Open Contracting Scoping Study !#$%&'()*(+$€¦ · Open Contracting Scoping Study – Côte d’Ivoire | 2 Executive Summary and Key Recommendations Every year, governments spend

Open Contracting Scoping Study

CÔTE D’IVOIREWest Africa Open Contracting Assessment Project

December 27, 2016

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Supported By

OpenContractingScopingStudy:Côted’IvoireCountryReport

January27,2017 Submittedby TheOpenContractingPartnership641SStreetNW|Washington,DC20001USA Submittedto BritishEmbassyAbidjan ContactPoint Carey Kluttz | Senior Program Manager | Open Contracting [email protected]

StudycoordinatedbytheOpenContractingPartnership,incollaborationwiththeWorldWideWebFoundationandwiththefinancialsupportoftheBritishEmbassyinAbidjan.

OpenContractingScopingStudy–Côted’Ivoire|1

ExecutiveSummaryandKeyRecommendations 2

Purpose,Methodology&FieldVisitInformation 5

OverviewoftheGeneralCountryContext 7

InstitutionalArrangement 8

LegalFrameworkforProcurement 12

PolicyContextAnalysis 20

BroaderPublicFinancialManagementEnvironment 22

TechnicalAssessment 25

UserEngagement 34

StakeholderIdentification 38

ListofReferencesandGuidingDocuments 43

Annex1:ListofStakeholderGroupsandStakeholdersInterviewed 46

Annex2:ListofInterviewees 47

Annex3:Dataworksheet 50

Annex4:Tendernotice 51

Annex5:Tendernoticespublishedperyear(2000-2015):DMP 52

Annex6:Procurementmethods,valuesandpercentages. 53


ExecutiveSummaryandKeyRecommendations

Everyyear,governmentsspendhugesumsofmoneythroughcontracts,oneverythingfrompencilsandpapertobuildingmajorinfrastructureprojectssuchasairports.ThisglobalspendingamountstooverUS$9.5 trillion each year, a massive 15% of global GDP. Contracting is government’s number onecorruptionrisk.

At the same time, contractsareat thecoreofgovernments’providing servicesand infrastructure totheircitizens.InCôted’Ivoirespecifically,therehasbeenahugeincreaseoverthepastdecadeinpubliccontracts. According to the Ivorian National Authority for the Regulation of Public Procurement(AutoritéNationaledeRégulationdesMarchésPublics[ANRMP]),thenumberofrequestsforproposalsor tenders increased from 389 worth $221 million in 2000, to 2,265 worth $1.7 billion in 2015.However, theproportionofopentendersversusdirectcontractshassignificantlydecreasedoverthesametimeperiod–from60%openand27%directin2000,to36%openand39%directin2015basedoncontractvalue;in2015,directcontractsrepresented70%ofallcontracts.1

This scoping study aims to gauge the state of openness of public procurement processes in Côted’Ivoire, inordertounderstandthecapacitiesandinterestsofkeyprocurementactors.22interviewswere held with 60 individuals from six key stakeholder groups; government, state enterprises,regulators, civil society, private sector and international organizations or donor agencies. Challengesandrecommendationswere identifiedforprocurementreformandtheadoptionofopencontractingprinciples.

Key policies are in place at the international, national, and sub-regional levels providing a statutorypolicyframeworkforopencontracting.Côted’Ivoire’spublicprocurementsystemisorganizedaroundfour key stakeholders representing government, state enterprises, and regulators: the TenderEvaluation Commission (COJO), the Public Procurement Directorate (DMP), state enterprises andministries,andtheNationalAuthorityforRegulationofPublicProcurement(ANRMP).

In Côte d’Ivoire, data on procurement, especially tenders, is online and publicly available. However,data on the other stages of the procurement or contracting process - planning, award, contract,implementation - is fragmented, inaccessible or unavailable. This provides an opportunity forimprovementinthepublicprocurementsystem,inordertoencourageopencontractingandinvestindisclosureandparticipationefforts.

Whenaddressing theprocurementprocess fromendtoend,opencontractingholds thepotential tostrengthen trust and accountability, and to increase transparency among the various actors in theprocess. It is vital to address stakeholder needs, their engagement and participation in theprocurement process, alongside the creation and implementation of transparent and accessiblesystems. This would create an enabling environment to adopt open contracting and increaseprocurementreformeffortstocreateastreamlinedsystem,reducefraudandcorruption,andimproveservicedelivery.

1http://www.anrmp.ci/statistiques-11021/file/352-les-marches-publics-en-cote-d-ivoire-de-1995-a-2015


KeyRecommendations

1.InstitutionalArrangement

● Career profile: There is a key need to improve the professionalization of the field of publicprocurement,andtocategoriseandtrainprocurementprofessionalswell,withaccompanyingpayscales.Inaddition,aprocurementteamshouldbehousedwithineachMinistry.

2.LegalFrameworkforProcurement

● Timelypaymentsofcontractsbygovernment:Governmentshouldprovidemoreinformationonwhetherornotpaymentsforcontractsaremadeontime.

● EstablishamonthlyexpenseplanfromTreasury:Thereshouldbeanexpenseregulationwithathresholdamountpermonthtoplanthebudgetaccordingly,followingtherecommendationsof theWest African Economic andMonetaryUnion (Union Economique etMonétaireOuestAfricaine [UEMOA]) as a guiding document for expense plans from treasury to ensurepayments.

● Build strong legal systems on the basis of meritocracy to encourage open contractingadoption:Thereisaclearneedtosupportandencouragepeopletobuildstronglegalsystemson the basis of individual's’ skills and abilities; this will also require strong political will toencourageopencontractingeffortsasalong-termgoal.2

3.PolicyContextAnalysis

● Establish a complaint review mechanism to support anti-corruption measures inprocurement:A complaint reviewmechanism for the public procurement system should beestablishedandmanagedbyanindependentbody.

4.BroaderPublicFinancialManagementEnvironment

● Provide greater opportunities for national SMEs, given competitive environment:Nationalsmall and medium-sized enterprises (SMEs) should have the opportunity bid on tendersavailable in Côte d’Ivoire. In the case of themassive projects represented bymany of thesetenders (e.g. infrastructure projects, road construction), their participation, training andguidanceeffortsshouldbeencouragedwherepossible.

5.TechnicalAssessment

● Government should extend functionality of the IntegratedManagement System for PublicProcurement (Système IntégrédeGestiondesMarchésPublics [SIGMAP]): There shouldbeadditionalstaffandmaterialstoallowfordigitizationofinternalprocessestoallowadditional

2Recommendationwasalsomadein2008,bythePublicExpenditureManagementandFinancialAccountabilityReview(PEMFAR).


ministries to use the platform for efficiency, cost savings, and effectiveness, with less timespentonsendingpapersphysically.

● Establishanend-to-endinformationserviceplatformfore-procurement:Thereshouldbeanend-to-ende-procurementsystemlinkingallagencies,departmentsandministriestoexistingprocurementandfinancialplatforms,providingan interconnected,centralfinancialsystemtotrace bids. Such a platform would be instrumental for information, education, andcommunication among all procurement stakeholders, encouraging the adoption of opencontracting.

6.UserEngagement

● More citizen engagement is needed to encourage a bottom-up approach to support opencontracting:Governmentshould traincivil societyon theprocurementsystemandhowtheycanmosteffectivelyprovidefeedbackontheexistingprocess.Trainingsonpublicprocurementprocesses,opencontracting,availableonlineresources,andengagementmechanismswillbekeyforthenextgeneration.

● Additional data should be collected to visualize corruption risks in the public procurementsystem:Inordertoidentifywherecorruptionrisksarethehighest,dataonthedifferentpartsof theprocurementprocess shouldbe collected - such as dataon thewinners and losers ofcompetitive bids and the amounts of their proposals, or data on the implementation ofindividualcontracts-todetectcollusionorbidrigging.

● Information related to public procurement should be made accessible to the public in acomprehensive way for both literate and illiterate populations: The National Authority forPublicProcurementRegulation(AutoritéNationaldeRégulationdesMarchésPublics[ANRMP])shouldestablishapartnershipwithcivilsocietytoworktogetheronopencontracting,inordertopresentthePublicProcurementCodeandtheANRMPauditsinavisual,storytellingwaytoallkeyprocurementstakeholders,includingasimplifiedversionandacartoonseries.

7.StakeholderIdentification

● Buildand strengthenpartnershipsamong local,national, and internationalactors:Nationalprocurementagencies’reforms,digitizationprocess,andregulatorystandardsforprocurementshouldensurealignmentwithpublicprocurementguidelinesoftheOrganisationforEconomicCo-operation and Development (OECD), World Bank (WB), and African Development Bank(AfDB).Moreover,theseandotherdevelopmentpartnersshouldhelpthePublicProcurementDirectorate (Direction des Marchés Publics [DMP]), ministries and state enterprises reformexisting information systems, as well as providing the regulatory framework forimplementationinamulti-buyerprocess,andorganizingtrainingsonpublicprocurement.


Purpose,Methodology&FieldVisitInformation

Purpose

Thisscopingstudy, fundedbytheBritishEmbassy inAbidjan,aimstogaugethestateofopennessofpublic procurement processes in Côte d’Ivoire, understand the capacities and interests of keyprocurement actors, and identify opportunities for procurement reform and the adoption of opencontractingprinciples.

