Chapter 2: Key aspects to consider for the development of a procurement measurement framework
Ensuring a more diverse background (including on economics and statistics) of working group members
X
Providing the adequate time for each member to provide more valuable comments.
X
Involving more stakeholders in the development and analysis of the measurement framework
X
Raising awareness (PPA and PMO) within contracting authorities on the importance of ensuring a good quality of data entered manually.
X
Integrating CPBs systems and the PPAB system with EKR to enhance the efficiency of the monitoring of the public procurement system1
X
Enhancing the collaboration with stakeholders providing data on the data classification
X
Improving the design of the surveys designed for the performance measurement framework
X
Ensuring a larger number of responding stakeholders to the surveys designed for the performance measurement framework
X
Considering the frequency of launching surveys (on an annual basis for CPBs, on a lower frequency for the other survey targeting different stakeholders)
X
Chapter 3: Assessment of the Hungarian measurement framework
Adding in the updated measurement framework a detailed methodology to calculate each single indicator and sub-indicator.
X
Explaining in the framework the reason for focusing on certain sub-categories of the framework on for choosing certain indicators
X
Improving the existing indicators (when data is available)
X
X
Improving the existing indicators (when data is not available)
X
X
Providing additional indictors on the main breakdowns envisaged in indicators to understand their relevance
X
Providing additional indictors: Including indicators on “Values” of public procurement spent
X
Providing additional indicators: Considering integrity and control issues
X
X
Providing additional indicators to assess the level of competition in the public procurement market (Efficiency) when data is available
X
Providing additional indicators to assess the level of competition in the public procurement market (Efficiency) when data is not available
X
Providing additional indicators on strategic procurement (based on data availability following the implementation of eForms)
X
Chapter 4: Communicating the results of the performance measurement framework
Recalling in the annual report on the performance of the public procurement system the indicators and sub-indicators used as part of this framework and provide their results
X
Ensuring consistency in the way report on the performance of the public procurement system covers the different indicators
X
Providing concise findings of the report in the executive summary and the different chapters
X
Mentioning the necessary actions required when identifying areas that require further policy action in relevant governmental documents.
X
Identifying the indicators that should be considered as “integrated” (linking indicators between them for a more meaningful analysis)
X
Providing further explanations and analysis of the results of some indicators
X
Leveraging different channels to disseminate and promote the results of the annual report on the performance of the public procurement system including i) relevant stakeholders’ websites like the websites of the PPA, the Integrity Authority, the Competition Authority, the Hungarian Chamber of Commerce and Industry, etc. ii) the mobile application managed by the PPA, the “Daily Public Procurement” (Napi Közbeszerzés in Hungarian), iii) social media and press release sent to relevant medias.
X
X
Developing in EKR a dedicated webpage listing all relevant documents related to the public procurement performance measurement framework
X
1. The PPAB is an independent authority, the implementation of this recommendation may require a strong cooperation between PPAB and PMO.
Note: Short term: recommendations could be implemented within the next 12 months; Medium term: recommendations could be implemented between 1 to 2 years; Long term: recommendations could be implemented in more than 2 years.
