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Source List 8.1 Improving Project Planning, Selection, and Evaluation Source Description Improving Project Planning Business Planning for Water Utilities Website Integrating Indigenous Knowledge in Project Planning and Implementation Website This website provides tools and support on business planning for water utility managers and consultants working in small and medium sized towns. The website offers a toolkit developed by the Water Research Centre as part of the World Bank’s Town Water Supply and Sanitation Initiative. The toolkit is a user-friendly financial model that helps managers understand the consequences of planning decisions. The website also provides two training presentations: one two to three hour course for all utility stakeholders, the second a detailed three to four day training course for utility managers or staff involved in developing business plans. a Integrating Indigenous Knowledge (IK) in project planning and implementation is important to better adapt global knowledge to local conditions, and plan projects to serve the communities actual (rather than perceived) needs. The World Bank created a database that provides access to a collection of indigenous practices and case studies sector practitioners can learn from, as well as the opportunity to contribute new cases. b Improving Project Selection and Evaluation Asian Development Bank (1999). “Handbook for the Economic Analysis of Water Supply Projects” Castalia (2007). “Financial and Cost Benefit Analysis Report: K-East Ward Water Distribution Improvement Project” Transparency International’s “Project Anticorruption Systems” UK Treasury Green Book This handbook is intended for non-economists (planners, engineers, financial analysts, and sociologists) involved in the planning, preparation, and management to help them carry out economic analysis of water supply and sanitation projects. c An analysis of the cost of achieving water a 24 hour water supply in one ward (K-East) entirely with new supply, and compared this with the cost of achieving 24 hours water supply through improving the distribution system to reduce leakage and theft. Transparency International’s Project Anti-corruption Systems (PACS) were designed to prevent corruption in construction projects. The PACS is made up of two parts: • The PACS Standards recommend anti-corruption measures which should be used on construction projects, and • The PACS Templates provide the tools by which the measures recommended in the PACS Standards can be implemented. The PACS can be used to assess existing anti-corruption measures (against the PACS Standards), modify existing measures (to meet PACS Standards), or it can simply use the PACS Templates—appropriately customized—as its anti-corruption measures. d The Green Book is intended to promote efficient policy development and resource allocation across government. It does this by informing decision-making, and by improving the alignment of departmental agency policies, programs, and project with government priorities and the expectations of the public. The guidance emphasizes the need to take account of the wider social costs and benefits of proposals, and the need to ensure the proper use of public resources. e a http://www.waterbusinessplanning.com/asp/training.asp b http://www.worldbank.org/afr/ik/what.htm c http://www.adb.org/documents/handbooks/water_supply_projects/ d http://www.transparency.org/tools/contracting/construction_projects e http://www.hm-treasury.gov.uk/data_greenbook_index.htm (continued on next page) 84
Source List 8.1 Improving Project Planning, Selection, and Evaluation (continued) Source World Bank (1998). “Handbook on Economic Analysis of Investment Operations”. World Bank. Description The World Bank’s Handbook on Economic Analysis and of Investment Operations provides tools for economic analysis from the point of view of the implementing agency, the fisc, the beneficiaries, and society. This is aimed at practitioners interested in different techniques for appraising their projects. A second part of the Handbook is a Technical Appendix to guide sector practitioners in determining the social opportunity costs or shadow prices. f Good Practice in Capital Project Procurement Gilroy, J. (2005). “Procurement Outsourcing”. ICG Commerce Kramer, W. (2002). “Combating Corruption and Fraud in International Projects” OECD (2007). “Bribery in Public Procurement: Methods, Actors and Counter-Measures” OECD (2005). “Fighting Corruption and Promoting Integrity in Public Procurement” OECD (2007). “Integrity in public procurement: Good practice from A to Z” Partnerships Victoria’s Guidance Materials Transferring specific procurement activities is one option for reducing overall costs and allowing a company to focus on its core competencies. This article, by the Vice President of Outsourcing for ICG Commerce, tries to answer the top 10 questions companies have about procurement outsourcing. g This website begins with a brief overview of the “problem” of corruption, followed by sections on findings from recent cases, a description on how common schemes operate, red flags for common schemes (including red flags in contracts and procurement), a description of countermeasures and controls, and a brief summary of legal remedies. h This report addresses the growing complexity of bribe schemes in today’s globalized markets. It describes how bribery is done at various stages of government purchasing; how bribery in public procurement is related to other crimes, such as fraud and money laundering; and how to prevent such crimes. The typical motivations and conduct of the various corrupt actors highlighted. The report contains 10 case studies. This document comprises papers that were presented at a Global Forum on Governance event intended to identify “weak links” in the public procurement process, explore ways to improve transparency and accountability, and identify actions to prevent, detect, and sanction corruption. It includes various case studies on mechanisms to improve transparency and accountability in procurement (14 studies), and case studies on preventing, detecting, and penalizing corruption (14 studies). The case studies are mostly from Europe, Asia, and Latin America. This publication offers practical insights into how the profession of procurement is evolving to cope with the growing demand for integrity, drawing on the experience of procurement practitioners as well as audit, competition, and anti-corruption specialists. The book provides a comparative overview of practices meant to enhance integrity throughout the whole procurement cycle, from needs assessment to contract management. It also includes numerous “elements of good practice” identified not only in OECD countries but also in Brazil, Chile, Dubai, India, Pakistan, Romania, Slovenia, and South Africa. The Partnerships Victoria website has many useful resources on good practice in public procurement. The “Resources” section shows a list of training course that are available for practitioners on PPPs. The “Policies and Guidelines” section includes Partnerships Victoria’s Policy, a Practitioner’s Guide (setting out approaches to key commercials issues like bid evaluation, and public process issues, like probity and disclosure). There is also a guide for risk allocation, contract management, and standard commercial principles. These documents are available online: www.partnerships.vic.gov.au f http://wbln0018.worldbank.org/environment/EEI.nsf/3dc00e2e4624023585256713005a1d4a/97ae8f7d43d439a485256706005d5a 78/$FILE/econanal.pdf g https://www.vtrenz.net/imaeds/ownerassets/749/ICGC_PO_Strategic_Imperative.pdf h http://www.wmkramer.com/info.html (continued on next page) 85
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Public Disclosure Authorized 46829
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PREFACE In 1996, then World Bank Pr
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TABLE OF CONTENTS 1 INTRODUCTION ..