Opencontractingreferstoasetofglobalprinciples3aimedatimprovingprocurementdatadisclosureand recognizing the importance of public participation in the contracting process. Open contractingrefers to thepublicationofprocurementdata inopenandstructured formats thatenablepublicuseand reuse at the user’s discretion. Procurement datamust thus be “technically” open (e.g.machinereadable, free of proprietary software requirements, etc.) and “legally” open (e.g. published in thepublic domain or in accordance with copyleft principles). Further, open contracting refers to theparticipation of citizens in the procurement process, including the creation and implementation ofaccountabilityandredressmechanismsthatbuildtrustbetweencitizensandgovernment.Ultimately,opencontractingaimstodelivervalueformoney,createamorelevelplayingfieldforbusiness,reducefraudandcorruption,andimproveservicedelivery.

Methodology

Themethodology4followedbythisstudy,accompaniedbyaninterviewguide5andannexes6,seekstoaidstudyleadsto:

● Documentcurrentlevelsofopennessinpubliccontractingintargetedpolities;

● Identifyandassessexistingsystemsanddatasources(includingnon-public)withingovernmentforcollecting,analyzing,andsharingprocurementdata;

● Map key stakeholders and their capacities and enthusiasm for advancing open contracting;and,

● Provide recommendations on realistic targets and use cases for open contracting movingforward.

The sections of the methodology covered by this study are: 1) institutional arrangement, 2) legalframework, 3) policy context, 4) broader public financial management environment, 5) technicalanalysis,6)userengagement,and7)stakeholderidentification.

FieldVisitInformation

ThescopingstudywasconductedinAbidjan,Côted’Ivoireinordertobetterunderstandthecountry’spublicprocurementprocessandmonitoringpractices,includingthemanagementofpublicfunds.Over3http://www.open-contracting.org/get-started/global-principles/4https://docs.google.com/document/d/1Pz8G5otAERHW8-8N7idlWmPob9on3LrzmY-Z4Tyobbw/edit5https://docs.google.com/document/d/1Ci8d6O22HVQ-luky94kSWLEIiyYNlw3LLJwNOeXskq4/edit6https://docs.google.com/document/d/18GSPDrHzmXomoLKoBW2LpTFNZabjl6JgjQ6pIaEtPqo/edit


theperiodof 17 to22October2016, 22 in-country interviewswere conductedwith60membersofvarious stakeholder groups, including: six government representatives from relevant Ministries,Departments, and Agencies (MDAs); three state enterprises; two regulators; three civil societyorganizations; six private sector companies; and two international organizations or donor agencies.Interviewees provided insights and feedback on the procurement process, key actors, challenges,opportunitiesand recommendations. The specificorganizationsand institutions thatparticipatedarelisted below in Annex 1, and discussed in detail in the Stakeholder Identification section. Thesediscussions focused on the challenges encountered in the public procurement, alongwith perceivedopportunities. Interviewees also offered recommendations on how to improve public procurementpolicyandsystemsinCôted'Ivoire.


OverviewoftheGeneralCountryContext

Long a leading economy inWest Africa, Côte d’Ivoire is currently in a period of revival following aprolonged post-electoral conflict, and the international economic outlook and social indicators arepromising. Notably, the African Development Bank (AfDB) re-established its headquarters in thecountry in September 2014, and at present there is increased interest by international investors. AsQuartz noted inMarch 2016, “Buoyed by a fast growing economy and a lengthy period of politicalstability highlighted by successful elections last year, Côte d’Ivoire is now regarded as a primedestination for investment in Africa.”7 In addition to hosting the AfDB, Côte d’Ivoire is the largesteconomicpoweroftheEconomicCommunityofWestAfricanStates(ECOWAS)andtheWestAfricanEconomicandMonetaryUnion(UnionEconomiqueetMonétaireOuestAfricaine[UEMOA].)

Despitethepost-conflicteconomystateofthecountry,internationalindicatorsareencouraging.Inthe2014HumanDevelopmentIndex,Côted’Ivoireranked172outof188;theHumanDevelopmentReportnotes that “between 1980 and 2014, Côte d'Ivoire’s HDI value increased from 0.376 to 0.462, anincreaseof22.9percent.”8Withanestimatedpopulationof22,671,331in2014,theGNI(PPP)wasUSD3,171(approximately2,000GBP),andtheadultliteracyratewas41%in2012.9

Thepressisrankedaspartlyfree,10andthegovernmenthastakenstepstoincreasetransparencyandmake commitments to good governance, including through the establishment of the HauteAutoritépour la Bonne Gouvernance in 2013. In addition in April 2015, the country joined the OpenGovernmentPartnership (OGP)11, an international initiative that supports governments toworkwithcivil society in order to improve transparency, accountability, responsiveness to citizens, and overallgovernance.Côted’Ivoire’s firstOGPNationalActionPlan12wasvalidated in June2016,with severalcommitments linked to public procurement (e.g. Commitment 5: Publish Communications to theCouncil ofMinisters on contracting process on a quarterly basis ; and Commitment 10: Set up andoperationalizeanationalcompetitivenessmonitoringbody).

Intermsofopenness,Côted’Ivoirehasalsobeenincludedinseveralrankingsoninternationalindices.In2015,itscored98outof122ontheOpenDataIndex(witha16%opennessfactor),ranking20pointslowerthanin2014.13CurrentlyopengovernmentdataisbeingmeasuredforthefirsttimeintheOpenDataBarometer.Inthe2015CorruptionPerceptionsIndex,Côted’Ivoireranked107outof168.14In2013,Côted’Ivoireranked76outof102intheRighttoInformation(RTI)Rating15,anindexthatanalysesthequalityoftheworld’saccesstoinformationlawsfoundedbyAccessInfoEurope(AIE)andtheCentreforLawandDemocracy(CLD).

7http://qz.com/639535/nigeria-is-no-longer-africas-top-investor-destination/8http://hdr.undp.org/sites/all/themes/hdr_theme/country-notes/CIV.pdf9https://data.unicef.org/topic/education/overview/10https://freedomhouse.org/country/c-te-divoire11http://www.opengovpartnership.org/country/ivory-coast12http://www.opengovpartnership.org/sites/default/files/CdI_NAP1_2016_0.pdf13http://index.okfn.org/place/cote-divoire/14https://www.transparency.org/cpi2015/15http://www.rti-rating.org/view_country/?country_name=Ivory%20Coast


InstitutionalArrangement

The President of Côte d’Ivoire is both the head of state and the sole holder of ultimate executivepowers,inamulti-partysystem.Legislativepowerisvestedinboththegovernmentandparliament.

Côte d’Ivoire’s public procurement system is organized around four key government stakeholders,whose rolesand responsibilitiesvary throughout thecourseof theprocurementprocess: theTenderEvaluation Commission (la Commission d’ouverture de plis et de jugement d’offres [COJO]) whichmanages the tendering process; the Public Procurement Directorate (Direction desMarchés Publics[DMP])which oversees procurement activities; state enterprises andministries,which are often theindividualprocuringentities;andthe NationalAuthorityforPublicProcurementRegulation(AutoritéNationale de Régulation des Marchés Publics [ANRMP]) that is responsible for regulating theprocurementsystem.

Figure1.Theinstitutionalarrangementofpublicprocurement.Source:WebFoundation,inspiredbySenegalOpenContractingScopingStudyreport.

TenderEvaluationCommission

The Tender Evaluation Commission is the commission of governmental institutions and bodies thatmanages contract awards. During the tendering process, every member of the COJO participates16.Memberscontributeto transparencybyreportinghowexactly thetenderingprocesshasbeendone.

16Thereisnostandardlistofmembers;theCOJOconvenesmemberspercall.


TheCOJO reportson the information received fromgovernmentagenciesand stateenterprises. ThefinalreportissenttotheCOJO,thebidders,andthosewhorequestinformation,generallyunsuccessfulbidders.Thesetendtobeafewcandidates.ACOJOisconstitutedbyaprocuringentity,whichmaybeaministry, a state enterprise or another national body. Each procuring entity constitutes its COJOaccordingtoitsprocurementneeds;COJOsarenotpermanent,thoughsomemembersmaybefoundfrequently in many. Members are drawn from the procuring authority, experts in the field andindividualsfromagencieswithparticularexpertise,dependingonthecall.Dependingonthethreshold,amemberwillbeappointedbytheDirectorateofPublicProcurement.

DirectorateofPublicProcurement

TheDirectorateofPublicProcurement(DirectiondesMarchésPublics[DMP])isthecentraloperationalpoint that oversees, authorizes andmanages public procurement in Côte d’Ivoire. The ProcurementCode requires that all state agencies, ministries, departments, including the Presidency, should gothrough DMP for contracts where the national budget is involved. The DMP thus monitorsprocurement across all 36 Ministries. DMP also coordinates the financing with donor and bilateralagencies. It has 144 agents – 88 executives and 56 support staff17 –who oversee an average of 33tendersperweek.AsofDecember2016,DMPhasa totalof5374tender lines (lignesàmarchés)ontheir SIGMAP18. DMP does not manage transactions, but is in charge of the policy framework andoverseesthedueprocess.AlthoughDMPhasvalidatedthatithasdirectaccesstoallministries,otherstakeholdersfromotherministriesandprivatesectorrecommendthatDMPshouldberestructuredasanEntityforefficiencypurposes.19

StateEnterprisesandMinistries

Every Ministry has a Department of Financial Affairs (Direction des Affaires Financières [DAF]) thatserves as the focal authority for all procurement related to theMinistry.Ministriesmay have high,averageorlownumbersofcontracts/procurements;oneeachofthesewasinterviewedforthisstudy:theMinistry of Economic Infrastructure, theMinistry of Planning and Development (MPD) and theMinistryofHousingandSocialLodging.

