Learning and Accreditation for Staff Acting under Delegated

Learning and Accreditation for Staff Acting under Delegated Authority from World Bank Corporate Procurement a presentation by Stephen B. Gordon, Ph. D. , CPPO, Education Program Officer, World Bank Corporate Procurement as part of a panel on “Introducing Reforms and Improving Processes: Focusing on Acquisitions, Procurements, and Contracts” at The International Consortium on Governmental Management's 20 th International Conference and Training Program Miami, Florida May 9, 2006 1

World Bank Corporate Procurement o o o o Institutional buying arm of World Bank Group A unit of the General Services Department Responsible for planning, formation (bidding), execution, and administration of all administrative contracts Responsible for executing all administrative contracts and operational consulting contracts Not responsible for planning or formation (bidding) of operational consulting contracts $750 million in annual spend 95% of procurements implemented at HQ Staff complement of 35 2

More about Corporate Procurement o 5 Internal Teams n n n o Production (vendor registration, contract execution, small purchases) Country Office Technology Facilities Services 3 guiding principles: n n n Fairness Transparency Competition 3

“External” Participants in the Corporate (Administrative) Procurement Process o Three categories of external staff n n n o Project managers/task team leaders Country office staff Transaction processors Learning and accreditation programs (LAPs) planned for each group 4

Common Elements of the Forthcoming LAPs o o Education (for awareness and understanding) Training (for skills development) Accreditation (to verify learning) Performance monitoring and intervention (as necessary) 5

Why Learning and Accreditation? o o To mitigate risk To build: n n o o Risk awareness Capacity to support mission/vision attainment President’s focus on governance and practice Emphasis on combating corruption and unethical conduct 6

The LAPs will: o Align with existing efforts to drive: n n n o o o Excellence in performance and results Mission and vision attainment Ethical conduct Be mandatory Require periodic re-accreditation Provide for suspension/revocation 7

Underlying Concepts of the LAPs o A formal, defined body of knowledge n n o o Related to demands and needs Will continue to evolve Effective and appropriate learning methodologies Career-long learning 8

Body of Knowledge and Skills o o o Public sector contract management principles Project management (broadly defined) Ethics, integrity, and social responsibility Individual/professional responsibility and accountability Interpersonal skills and strategies Bank rules, policies, and procedures 9

The LAPs will be Performance-Based o Goals: n n n o Immediate 1: increased level of learning Immediate 2: improved job performance Ultimate: maximum contribution to Bank mission/vision attainment Requirements: n n n Metrics to measure learning impact Ongoing assessment Program assessment / intervention 10

Other Details of the LAPs o o o Focused courses Pre and post exams for each course Opportunities for specialization Course development: “make, buy, or adapt” Linkage to other initiatives within the Bank n n o Other LAPs Ethics Management Detailed plan of approach; timing 11

Two Ways that the World Bank Seeks to Promote Ethical Conduct o o Compliance-based ethical management Integrity-based (value-based) ethics management 12

Compliance-Based Ethics Management o o o Clear rules and enforcement Investigations and control mechanisms Penalties for non-compliance 13

Compliance-Based Ethics System within the World Bank Group o Staff Manual n n General obligations of Staff Members (Principle 3) Standards of Professional Conduct (Staff Rules 3. 01 – 3. 05) Disciplinary measures (Staff Rule 8. 01) Various other guidance o o o Conflicts of interest Domestic issues Misconduct Financial disclosure Outside interests (continued) 14

Compliance-Based System (continued) o The Department of Institutional Integrity (INT) n n n Preliminary inquiries of allegations Investigations Staff duty to report suspected fraud, corruption, or misconduct (Staff Rule 8. 01, Paragraph 2. 02) 15

The Staff Manual Specifies Ethical Issues that Must Be Reported to INT o o Most listed issues are procurement-related The procurement-related issues: n n n Relate directly to mission/vision attainment Are addressed in the existing Values-Based Ethics System within the WBG Will be addressed in the Learning and Accreditation programs 16

Examples of the Procurement-Related Issues that Must Be Reported o o o o Contract irregularities; violations of procurement guidelines Bid irregularities Bid collusion Fraudulent bids Fraud in contract performance Product substitution Price manipulation 17

More Examples o o o o Substandard or inferior parts and materials Cost or labor mischarging Kickbacks, bribery, acceptance of gratuities Abuse of authority Misuse of bank funds or entrusted funds Conflict of interest Forgery Involvement of Bank staff in any of the above. 18

The Value-Based Ethics System within the World Bank Group o o WBG Core Values Code of Professional Conduct Training in Ethics and Integrity Internal System for Help and Advice n n n Conflict Resolution System Human Resources Department Respectful workplace advisors Staff Association Ethics Hotline Fraud and Corruption Hotline 19

The Office of Business Ethics o o o Role: communicates WBG values, rules, and norms on ethics Responsibilities: outreach and training, counseling, policy guidance, Ethics Helpline Areas: staff misconduct, conflict of interest, financial disclosure, domestic/family issues 20

Collaboration with the OBE o o In all planned LAPs To address specific issues of strategic importance, as needed 21

Closing o o o Summary Questions, comments, suggestions Contact information: Stephen B. Gordon, Ph. D. , CPPO Education Program Officer World Bank Corporate Procurement Phone: (202) 458 -4930 Email: sgordon@worldbank. org 22