transfers: balanced elements design” and their discussions.25 Development of a methodological guidance on how to develop strategies to increase regions’ tax revenues.26 Assessment of financial sustainability of the pension system of Uzbekistan, including specific recommendations on its reforms.27 Analysis of gender sensitivity of two local budgets for Djizakh city and Urta-Chirchik district. Preparation of gender sensitivity assessment criteria for regional budgets and testing them in the analytical paper “Gender budgeting in Uzbekistan: gender sensitivity assessment indicators of local budgets on the basis Djizzak region.”28 Discussion of the indicators and the paper with diverse stakeholders, including members of Oliy Majlis.

3.4 Component 3: Strengthened capacities of MoF management and staff

The capacity of the public service to implement the mandate and manage the functions of the state, including public finance is critical for development of any country. Interventions supporting capacity building may include improving general educational and management skills of public sector employees, providing technical training to upgrade the knowledge base and specialist expertise of technical units.  Public service training and capacity building is often provided through dedicated government training institutes.