State enterprises (Entreprises Publiques Nationales [EPN]) are private companies that receive theirbudgetfromthestate.AnEPNsignsacontractfordelegationofpowers,andtheremaybemorethanonedonorinprojects.TheEPNsenjoyalevelofautonomyinprocurement,thoughtheyremainunderthe auspices of their respective state authorities. EPNs, the 36 Ministries, and the other nationalagenciesformthebulkofprocuringagenciesinCôted’Ivoire.

AsfortheEPNs,thiscategoryincludestheRoadsManagementAgency(Agencedegestiondesroutes[AGEROUTE]), National DrinkingWater Agency (Office national d’eau potable [ONEP]), the NationalWater Distribution Company (Société de distribution d'eau de la Côte d'Ivoire [SODECI]) and theNational Office of Technical Studies and Development (Bureau national d’études techniques et dedéveloppement[BNETD]).Theydonotconsiderthemselvesgovernmentofficialsperse;employeesdonothandle themoneybutonly thepaperwork, technicalwork, and invoices that they sendout. Forexample, BNETDmanages projects in Côte d’Ivoire to address technical competencies in theMDAs’17DMPorganigram:https://marchespublics.ci/fr/presentation.php?ID=518https://sigmap.marchespublics.ci/cgi-bin/search5267.html19MoreinformationprovidedinRecommendations.


respective departments, fromplanning to completing the tender process. These companies exerciseoversightincontractingandimplementation.

NationalAuthorityfortheRegulationofPublicProcurement

The National Authority for Public Procurement Regulation (Autorité Nationale de Régulation desMarchésPublics([ANRMP])isanindependentadministrativeauthorityunderthePresidency,endowedwith financial and administrative autonomy. As the primary legal oversight organization of theprocurementprocess, theANRMP regulates theprocurementprocessby issuingopinions, guidelinesand recommendations that define procurement policies and assist in their implementation. It isresponsibleforaposterioricontrols,punishingfraudorcorruption,evaluatingthesystemforawardingcontractsandaudits,andforproposingregulatoryreform.

In2010,citizenscomplained that therewasnoregulatory reform,and thatnocasesofprocurementabuseshadbeentriedfor50years.Since2010,therehavebeen171casestakentocourt.ANRMPhasapublic‘greennumber’whichallowscitizenstodirectlyreportcases.AllofANRMP’sdecisionsaremadepublicontheirwebsite,includingtheirannualauditreports.OncetheinformationhasbeenapprovedbythePresidency,thereisa24hourturnaroundtimeforinformationtogoonline.

Challenges

● Insufficient remuneration of actors: Public procurement government officials earn less thantheequivalentof200GBPpermonthsalary,yetdealwithcontractsofupto25millionGBP.Iftheirsalaryissolowitisdifficultforthemtofeeldignified,andthereforedifficulttojudgewithintegrity.

● Inadequate staff to manage procurement tendering process: Response time is a recurringchallenge during the tendering process. When all documentation tender offers (dossiersd’appel d’offres [DAOs]) are finally compiled and decided on, the feedback process remainslong fornon-winningbidders,as thereare insufficientstaff tomanageoranswerrequestsofcompanies and contractors. Moreover, when SIGMAP is not active in a ministry, theprocurementofficer fromthestateenterpriseorMinistryhas tophysicallygoto theDMPtoenter the relevant information.Dataprocessing isalsoneededwhenpublishingDAOsof500pages. Yet again, procurement offices are understaffed and under capacity to manage thiswork.Dataarchivingingeneralisalsodifficultandinefficient,whichproducesfurtherstrainonagenciesduringaudits.

● Lack of training for government officials: It is difficult to find government officials withexpertise thatmatches the career profile requirements; at times qualified expertsmay existbutcannotbehiredbecausetheyarenotgovernmentofficials.Thisisamulti-stakeholderissuethatisbeingaddressedbyANRMPandDMP,whichhavetrainingmodulesavailableforprivateandpublicsector.Onaninternationallevel,AfDBhasstartedatrainingcertificateprogrammeavailable for both national and international procurement specialists, and the World BanklaunchedanonlinetrainingprogramonpublicprocurementinDecember2016.

● Brain drain to other departments: Despite a more simplified database for data collection,procurement systems are still maintained by software developers. However, people oftenchangejobs,thereisariskthattheychangeMinistriesoncetrained,andtalentislost.


Recommendations

● Enhanced public procurement career profile: There is a key need to improve theprofessionalization of the field of public procurement. At present, many parastatals do nothave procurement specialists, and there is no clear professional profile for procurementspecialist ineither thepublic serviceor theprivatesector.Universitiesdonotcurrentlyofferdegree courses on procurement. Since no certifications exist in country, the government isunable to develop a salary range for trained procurement specialists. There is a need,therefore, to train and categorize procurement professionals well, with accompanying payscales.Inaddition,aprocurementteamshouldbehousedwithineachMinistry.

● Reform objectives should be set before a public procurement reform is undertaken:Currently, public procurementofficials in state enterprises andMinistries donot understandtheArrêtén°112MPMBPE/DGBF/DMPobjective20 thatwaspassed inMarch2016tosimplifythe public procurement process. In the future, objectives should be set for a publicprocurementreformthataddresswhatneedstobechangedwiththenewreform,andwhatrulesneedtobemade.Pilotprojectsshouldalsobeplannedaroundtheancitipatedchangesincludedinthereform,whichwillhelptoimproveunderstandingofthereformsoncetheyarepassed,improvingclarityanddiminishingconfusionabouttheobjectives.

● There shouldbea focuson capacitybuildingand restructuringofDMP:CurrentlyDMP is acentralleadagencythatreportstoaDirectorGeneral,whothenreportstotheMinister,whointurnreportstothePresidency.WhileDMPstatedthatithaddirectaccesstoallMinistries,thisstudyrecommendsthat itbere-establishedasanautonomousentity,with lesshierarchybutwithadirectlinetoMinisters.Thiswouldstrengthendecisionmakingasthechainofcommandwouldbemoredirect.

● Retreats should be organized for COJO members to decide on tenders: At present, COJOmembersareconvenedatbidclosuredate,giventenderdocuments,andthenreturntotheirofficestoreadthem.COJOmemberslaterregroupforateamanalysis.Individualanalyseslastup to two weeks, and the team analysis lasts one day. As alternative, a retreat should beorganizedtoallowtheentireanalysistobemadeintwodays.

● BNETD should contribute to a draft stage of the Public Procurement Code:BNETD has notbeencontactedforthereviewprocess,eventhoughtheywereoneoftheearlypioneersoftheearlier versions of the Public Procurement Code (in 1986). As they are one of the foundingpublicprocuremententitieswithgreatdomainexpertise,itwouldbebeneficialforalltohavetheir input, feedback and recommendations in current and future revisions of the PublicProcurementCode.

20ObjectivetosimplifytheprocurementsystemestablishedbythePublicProcurementDirectorateundertheMinistryofBudgets:http://www.anrmp.ci/arretes-52513/file/357-arrete-n-112-mpmbpe-dgbf-dmp-du-08-mars-2016-portant-procedures-concurrentielles-simplifiees


LegalFrameworkforProcurement

ProcurementLaws&Regulations

At the regional level Côte d’Ivoire is amember of theWest African Economic andMonetary Union(UnionEconomiqueetMonétaireOuestAfricaine[UEMOA]),aconsortiumofcountriesandapoliticalframework similar to the European Union. As such it implements UEMOA legal Guidelines whichprovide recommendationsonhowpublicprocurement shouldbeorganizedat the institutional, legaland technical levels.Member countries’ procurement systems are regularly evaluated and ranked inrelation to thoseguidelines.UEMOAhas thesamecurrencyacross the8countriesof theUnion thatwasestablishedin2012.

Côted’Ivoire’snational legal framework forprocurement isgrounded inguidelines21providedby theUEMOAandwhicharelikelytoberevisedinthenearfuture.Theseguidelinesinclude:

● Guideline N° 04/2005/CM/UEMOA of 9 December 2005 on procedures for the award,executionandsettlementofpubliccontractsandpublic servicedelegations in theUEMOA.TheaimofthisGuidelineistoimprovepublicspendingandcombatcorruption,encouragetheprofessionalization of public procurement actors through implementation of soundinstitutional mechanisms, promote small and medium-sized enterprises, promote intra-community trade, develop economic convergence through the development of publicprocurementandensureeffectiveremedies.

● Guideline N° 05/2005/CM/UEMOA of 9 December 2005 Controlling and regulating publicprocurement and public service delegations in the UEMOA. This guideline defines theprinciplesandmodalities forthefunctions,mechanismsandproceduresfortheapprovalandregulationofprocurementbypublicservicedelegationsinUEMOAmembercountries.ThroughthisGuideline,theMemberStatesundertaketo:i)implementprocedurestoensureseparationand independence of the functions of oversight and regulation; ii) set up centralized &decentralizedadministrativeentitiesforpublicprocurementmonitoring;iii)setupinstitutionsto ensure independent regulation of public procurement and a tripartite and equalrepresentation of the Public Administration, the private sector and civil society, and iv)introduceproceduresfordenouncingandpenalizingirregularitiesinpublicprocurement.

