OECD Public Governance Reviews Reforming Isssteson's Public Procurement for Sustainability

Foreword
Acknowledgements
Abbreviations and acronyms
Executive summary
	Key findings
	Key recommendations
1 The Revenue Structure of ISSSTESON
	1.1. Recent evolution and current situation
		1.1.1. Regulatory framework of the finances of ISSSTESON
		1.1.2. Sources of revenue
		1.1.3. ISSSTESON’s current financial situation
		1.1.4. Balance revenue/spending in the past 10 years
		1.1.5. Potential resistance from ISSSTESON’s stakeholders and local public entities
		1.1.6. Sustainability of political support for reform
	1.2. Challenges in improving the governance of ISSSTESON’s finances
		1.2.1. Structural problems
		1.2.2. Institutional operational issues
		1.2.3. Leadership and co-ordination issues
		1.2.4. Enforcement issues
	Further reading
	References
	Notes
		Annex 1.A. List of services provided by ISSSTESON
2 Towards Sustainable and Efficient Public Procurement in ISSSTESON
	2.1. Efficiency in ISSSTESON’s procurement processes
		2.1.1. ISSSTESON could further integrate or co-ordinate different procuring entities
		2.1.2. ISSSTESON could maximise the use of the public tender procedure and limit exceptions
		2.1.3. ISSSTESON could improve its market intelligence mechanisms
		2.1.4. ISSSTESON could get better value for money by adapting the drafting of tender documents
		2.1.5. ISSSTESON could consider extending the scope of public contracts
			Geographical scope
			Time scope
		2.1.6. ISSSTESON could promote simplification and reduce red tape in procurement processes
			Suppliers’ registry
			Multiple e-procurement systems
			Tender documentation
			Developing and using alternative procurement tools
		2.1.7. ISSSTESON could enhance its contract management and procurement evaluation
			Disputes relating to contract performance
			Assessing and incentivising suppliers’ contract performance
			Ensuring a well-functioning payment system
			Measuring the performance of the public procurement system
		2.1.8. ISSSTESON could focus on collaboration with and amongst stakeholders
			Engaging in transparent and regular dialogues with stakeholders
			Co-operation amongst suppliers
	References
	Notes
3 Increasing the Transparency and Performance Evaluation of the ISSSTESON Procurement System
	3.1. Ensuring a high degree of transparency of the public procurement system
	3.2. Meeting legal requirements for transparency and access to information in public procurement
		3.2.1. ISSSTESON should disclose all procurement information required by law, in a proactive and timely way. It should also give users guidance on how to find specific information on procurement.
	3.3. Using digital technologies to implement ISSSTESON strategies
		3.3.1. Scaling up ISSSTESON’s online platforms for procurement would increase transparency and efficiency
		3.3.2. ISSSTESON should create a consolidated e-procurement system, sharing information between databases
		3.3.3. Using ICTs to share information can boost efficiency and transparency in procurement
		3.3.4. To prepare for a new e-system, ISSSTESON should facilitate uptake of electronic systems for procurement
	3.4. Sharing performance information and indicators on public procurement
		3.4.1. ISSSTESON should start to collect systematic data on procurement performance to inform decision making
		3.4.2. Once data is available, ISSSTESON should develop indicators to assess procurement performance and introduce a performance monitoring and management strategy
		3.4.3. ISSSTESON should focus on developing a range of useful key performance indicators
	References
	Notes
		Annex 3.A. Use of indicators and performance management in the United Kingdom and Ontario, Canada
4 Managing Risks and Supporting Accountability throughout the Public Procurement Cycle
	4.1. Encouraging effective risk-based internal control in ISSSTESON’s procurement activity
		4.1.1. ISSSTESON’s senior management could demonstrate a strong commitment to internal control and audit, ethics and integrity
		4.1.2. To address corruption, COCODI and UPII should have clear functions of risk management and internal control
			Risk identification
			Impact evaluation of the potential consequences of risks
			Strategies for risk mitigation
			Specific measures for avoiding risks in the procurement cycle
			Monitoring and evaluating the risk-management strategy
			Communicating the risk-management strategy
	4.2. General standards for safeguarding the public procurement system
		4.2.1. Integrity framework
	4.3. Involving stakeholders in the procurement system to increase transparency and integrity
		4.3.1. Public consultation on reforms in the public procurement system
		4.3.2. Encouraging dialogue between procurement authorities, suppliers and business groups
		4.3.3. ISSSTESON should introduce stakeholder participation at all phases of the procurement cycle
		4.3.4. Involvement of external stakeholders in the procurement system for ensuring scrutiny
	4.4. Developing an effective complaints and sanctions system
		4.4.1. ISSSTESON should develop guidelines for internal and external audits with the Ministry for Control
		4.4.2. ISSSTESON and its oversight bodies should agree on internal and external audit plans
	Further reading
	References
5 Towards Strategic Public Procurement and Enhancing the Competency Framework of ISSSTESON’s Public Procurement Workforce
	5.1. The institutional setup for human resource management at ISSSTESON
	5.2. Foundations for enhancing the competency of the workforce
		5.2.1. A strategic vision for the procurement workforce
		5.2.2. Getting the best person: professionalising the recruitment process
		5.2.3. Expanding the competencies of procurement officials
	5.3. Implementing strategic public procurement
		5.3.1. The ISSSTESON framework for supporting secondary objectives
		5.3.2. Supporting secondary objectives through public procurement
		5.3.3. Beyond SMEs, towards more complex strategic procurement
			Supporting small and medium enterprises
			Going Green: implementing best practices in public procurement
			Towards a more innovative and sustainable public procurement
	References
	Notes
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