The extent to which procurement processes and bid management frameworks are standardised, transparent, and non-onerous to bidders.
Procurement practices that are transparent, enable efficient risk allocation and innovation, deliver value-for-money, and enhance competition.
OECD Recommendation and other guiding principles for good procurement
Reference Guide on Output Specifications for Quality Infrastructure (Global Infrastructure Hub)
Published infrastructure procurement guidelines
How well documented and prescriptive the procurement process is.
The government should provide guidance on how to consider and select a suitable procurement method for an infrastructure project. Some guidelines also provide a framework to assess the viability of one procurement compared to other methods (e.g. PPP instead of traditional procurement). The purpose is to ensure contractors are aware what the government’s expectations and requirements are, and ensure the government achieves the best value for money.
38.1%
Transparency in public procurement
Transparency of the process for the award of public contracts.
Pertinent information about the procurement process should be available to all contractors, suppliers and service providers. This metric shows whether a country has probity measures and exercises neutrality and fairness in procuring infrastructure, encouraging more participants and competition, which can drive value for money and better cost and quality outcomes.
37.2%
Procurement of PPPs
How clear, fair and transparent the PPP procurement process is.
Legal and regulatory frameworks need to adhere to best practice when selecting the private partner for PPPs. The procurement process should include fairness, neutrality and transparency. Fair and transparent processes encourage more participants and competition, which can drive value for money and better cost and quality outcomes.
12.4%
PPP contract management
Management of PPP contract changes or cancellation, as well as the process to close the contract at the completion of the PPP project.
A contract management framework should be in place to facilitate the implementation of PPP projects, as well as monitor and manage existing contracts. This includes provisions for contract modification, renegotiation, dispute resolution, step-in rights and contract termination. Effective management of delivery and operations post contract signature are important for benefits to be realised and projects to stay on time and budget.
7.4%
Average procurement duration – transaction RFP
The time from public announcement of a project to the award of a contract. Shorter periods have higher scores.
Lengthy procurement adds costs, risks and down time to contractors bidding for and investing in projects.
5%
How well documented and prescriptive the procurement process is.
The government should provide guidance on how to consider and select a suitable procurement method for an infrastructure project. Some guidelines also provide a framework to assess the viability of one procurement compared to other methods (e.g. PPP instead of traditional procurement). The purpose is to ensure contractors are aware what the government’s expectations and requirements are, and ensure the government achieves the best value for money.
38.1%
Transparency of the process for the award of public contracts.
Pertinent information about the procurement process should be available to all contractors, suppliers and service providers. This metric shows whether a country has probity measures and exercises neutrality and fairness in procuring infrastructure, encouraging more participants and competition, which can drive value for money and better cost and quality outcomes.
37.2%
How clear, fair and transparent the PPP procurement process is.
Legal and regulatory frameworks need to adhere to best practice when selecting the private partner for PPPs. The procurement process should include fairness, neutrality and transparency. Fair and transparent processes encourage more participants and competition, which can drive value for money and better cost and quality outcomes.
12.4%
Management of PPP contract changes or cancellation, as well as the process to close the contract at the completion of the PPP project.
A contract management framework should be in place to facilitate the implementation of PPP projects, as well as monitor and manage existing contracts. This includes provisions for contract modification, renegotiation, dispute resolution, step-in rights and contract termination. Effective management of delivery and operations post contract signature are important for benefits to be realised and projects to stay on time and budget.
7.4%
The time from public announcement of a project to the award of a contract. Shorter periods have higher scores.
Lengthy procurement adds costs, risks and down time to contractors bidding for and investing in projects.
5%