● TheCodeofObligationsforthePublicAdministration(COA).Inordertoensuretheefficiencyofpublicprocurementandtheproperuseofpublic fundsataregional level, thecodestatesthatthecontractingprocess:i)requiresapriordefinitionoftheirneeds(i.e.goodsorservices)bypublicpurchasers; ii)presupposes theexistenceof sufficientappropriations inaccordancewiththeprincipleinArticle17oftheCOA;andiii)mustrespecttheprinciplesoffreeaccesstopublicprocurement,equaltreatmentofsuppliersandtransparencyofprocedures.

At the national level, public procurement laws and regulations issued by the Government of Côted’Ivoire are compiled in the Public Procurement Code, with the COJO overseeing the process.PublishedbytheANRMPandDMP,thePublicProcurementCodeincludesalloftherelevantlegaltextsto support theworkof theANRMP,DMP, stateenterprises andministries. These includeguidelines,laws,decreesandordinances.

21http://www.afdb.org/fileadmin/uploads/afdb/Documents/Project-and-Operations/Multinational_-_Project_in_Support_of_Public_Procurement_Systems_Reform_in_the_Waemu_Zone_-_Appraisal_Report.pdf


ThepublicprocurementsysteminCôted'Ivoirehasexperiencedthreemajorreforms:

● FirstPublicProcurementCodeReformwasimplementedinJune1999followingastudybytheMinistryofEconomyandFinance,incorporatingrecommendationsfromministries,institutions,multilateralandbilateraldonorsandtheprivatesector.Theobjectivewastoestablishamoreefficient and transparent public procurement system leading to the creation of an enablingenvironmentandimprovingpublicfinancialmanagement.TheresultsofthisreformledtotheadoptionofDecreeNo.2005-110of24February2005onthePublicProcurementCode,whichoutlined the transfer of traditional responsibilities of the Public Procurement Directorate tonew players according to the deconcentration and decentralization the market function.However, the implementation of these mechanisms coincided with the adoption of tworegionaldirectives:DirectiveNo.04/2005/CM/UEMOAandNo.05/2005/CM/UEMOAonthecontrolandregulationofpublicprocurementandpublicservicedelegationagreementsinthe region. The 2005 Code domesticated these Directives, transposing the provisions intonationallegislation.

● Second Public Procurement Code Reformwas implemented in 2009. This aimed to betterharmonizetheprocurementCode,andincreasetransparencyofpublicprocurement, inordertoimprovetheeffectivenessofthefightagainstcorruptionandfraudandtoensureeffectiveremedies.Twodecreeswereadopted in theCouncilofMinisterson06August2009:DecreeNo.2009-259onPublicProcurementCodeandDecreeNo.2009-260ontheorganizationandfunctioningtheANRMP22.Thesedecreesestablishedthegeneralgroundrules,andthereafter,theimplementingmechanism.

● ThirdPublicProcurementCodeReformon8March2016andArreteno112: BeforeMarch2016, thepublicprocurementsystemonlydealtwithcontracts for30millionFCFAorabove,with direct contracts permitted under this threshold. In the current context, contractors arerequestedtohaveaminimumofthreebidders,withthreerespectiveinvoicestobecomparedand assessed. Under the current Public Procurement Code, conventional procurementproceduresapplyaboveathresholdof100millionFCFA.Arreteno112alsoreformedpracticesby reducing the amount of paperwork that is required for direct attribution and restrictedtenders.

Thekeyversionof thePublicProcurementCode is from2009,which is still beingused, thoughwithmodificationsfromtheversionpublishedin2015.On26March2016therewerefurthermodifications,andanupdatedversionoftheCodeisexpectedtobereleasedin2018.

ProcurementMethodsandProcess

The Public Procurement Code recognizes three main procurement methods that can be used byprocuringentitieswhenpurchasinggoods,works,servicesorotheritemsasdetailedbelow.

1. Direct attribution (by mutual agreement) (gré-a-gré): refers to a non-competitiveprocurement method that is permitted in cases of extreme urgency (such as to ensure thecontinuity of a public service) or when only one supplier is able to provide the requestedservice,goodorwork.AlthoughtheDMP’sauthorizationistechnicallyrequiredtoengageina

22https://marchespublics.ci/fr/aujourdhui.php?ID=6


direct agreement, in practice this procurement method is most commonly used when thegovernmentwantstoexpediteaprocessforstrategicorpoliticalpurposes.Itisoftenusedforlarge projects. In 2016 (January-September), direct attribution represented 23.9% and 133.9billionFCFA(approximately177millionGBP)ofthevalueofgovernmentpublicprocurement.

2. Restricted tenders (need pre-qualifications): This is a two-stage process where a stateenterpriseorministrysendsadirectrequestforproposalstoatleastthefirstthreecandidatesselected through a call for expression of interest. Candidates must be invited by stateenterprises orministries to submit a proposal. As such, the candidates receive the terms ofreferencewithaletterofinvitationindicatingtheselectioncriteriaandtheirdetailedmethodofapplication,aswellasthedraftcontract.IftheestimatedamountofthecontractfallsbelowthethresholdinthePublicProcurementCode,thestateenterprisedoesnotneedtomaketheprocess public and can directly invite exactly three providers to submit a proposal. In 2016(January-September), restricted tenders represented 18.3% and 102.4 billion FCFA(approximately135millionGBP)ofthevalueofgovernmentpublicprocurement.

3. Open tenders (open to companies): A contracting authority awards the contract aftercompetitive tender,without negotiation, to the bidder that a) complieswith the bid criteriaandb)thatsubmitsthelowest-pricebid.Inopentenderprocesses,anytenderercansubmitanoffer. The open tender, which is the most often used tender method, may include a pre-qualificationphase,whichofficiallyshouldbeopentoanycompany,butonlycertainbusinessmayqualify. In2016 (January-September),open tenders represented44.9%and251.6billionFCFA(approximately332.4millionGBP)ofthevalueofgovernmentpublicprocurement.

Procurementmethods ValueFCFA Percentage%

Opentenders-Appeld'OffresOuvert(AOO) 251,611,426,252 44.9

Restricted tenders - Appel d'Offres Restreint(AOR)

102,356,715,580 18.3

Directattribution-GréàGré(GAG) 133,941,170,593 23.9

LettredeCommandeValantMarché(LCVM) 21,209,871,091 3.8

Convention(CONV) 33,757,999,556 6.0

Avenant(AVE) 17,359,456,428 3.1

Total 520,236,639,500FCFA 100.0%

Table1.Procurementmethods,valuesandpercentages,January-September2016.23

23Source:Synthèsedesmarchésparmodedepassationparinstitutionetministère.(Annex6)http://budget.gouv.ci/sites/default/files/publications/ccm_marches_publics_fin_septembre_2016.pdf


Figure 2. Main features of the budget for January-September 2015 (Caractéristiques du budget.) NB:Unfortunately,informationinthispublicationdoesnotincludepercentagesoftenders.24

For contracts below 100million FCFA (approximately 132,000 BGP),ministries need validation fromDMP.Forcontractsabove100millionFCFA,ministriesappointaDMPofficial.Whenacontractisover100millionFCFA(andisdependentoncapitaltransfer),theDAFoftheMinistrycontactsthefinancialcontroller, who contacts the Directorate of Privatization and Participation (DPP) of the Ministry ofBudget,andallcompetentstateauthoritiesareinformed.

In addition, until 2014, a minimum of three bidders were needed to validate a tender. In 2014, arevisionwasmadetothePublicProcurementCodetoallowforattributionstoonebidderifonlyonebid was presented. This is the case as long as the bidder has published valid and qualified tenderdocumentation(dossierd'appeld'offres[DAO])anddueprocessisfollowed.

TheMinistryofBudgetpublishesanannualreport25atbudget.gouv.ciandcommuniquesaresentouteveryWednesday. Every quarter, theMinistry of Budget officially publishes a report of the amountdisbursedtothegovernment,includingDMPprojects.26

Inaddition,therearetwomajorclearancesfortendernoticesubmissions:

1) Revenue office clearance: should take 48 hours, but some interviewees noted that thisclearancehastakenupto3weeks.

2) Socialsecurityclearance:sometimesSMEsarenotuptodateininformationontheirworkers;onlyoncetheiraccountisclearedcantheysubmitthetender.

24Source:LesEchosduBudget-2016Budget.http://budget.gouv.ci/sites/default/files/publications/caracteristiques_du_budget.pdf25Source:http://budget.gouv.ci/sites/default/files/Donnees-budgetaires/projet_de_loi_de_finances_2017.pdf;NB:unfortunately,the2017Budgetdoesnotincludedisaggregatedfiguresorpercentagesoftenders.26Contrarytowhatintervieweesnoted,thesereportsarenotfoundatbudget.gouv.ci.


The statutory timeline for procurement is 88 days. The tender period is 30 fixed days for nationalinvitationstotenderand45fixeddays for international invitationstotender,althoughthesemaybereducedto10and15daysrespectively,incaseofurgency.

In addition, public-private partnerships (PPP), which are often very large multi-year projects, arehandled separately and outside the traditional public procurement system. As an example, theconstruction of Abidjan’s Henri Konan Bédié bridge in 2014 involved a PPP,27 with the Ministry ofEconomicInfrastructure(withmanagingstateenterpriseAGEROUTE)asthepublicpartner.TheprivatepartnerwasSOCOPRIM,thecontractholderforthedesign,construction,operationandmaintenanceoftheproject.TheprojectdidnotfallunderthepurviewofthePublicProcurementCodefortender,despiteitssignificance.