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Tables Table 1.1: How to Use the So
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Box 11.1: Five Key Elements of an A
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In each section, corruption and gov
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2 UNDERSTANDING CORRUPTION AND GOVE
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Box 2.2 Governance in the Literatur
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Corruption often involves a “mora
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When these conditions hold, a virtu
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This suggests that sector practitio
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spur increased local demand for acc
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Source List 2.1 Framework for Think
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• P rovider - Section 5 discusses
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That said, the interpretation of na
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Source List 3.1 Country Level Gover
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4 SECTOR ASSESSMENT This section in
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4.3 Informal Service Provision In m
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Media coverage of corruption can se
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Opportunities for corruption arise
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Table 4.2 Some Corruption and Poor
Page 44 and 45: Source List 4.1 Sector Assessment S
Page 46 and 47: Source List 4.1 Sector Assessment (
Page 48 and 49: Source List 4.1 Sector Assessment (
Page 50 and 51: Figure 5.1 Corruption in Procuring
Page 52 and 53: 5.1.3 Problems with quality As disc
Page 54 and 55: • Utility unable to link billing
Page 56 and 57: 5.3.1 Detecting corruption in human
Page 58 and 59: • Travel by utility staff at the
Page 60 and 61: 6 PLANNING AND IMPLEMENTING CAPITAL
Page 62 and 63: transferred from the government or
Page 64 and 65: sector staff might schedule mainten
Page 66 and 67: Practitioners can detect corruption
Page 68 and 69: • Increase the price of the contr
Page 70 and 71: 7 IMPLICATIONS OF DIFFERENT SECTOR
Page 72 and 73: Table 7.1 Five Variants of Private
Page 74 and 75: Box 7.2 An Example of Related Party
Page 76 and 77: • A reputation for corruption in
Page 78 and 79: Indicators of corruption risk in co
Page 80 and 81: • Management processes, for examp
Page 82 and 83: PART II INCREASING PROBITY AND IMPR
Page 84 and 85: Box 8.1 Improving Probity in Capita
Page 86 and 87: Applying the rules effectively is c
Page 88 and 89: sors and auditors can be appointed
Page 90 and 91: Box 8.6 Procurement Outsourcing to
Page 92 and 93: fective deterrents include debarrin
Page 96 and 97: Source List 8.1 Improving Project P
Page 98 and 99: Source List 8.1 Improving Project P
Page 100 and 101: 9 INCREASING PROBITY AT THE PROVIDE
Page 102 and 103: Linking management controls to corr
Page 104 and 105: Box 9.2 Performance Incentives for
Page 106 and 107: Box 9.5 Performance Evaluation in a
Page 108 and 109: Source List 9.1 Improving Provider
Page 110 and 111: 10 STRENGTHENING WATER SECTOR GOVER
Page 112 and 113: Government responses to citizen dem
Page 114 and 115: Methods for increasing information
Page 116 and 117: can at any time direct that provide
Page 118 and 119: Box 10.3 Internally Delegated Manag
Page 120 and 121: To overcome some of these constrain
Page 122 and 123: vider from the political directorat
Page 124 and 125: Box 10.7 Cooperative Management of
Page 126 and 127: Source List 10.1 Reforming Water Se
Page 134 and 135: technology in selected areas”, bu
Page 136 and 137: mission (the CRA) sets out rules fo
Page 138 and 139: surrounding area, to small schemes
Page 140 and 141: works and planning in public agenci
Page 142 and 143: 11.2 Second Best Options for Improv
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Table 11.1 Summary of “Second-Bes
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good strategy. One way to identify
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Example of a simple, narrow approac
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lustration, a practitioner with som
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Source List 11.1 Improving Probity
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Source List 11.1 Improving Probity
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12 REVIEWING PROGRESS Monitoring an
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• Indicators chosen should relate
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Box 12.2 Using Objective Cost Measu
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on the program’s success had been
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Source List 12.1 Reviewing Progress
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threats). Competitive bidding proce
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Other Water Working Notes Water Wor
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