Figure3.The11stagesofthepublicprocurementprocess.Statutorytimelineforprocurementis88days.Source:DMP(2016)

27http://www.initiative-ppp-afrique.com/Afrique-zone-franc/Pays-de-la-zone-franc/Côte-d-Ivoire/Pont-a-peage-Henri-Konan-Bedie


The11stagesoftheprocurementprocess,asoutlinedbytheDMPandshowninFigure3,include:

1. ReviewofthetenderdocumentsbytheDMP(5days)2. In case the tender is rejected, return the file to theDMP after incorporating corrections (3

days)3. Finalvalidationofthetenderdocuments(3days)4. Timelimitofadvertising(30days)5. WorkanddeliberationsoftheCOJO(8days)6. Delaytheopeningdateofthebids(asneeded)7. RequestNoticeofNon-Objection(avisdenonobjection[ANO])bythecontractingauthority(3

days)8. ANOprovidedbyDMP(5days)9. Notificationofawardandinvitationtosign(3days)10. Publicationofresults(10days)

11. SignaturebytheContractor(3days)

Implementing agencies initiate the contracting process and contact the DMP and Finance Director(DirectiondeFinance[DAF])oftheirownlineministry.Thetenderdocuments(DAOs)areheldhereandinterestedcontractorsorcompaniescancomeandpickthemup.ThereisnofixedpriceforDAOs;itisbasedonthevolumeofworkthatisneededtoproducethedocumentitself.Forexample,ifahighwayneedstobebuilt,interestedbiddersmustsubmitaplanwithatechnicaldescriptionalongwithaDAOfor200,000FCFA.Ontheotherhand,ifaroadsimplyneedstoberesurfaced,theredoesnotneedtobeafullydevelopedplanortechnicaldescription,sotheDAOmaybe50,000FCFAor100,000FCFA.

EvaluationCriteria

For competitive procurement methods, bids are evaluated in two phases: first, the examination ofadmissibilityofbiddersbyDMP,followedbytheevaluationofbidsbystateenterprisesandministriesascontractingauthorities.

Thedecisionofcontractawarddependsontheamount.Forprocurementsbelow10millionFCFA,thisissolelybasedonthestateenterpriseorministrythatistheleadcontractingauthority.Between10-30million FCFA, a selection committee of a minimum of 4 people is charged with the decision. Andprocurementsover30millionFCFAareatmarketlevelandopentocompetition.

Asoutlined in thePublic ProcurementCode, the selection ismadeeitheron thebasis of the lowestpriceor incombinationwithothercriteria (e.g. technicalperformance, respectofenvironment,etc.)The evaluation criteriamust be listed in the tender documents, and bidders’ qualificationsmust beexaminedindependentlyofthecontentoftheiroffers.

Challenges

● Aclear studyondirectattributioncontract typeand its influencehasnotbeenconducted:Casesofdirectattributionareoftentaggedasurgentorundermonopoly,butwithoutdetailedinformation provided on the reason for this type of contract award28. Moreover, tenderamountsarenotthesameforsuchcontractsasforpubliccalls,bothrestrictedandopen,and

28DMPdirectattributioncontracts:https://marchespublics.ci/fr/c_greagre.php


directattributioncontractsoftencreateinflationduetohigherprices,generally15%.

● Informalproceduresandfinancing:Severalintervieweesnotedthattheinformalsectorholdsmoreweightthantheformalsector,andthatcompaniessometimesdecidetonotdobusinesstheformalway,andaredisincentivizedtofollowtherules.Lackofunderstandingofasystemperceivedasoverlycomplicatedaddstothecorruptionriskinpublicprocurement.Moreover,poor due diligence increases these corruption risks; interviewees cited instances where acompanyownedbyDAFwonabid,andclaimedthatthiswasoftenthecase.Additionalissuescited in interviews include trouble financing contracts, due to low capacity in banks; hightaxationandadministrationcosts;andlackofinclusionoflocalbusinesses.Forexample,inthehospitality industry, the samecompaniesor contractorshavebeenwinning thenationalbidsfor the past five years. In this case, it is important to promote understanding of the PublicProcurementCodetoencouragecompetitioninatrustworthysystem.

● The feedback time to non-winning parties is long:When a contract is less than 300millionCFA, less than 3 days is required for a response to unsuccessful bids. If it ismore than 300millionCFA,thewinnerhastowaitforclearancefromtheDMP,whichaccordingtotheCodeis5businessdaysafterthedecisionofthecontractawardhasbeenmade.Howeverintervieweesnotedthat itusuallytakes longer. Incaseswheretherearemultipledonoragencies involved,thewinnerhastowaittoreceivetheirfeedback,whichcantakeweeks.

● Poorgovernanceandtransparencyinprocurementprocess:Efforthasbeenputintolawsanddirectiveswithlittlefollowthroughtodate,thoughinstitutionalmeasureshavebeentakenbyHauteAutorite (e.g. thePublicProcurementCodeandminimizingcorruption risks.)Aspublicmoney isbeingdispersed, it is inthepublic interest fortransparencytobe intactthroughouttheprocurementprocess: fromwhenthetender ispublishedtowhen it isawarded, throughimplementation.Thiswillhelptheprocesstobeaccessibleandunderstoodbyall.Thisshouldnotonlybeavailabletoprivatesectorbutalsotocivilsociety.

● Delay in payment of contracts for companies: According to the Public Procurement Code,contractsshouldbepaidoutin90days.However,itisnotclearwhatsignalsthebeginningofthese90days;thisperiodoftenbeginswithclearanceofnationalaccountsoffice,butprivatesector suggests that the90days shouldbe counted from the invoicebeing lodged.Paymentdelaysmayhaveadirectimpactonthecostofprojects,bankloansmaycausecompaniestogointodebt,ordelayinthepaymentmaycauseabusinesstoshutdown.Contractingministriesoftendelaycontractpaymentbyanaverageof525dayswith42%ofclaimcost29,possiblydueto bureaucracy. Interviewees noted that some contracts have not been paid by thegovernmentfortwoyears,andtherehavebeencaseswheretheywerenotpaidatall;whiletherearenoexactnumbersoncontractsthathavenotbeenpaid,somecompanieshavestatedthattheywillnotrespondtocallfortendersduetothislackofcertaintyofpayment.Asstatedabove, scheduled payments for contracts are rarely met, with no accountability orresponsibilitygiventoaparticularentityorstakeholderformisseddeadlines.Inthecasethatacontract isamended,thecompanyorcontractorneedstorevisetheirDAO,andoftencannolongerbeasrigorouswithrequirementsduetoalackoftechnicalcapacityandstaff.

29IMF(2016):DaysandCostsAssociatedwithContract-RelatedDisputes:https://www.imf.org/external/pubs/ft/scr/2016/cr16148.pdf(Source:WorldBank’s“DoingBusiness”database)


Recommendations

● Ensuremoneyfinancedforaprojectgoestotheobjectiveoftheproject:Wheninternationalorganizationsordonoragenciesandprivatesectorsupport thegovernment throughprojectsthattheyfinance,theymustbesurethemoneygoeswhereoutlinedinthepre-agreement.

● Investinpreventativemeasuresfortransparencyinprocurement:Itisimportantnottowaitfor there to be an issue, but to engage in proactive transparency through the legislativeframeworkofprocurement.ThereshouldbeadirectivetoestablishatransparencycommissionledbytheMinisterofBudgets.

● Implementwhistleblower protection policies:Whistleblower protection policies that favouranonymityshouldbeimplemented,withlegalbacking.

● Buildstrongsystemsonthebasisofmeritocracytoencourageopencontractingadoption:Inordertogrowanddevelop,theremustbeanincreasedandstrongpoliticalwilltoencourageopen contracting efforts as a long-term goal. Key to thiswill be strong systems built on thebasis ofmeritocracy. Côte d’Ivoire has the capacity for transparency, but needs presidentialsupporttoincentivizethepopulationtorespectthelaw.30

● ThePublicProcurementCodeshouldnotbeadecreebutalaw inordertolenditadditionalweight. This is a long-term goal, as the law in question must be passed by the NationalAssembly, where the decision-making process can sometimes take up to four years. Anintermediate recommendation is tomeet halfway: establish overarching principles as a lawandthedetailsasdecrees.

● Provideamonetary incentive forcitizens to reportcorruption:Thereshouldbeamonetaryincentive for citizens to report corruption; for example in Rwanda, citizens have a toll-freenumbertocall,andreceivemonetarycompensationandhopefullyreducecorruption.

● Basesanctionsonmisseddeadlines:Sanctionsshouldbeappliedbasedonmisseddeadlines,notonthequalityofwork.

● Establish amonthly expenseplan fromTreasury:UEMOA recommends a guiding documentfor expense plans from treasury to ensure payments, and there should be an expenseregulationwithathresholdamountpermonthtoplanthebudgetaccordingly.

● Ensuretimelypaymentsofcontractsbygovernment:Governmenthasnotcommunicatedonhowuptodatetheyareinpayments,whichtheyshoulddo.

● Implementlongertimespansfornationalstosubmittenderdocuments:Nationalcompaniesorcontractorsoftendonothavethecapacitytorespondwhenthetimelinetosubmittenderdocuments is very short. Interviewees claim, however, that international companies receiveenough time for tender publication. Submission timelines for national companies should belengthened.

30Recommendationwasalsomadein2008,bythePublicExpenditureManagementandFinancialAccountabilityReview(PEMFAR).


PolicyContextAnalysis

Côted’Ivoireenjoyedover30yearsof relativepeaceandeconomicgrowth in the late20thcentury,followedbyof15yearsofpoliticalandeconomic instabilityculminating inafull-blownpostelectoralcrisis in 2010 and 2011. By 2012, peace had been brokered and the government has started aneconomic reconstruction. As of writing in 2016, key laws and institutions are now in place, thoughthesearestillyoungandbeingrefined.

Thestatutorypolicyframeworkforopencontractingdoesexist inCôted’Ivoire,askeypoliciesare inplace at the international, national, and sub-regional levels. However,while agencies have statutoryindependence,intervieweesindicatedthattheseareyettobefullyfunctional.

Governanceandtransparency

ThekeyagenciesrelatedtoopencontractinginCôted’Ivoireare:

● Access to Public Information and Documents Commission (Commission d’Accès àl’Information d’Intérêt Public et au Documents Publics [CAIDP])31: In December 2013, thegovernmentadopted itsAccess toPublic Information law,and in2014 createdtheCAIDPastheoversightbodyofthenation.TheCAIDPisanindependentbodyundertheauspicesofthePresidency,thoughintervieweesindicatedthatitsimplementationhasbeenslowoveritsthreeyearsofexistence.

● HighAuthorityforGoodGovernance(HauteAutoritépourlaBonneGouvernance[HABGorHauteAutorité])32:Côted’Ivoireadoptedananti-corruptionlawin2013,whichstatedthatanHaute Autorité was to be established. This Authority was fully constituted in 2014, with amandatenotonlytofightcorruptionbut istoupholdgoodgovernance.SimilartotheCAIDP,theHauteAutoritéisalsoanautonomousagencythatreportstothePresidency.

● NationalAuthority forRegulationofPublic Procurement (AutoritéNationaledeRégulationdesMarchésPublics[ANRMP])33:Createdin2009,ANRMPisresponsibleforregulatingpublicprocurement in Côte d’Ivoire. Its mandate is extensive and covers information, education,training, recourse,and sanctions,and it receivesapercentageofall tenders toguarantee itsfinancialautonomy.ANRMPalsoreportstothePresidency,andhasamultistakeholderboardwithequalrepresentationofpublic,privateandcivilsocietyactors.

● State/Private Sector Dialogue Committee (Comité de Concertation Etat/Secteur privé[CCESP]):CCESPwasestablishedtoimproveinformationflowbetweentheprivatesectorandthe government. Unlike the other agencies, the CCESP is placed under the auspices of thePrimeMinister.CCESPpublishes“Twins”,theMagazinethat informsstakeholdersofbusinessnews,withaclearinclusionofprocurementinformation,newsandopportunities.InadditionCCESPhastrained1352stakeholdersfromsub-nationalgovernmentsandtheprivatesectoronbudgetprocessesandprocedures.

31www.caidp.ci32www.habg.ci33www.anrmp.ci


In addition to these national bodies, there are several relevant international initiatives that areparticularly key to governance and transparency in the Ivorian policy context related to opencontracting.Theseinclude:

● WestAfricaEconomicandMonetaryUnion(UnionEconomiqueetMonétaireOuestAfricaine[UEMOA])34:Since1994,eightFrancophoneWestAfricancountries(Benin,BurkinaFaso,Côted’Ivoire,GuineaBissau,Mali,Niger,Senegal,andTogo)havebeenapartofthismonetaryandeconomicunion.Membercountriesshareacommoncurrency,acentralbank,andharmonisedbanking and financial services and practices. Guidelines, policy advisories and certainregulations come from the Union to all member states. Côte d’Ivoire’s procurement policylandscape,therefore,ishighlyinfluencedbythedirectivesoftheUEMOA.

● OpenGovernmentPartnership (OGP):Launched in2011,OGP isan in international initiativethat supports governments to work with civil society to identify specific commitments toimprovetransparency,accountability,responsivenesstocitizens,andoverallgovernance.Côted’Ivoirejoinedin2015andsubmitteditsfirstNationalActionPlaninJune201635.Whilethereisno specific open contracting commitment, this action plan it includes commitments toopenness in key issues related to procurement, including open data, mining data, andbudgetaryfeedback.

Challenges

● Maintaining regulator independence is difficult: Currently, the CAIDP, ANRMP36, and HauteAutoritéallreportdirectlytothePresident,notaminister.ANRMPisunderpoliticalpressurewiththeexistingpoliticalandjusticesystem.IntervieweesalsonotedthedifficultyofANRMPtocollaboratewithministries.

Recommendations

● AllprivateandpublicaffairsrelatedtopublicprocurementshouldbemanagedbyANRMP:Inthecurrentpublicprocurementsystem,ANRMPisresponsibleforregulatingtheprivatesector,while the Administration Conciliation Committee (ACC) in theMinistry of Budgets has beengivenpoweroverpublicsector.Ifthereisaprocurement-relatedproblembetweenministries,theACCisresponsibleforresolvingitandnotANRMP.Whetheritisprivateorpublic,everyoneshould consultANRMP,which is alsopointof contact for theUEMOA.This recommendationwasalreadymadeduringthemostrecentrevisionoftheCode.

● Complaint review mechanism for anti-corruption should be established: The PublicProcurement Code sets out the various institutions to be functional, including a complaintreviewmechanism.Thisshouldbeestablishedtosupportanti-corruptionefforts,andshouldbemanagedbyanindependentbody.

34www.uemoa.int35http://www.opengovpartnership.org/country/ivory-coast/action-plan36http://www.anrmp.ci/presentation-27711/missions-4884


BroaderPublicFinancialManagementEnvironment

ThebudgetofCôted’Ivoire ismanagedbytheMinistryofBudget37,undertheauspicesof thePrimeMinister. The Ministry publishes financial reports, the budget and other important budgetarydocuments.Forexample,the‘Mainfeaturesofthebudget’publicationprovidesaggregatefiguresonrevenues,spending,economicandfinancialprogram,andpublicprocurement(Figure2.)38TheMinistryofBudgetpresentsa reporteveryquarteron thebudget implementation,and is required togiveanupdateonprocurement.

There is not currently an existing end-to-end e-procurement system in Côte d’Ivoire, three mainplatformsallowaccesspointsforpublicprocurementandpublicfinancemanagementinformation.Thepublicprocurementmanagementsystem(SystèmeIntégrédeGestiondesMarchésPublics[SIGMAP])dealsspecificallywithpublicprocurement,and is linkedtothebudgetmanagementsystem(SystèmeIntégrédeGestionBudgétaire[SIGBUD])andthepublicfinancemanagementsystem(SystèmeIntégrédeGestiondesFinancesPubliques[SIGFIP.])Theseplatformsarefullyintegratedandinteroperational,thoughnot allministries are fullyonlineandactiveoneach.39 Thesearedescribedmore fully in thetechnicalassessmentsectionofthisreport.

ThePublicProcurementCodeandtheBudget

The individual Ministries are required to submit their respective annual budget plans to the PublicProcurementDirectorate(DirectiondesMarchésPublics[DMP]);asof2013,thissubmissionisrequiredfor thepublicationof tenders.However, there isnooversightauthority torevise thedocumentsandcorrect the budget plans of the Ministries. DMP publishes bids once attributed, but there is nocentralized system to publish tenders, as the state enterprises publish these on their respectivewebsites.

Figure4.BudgetChartofAccountsstructureandclassifications.Source:DevelopmentGateway.

37www.budget.gouv.ci38http://budget.gouv.ci/sites/default/files/publications/caracteristiques_du_budget.pdf39SIGFIPcollectsdataonfinanceandSIGBUDcollectsdataonbudgets.SIGFIPandSIGBUDshouldbelinkedtoSIGMAP(intheory,andtechnically,iftheyarealloperationalinaparticularministry).ThisreportfocusesmainlyonSIGMAPasitistheprocurementsystem,publiclyavailable.Incontrast,SIGFIPandSIGBUDareclosed,internalsystems.


The broader public financial management environment is important for transparency in publicprocurement,andforthefutureofopencontractinginCôted’Ivoire.

Verificationofcontracts

Different types of contracts require different levels of verification. Below are examples of types ofcontractsverifiedbytheDirectionduContrôleFinancierandthestepsneededforverification:

1. Supplies (e.g. office supplies, paper): Direction du Contrôle Financier reviews and verifiesdescription.

2. Works(e.g.infrastructure/constructionofroads,bridges,etc):DirectionduContrôleFinancierreviewstechnicaloffer,andverifiesthetaskanditsdescription,whichinfluencestheprice.

3. Services/intellectual property (e.g. security services, audits, scoping study reports): DirectionduContrôleFinancierhiresconsultantstoverifycontracts,andreviseTORs.Pricesaredirectlyaffectedbytheworkandcomplexity.Becausetherearefewdomainexperts forsolarenergyinvestmentscopingstudyreports,forexample,thepriceforacontractwillbehigh.Inthecaseof scoping studiesorotherassessments, generally contractsarepaid50%upondraft report,and50%uponfinalreport.

Figure5.ThestagesofthecontractingprocesscoveredbytheOpenContractingDataStandard.40

Thenationalbudget--includingallbudgetsofMinistries--ismanagedthroughtheIntegratedBudgetManagement System (Système Intégré de Gestion du Budget [SIGBUD]), the platform for themanagement of financial resources for the country. This ismanaged by the Director General of theMinistryofBudget.SIGBUDisaninternal,closedsystemthatisnotaccessibletothepublic.

40http://standard.open-contracting.org/latest/en/getting_started/contracting_process/


Challenges

● Lack of national inclusion:Many national companies do not have the necessary assets forlarge-amountoffers.Asoneintervieweenoted,“Todaymanyroadsarebuilt,buttheyarenotbuilt by Ivorians.” International companies are stronger than national companies, which areoften obliged to be sub-contractors, or to form consortiums in order to compete. The aimshouldbeforinclusionofthenationalcompaniesinthecountry’sdevelopment.

● Access to finance is difficult for SMEs: The Phoenix Plan was established in 2009, recentlyrelaunchedinAPril2016,tohelpSMEsreceivefundingfrombanks.Thisfinancingmechanismhelpscompaniestoqualifytobidonpubliccontracts, includingaguaranteedpre-financingof30%.AtitslaunchthePrimeMinisterannouncedthatthePhoenixPlanwillinitiallyprovide86billionFCFA(approximately113.6millionGBP)inloanstoSMEsinCôted'Ivoire.41

Recommendations

● Improve traceability of funds for local projects and communication with local residents:Citizensshouldbeinformedofgovernmentcontractsthatwillbeimplementedintheirlocality,and the appropriate authorities should also be involved. For example, if businesses arecontracted2billionFCFAtobuildschools in inBassam,peoplethereshouldbe informedandhavetheopportunitytomonitortheprocess.Asoneintervieweenoted,“Thejudgementonehas from their people is stronger than the judgement from the court” noting that societalpressure can be an important tool if the promised school was never built. Since 2012, inBassam,700millionFCFAhavebeenawardedincontracts,andthelocalsdonotknowwherethefinancesareattributed.Further,thereare2billionUSD(approximately1.6billionGBP)ofuntraceablefundsinthenationalbudgetinCôted’Ivoire.

● Provide greater opportunities for national SMEs, given competitive environment:NationalSMEsoftendonothavethecapacitytotakeonthemanymassiveprojectsinCôted’Ivoire(e.g.infrastructure projects, road construction.) However, participation, training and guidanceeffortsshouldbeencouragedwherepossible.Somereformshavealreadybeguntothiseffect,with30%ofallprocurementbidsreservedforSMEsandnewrequirementsforinvolvementoflocal partners by international companies. It is important to provide SMEs with an equalopportunity,whilerecognizingtheimportanceofacompetitiveenvironment.

● Integrate national SMEs into contracts won by international firms: Access to finance -generallyaccesstoloans-isdifficultfornationalSMEs.Whenacallforbidsismade,itshouldbe clearly stated if there is a preference for local companies. International firms are nowencouragedtosub-contractandincludeSMEs,andoftenprovidelocaltrainingcapacity.

● Nationalcapacitybuilding:Buildingthecapacityofthenationalprivatesectorcanenablethemtobetterworkinpartnershipwithglobalcompaniesandtobidoncontracts.

● ContractingentityshouldprovenoconflictofinterestregardingDAFassets:Inthiscase,thecontractingentityshouldshowthatthereisnoconflictofinterest.Onceatenderispublished

41Planphoenix:130millionsd’eurospourlesPMEivoiriennes:http://www.jeuneafrique.com/320400/economie/ouverture-a-abidjan-de-ledition-2016-de-cgeci-academy/


andthebidssubmitted,biddersshouldbeabletorequesttheassetsoftheDAFoverseeingthetender be declared and made public. There is already a mechanism in place requiringgovernment officials to declare assets annually by 31 December; this mechanism should beimplementedandstrengthened.


TechnicalAssessment

InformationSystems

TheIntegratedManagementSystemforPublicProcurement(SystèmeIntégrédeGestiondesMarchésPublics[SIGMAP])42isthecountry’sintegratedplatformwhichpublishestendersmanagedbyDMP(seeFigure 6.)However, despite its being operationalized in 200643, there are currently only 5MinistriesthatactivelyuseSIGMAP,with20additionalMinistries intheprocess.Currentlythewebsite isquasi-operational;atpresentonlythehomepagecanbesearched,anddrop-downsearchmenufortendersleadstoanerrormessage.Stakeholdersrecognizethat there isasenseofurgency,and intervieweesnotedthatallMinistriesneedhaveprocurementunitsactiveonafunctionalplatform.

42https://sigmap.marchespublics.ci43WorldBank,2008


Figure6.SIGMAPhasbeenestablishedandinter-connectedtothebudgetmanagementsystem(SystèmeIntégrédeGestionBudgétaireorSIGBUD)and thepublic financemanagement system (Système IntégrédeGestiondesFinancesPubliquesorSIGFIP).44

Whileanend-to-ende-procurementsystemcurrentlydoesnotexist,thethreemainintegratedmanagementplatforms and access points for public procurement and public finance management are describedbelow. These platforms are fully integrated and interoperational, though not all ministries are fullyonlineandactiveoneach.45

1.IntegratedBudgetManagementSystem(SystèmeIntégrédeGestionduBudget[SIGBUD])

ThenationalbudgetismanagedinSIGBUD,theplatformforthemanagementoffinancialresourcesforthecountry.ThisismanagedbytheDirectorGeneraloftheMinistryofBudget.SIGBUDisaninternal,closedsystemthatisnotaccessibletothepublic.

2.IntegratedPublicFinanceManagementSystem(SystèmeIntégrédeGestiondesFinancesPubliques[SIGFIP])46

WhentheannualprocurementplanissubmittedtoDMP,itispublishedinthefinancialsystem,SIGFIP;projects and contracts for public procurement are also captured in this system. For example, if theMinistryofPlanningandDevelopment is financing thebuildingofanewschool, theDAFwill log thecontract intoSIGFIP.MinistryofPlanningandDevelopment isoneofthe5ministriescurrentlyactiveon SIGMAP47,which allows them interoperable access to SIGFIP. After the contract is awarded, it islogged into SIGFIP; this is overseen by the DAF within individual Ministries, with oversight by theDirectorGeneral of Financial Control in the Treasury. SIGFIP is an internal, closed system that is notaccessibletothepublic.

3. Integrated Public Procurement Management System (Système Intégré de Gestion des MarchésPublics[SIGMAP])

Whentheprocurementprocess iscompleteandthecontract isawarded,alldatashouldofficiallybecollectedonSIGMAP.SIGMAPhasbeenestablishedandinter-connectedtoSIGBUDandSIGFIP.48OncepublicprocurementdataispublishedonSIGMAP,itautomaticallylinkstoSIGFIP.MinistriesthathavenotactivatedSIGMAPgototheadministrativeofficeswhogotothePublicProcurementDirectorate.)Once a contract appears on SIGFIP49, the Director of Budgets will log the payment to be made. A44AfDB,2008;Source:https://sigmap.marchespublics.ci/cgi-bin/search5267.html45SIGFIPcollectsdataonfinanceandSIGBUDcollectsdataonbudgets.SIGFIPandSIGBUDshouldbelinkedtoSIGMAP(intheory,andtechnically,iftheyarealloperationalinaparticularministry).ThisreportfocusesmainlyonSIGMAPasitistheprocurementsystem,publiclyavailable.Incontrast,SIGFIPandSIGBUDareclosed,internalsystems.46AlsoavailableinBenin,Senegal,Guinee,Togo:http://www.sndi.ci/index.php/component/content/article/35-infosndi/78-sigfip.html47SIGMAPuseallowsaccesstoSIGFIP.48AfDB,200849Theinterconnectivityoftheplatformsensuresthishappensautomatically.

SIGBUD

SIGFIP

SIGMAP


contractmaygototheFinancialControlDepartmentifanonsitevisitorauditisnecessary.SIGMAPisoverseenbytheDirectorateofPublicProcurementandtheMinistries.Thissystemispublicandonline,but not fully functional. In addition, the last contract published on the platform is from2014whichmakesitisdifficulttounderstandthecurrentstateofpublicprocurementinCôted’Ivoire.50

ProcurementData

Mostdataarebeingcollected,stored,andpublishedinhtmlformat.Sometimesreportsandtablesarepublishedin.png(seeAnnex5).InformationisdisaggregatedandavailableonthePublicProcurementDirectoratewebsiteorotherstateenterprisewebsites,dependingonthecase.

ThePublicProcurementDirectoratepublishestimelydataatvariouslevelsoftheprocurementprocessinbothhtmlandpdfformats,whichincludesdataonvariousstagesoftheprocurementprocessunderthe“Consultation”sectionoftheirwebsite:

● Planning(plansdepassation51)● Tenders(appelsd’offres52)● Attributionnotices(avisd’attributions53)● Contractawards(marchésapprouvés54)● Directattributioncontracts(gréàgré55)● Authorizedaddenda(avenantsautorisés56)● Terminationofcontracts(résiliationsdemarchés57)● Litigations(contentieux58)

InformationonimplementationisrarelyfoundonthePublicProcurementDirectorate,SIGMAPorstateenterpriseswebsites.

ThePublicProcurementDirectoratepublishes contractawarddatapubliclyonline, andalsoprovidesjustificationfordirectattributioncontracts,althoughcontractamountisrarelygiven.StateenterpriseslikeONEPandAGEROUTEdonotpublishthisinformation;forexample,informationoncontractawardsforONEPisavailableviaMSWorduponrequest,butisnotnecessarilyonline.

Inaddition,dataavailableonSIGMAParealsooutdated,asthemostrecentawardandcontractdataare from 2014. Further, only the contracts available on the SIGMAP homepage are available forviewing,andattemptingtoaccessadditionaltenderscausesanerrormessage.Nodataarepublishedasopendataundera licensingagreement;websitecredit isgiven to thePresidencyofCôted’Ivoire,EU,WorldBankandDMP.

50https://sigmap.marchespublics.ci/cgi-bin/search5267.html51https://marchespublics.ci/fr/c_plans_de_passation.php52https://marchespublics.ci/fr/c_appels_offres.php53https://marchespublics.ci/fr/c_avis_attribution.php54https://marchespublics.ci/fr/c_approbations.php55https://marchespublics.ci/fr/c_greagre.php56https://marchespublics.ci/fr/c_avenants.php57https://marchespublics.ci/fr/resiliation1.php58https://marchespublics.ci/fr/contentieux1.php


Table2belowdemonstratesthepublicationofdifferentdocumentsineachphaseofprocurement.Asit shows, key data categories published online vary from planning to implementation. Other thanprocurementplans,planningdataarenevermadepubliconline,whereas tenderdataalmostalwaysare; this is only phase forwhich information is usually published. Award data are sometimes publiconline,59butcontractandimplementationdatararelyare.60

KeyDataCategoriesThe following information types are among those that procuring entitiesmadepublic online for January-June,2016.(A=Always;S=Sometimes;N=Never)

Planning Online Award(cont.) Online- Unique IDs for contracting

processN - AwardAmount S

- Reasonsforaward S- Procurementplans A - Complaintsprocedure A- Consultationdocuments N Contract Tender - Contractdocuments N- Tenderdocument S - Contractamount N- Biddingdocument S - Contractdates N- Biddernames S Implementation - Tenderdates S - Milestones N- Bidderblacklist61 A - Payments NAward - Evaluationresults N- Supplier(s) S - Procurementprocessstatistics N

Table2.AuthorshipandNatureofPublicationofDocumentsinVariousStagesofProcurement.

Publishingonlineandoffline

ThePublicProcurementCodeprovidesclearguidanceonthetimelineforpublicationofdataatmostofthephasesoftheprocurementprocess,asshowninthetablebelow,andthereisatendencytowarddematerialization and electronics. Société Nationale de Développement Informatique (SNDI), thenationalITcompany,isinchargeofcapacitydevelopmentinthisareawithinCôted’Ivoire.

ANRMPpublishesanannualprocurementreportusingdatafromtheprocurementportal,whileDMPsubmits regularweekly reports to theMinisterofFinanceas stated in theUEMOAGuidelines.Whilethe procurement regulations specify the information that must be reported, they do not specify aformatofpublication(suchasanopenformat.)

59Whenacontractisawarded,stateenterprisespublishareportonlineavailabletothepublic;theyalsodistributethereportthroughtheirrespectiveoffices,andsendittoallbidders.60SeeAnnex3formoreinformationonprocurementagenciesandtheirprocurementsystems:DMP(andSIGMAP),ONEP,AGEROUTE.61http://www.anrmp.ci/component/content/article?id=6


DMPpublishes thenamesofunsuccessfulbidders,amountbid,andthereasons forwhichtheyhavenot been chosen. Every Tuesday, a new issue of its Journal desMarchés Publics,which costs 4,000FCFA (approximately 5 GBP) is available for purchase online through Abidjan.net, an Ivorian-specificsearchengine.Thusbidderscansearchweeklycallsfortendernotices,andchoosebidsthatarelocal.

In the official newspaper, Fraternité Matin (Annex 4), a quarter-page advertisement costs 600,000FCFA(approximately750GBP.)Atmost,thegovernmentpublishessuchadvertisementsonceortwiceduringopenbidprocess.Ifthecontractisfortheconstructionofahighway,thestateenterprisehastopublishbeyondnationalnewspapers,tocontinent-widenewspaperssuchasJeuneAfrique,whichcosts2millionFCFAperad(over2,500GBP.) Inaddition,Twinsmagazineprovides informationongeneralprocurement news, including calls for tenders and is published every two months free of cost.Ministries and other agencies also publish on theirwebsites. Some offers are also published on thenationalgovernmentinformationportal:www.gouv.ci.

When state enterprisesmanage national DAOs, the process is paper-based; however the publishingprocessofinternationalDAOsiscomplex,anddonoragenciesmayhaveamendmentstomakethatarestrictlyelectronic.Forinternationalcontracts,thegovernmentpreparestendernoticestobepublishedontheUNDevelopmentBusinesswebsite.62

Procuringentitiesarenotcompelledtoengagecitizens in theprocurementprocess,butsomeof theregulationsandlawsprovidecitizensanopportunitytoparticipate.Forexample,citizensorcivilsocietycannotobservebidopenings,but can issuea complaint at any stageof theprocurementprocessbyfillingout anonline formon theprocurementportal. In addition, publishing contracting informationonlineallowsinterestedcitizensorcivilsocietyorganizationstofollowortrackindividualprocurementprocesses.ForexamplethecallforproposalsforcateringfortheupcomingFrancophoneGames,inJuly2017,isavailablethroughtheBNETDwebsite63;thusfareightbidshavebeenreceived.

Archiving paper-based material is common practice among Ministries handling tender notices. Weobservedsimilarstoringmethodsandnumberofdocumentsinotheragencies;forexampleasof2009AGEROUTEarchivestheircallsofflineratherthanontheirwebsite.

Phases Typeofdata Publication timelineprovidedintheCode Publicationchannel Publisher

1.Planning Procurementplan

Annually,byDecember -Procurementportal-Newspaper

-DMP

2.Tender

Tendernotice Not within 7 days afterpublication ofprocurementplan

-Procurementportal-JournalDMP-Newspaper- State enterprisewebsite

-DMP-Stateenterprise

Procurementstatistics

At the end of eachtrimester

-Procurementportal -DMP

3.AwardProvisionalawardnotice

Within 3 days ofevaluation of bids bystate enterprise or

-Procurementportal-Newspaper

-Stateenterprise

62https://www.devbusiness.com/63http://www.bnetd.ci/bnetd/pdf/avis_RESTAURATION_8iemes_jeux_Francophonie_ABIDJAN_2017.pdf


approvalbyDMPFinal awardnotice

Within 15 days afterpublication ofprovisionalawardnotice

-Newspaper -FraterniteMatin

4.Contract Contract N/A -Neverpublished N/A

5.Implementation64Evaluationreports65

N/A N/A N/A

Audits Annually -ANRMP’swebsite -ANRMP

Table3.Timelinesforpublicationofprocurementdata.

Overall, the country has made good strides toward online publication. A Digital Economy Ministry(Ministère de l’Economie Numérique et de la Poste) has been established, with a clear vision fordigitization.There isademand forchange fromanalog todigital, inparticularbystateagencies.TheMinistry of PublicAdministration andModernizationof theAdministration (Ministèrede la FonctionPubliqueetdelaModernisationdel'Administration;formerlytheMinistryofPublicAdministration)isinchargeoffast-trackingthemodernisationanddigitisationprocessofpublicservices.GovernmenthasalsoloweredtaxesonITmaterialsinordertoencouragethetechnologysector,andthereisadrivetogetpeopleonlineandtoimprovedigitalcapacity.

Figure 7. Photos from the Ivorian Ministry of Economic Infrastructure’s Directorate for Financial Affairs andPatrimonystoragefacilitiesforarchivingtenderdocuments.Source:WebFoundation

Challenges

● Resistance fromsectors tomakepublicprocurement informationopenandonline:Citizenswanttoengagebutareunabletoaccessthefragmentedinformationontenders,andalackof

64Unfortunately,paymentdataisnotavailable.65LastactivityreportpublishedbyDMPwasin2012:https://marchespublics.ci/fr/fichier/doc/Rapport_activitesDMP2012.pdf


proper archives, both online and offline.Government notes that technically this informationcanbemadeopen,buttheyarereluctanttoopenitduetosecurityconcerns.

● Lack of end-to-end information service platform: There is no end-to-end e-procurementsystem that links all agencies, departments andMinistries, thus there is no interconnected,centralfinancialsystemtotracebids.

● Lack of information sharing across Ministries: The Ministries do not communicate to oneanotherdirectlyanddonotsharethisdata.

● Information sharing on tender notices and procurement processes is not streamlined: TheDMP website is generally not the first port of call for tender information. Rather, thisinformationisoftensharedinformally,bywordofmouth,throughprofessionalassociations,orgovernment announcements. More broadly, information on public procurement is oftenfragmented, and does not allow for holistic and efficient information sharing. The public isoften unaware of tenders, bidders, contract awards, or implementation. Overall, the publicshouldhaveaccesstoinformation,andthereshouldbeconsistencyintheinformationshared.

● Businesscategorizationinitiativeismakinglittleprogress:ThePublicProcurementDirectorateis leadinganongoingprocesswithinthegovernment,alsocodifiedinthePublicProcurementCode, to categorize companies for certificationpurposes,withunique identifiers,basedonasimilar system in Morocco. However, this initiative has been on hold for 10 months andprogressseemstobeslow.

Recommendations

● GovernmentshouldextendSIGMAPfunctionality:Thereshouldbeextrastaffandmaterialstodigitize internalprocesses toallowMinistries touse theplatform forefficiency, cost savings,andeffectiveness.Currentlyonly fiveministriesareproperly constitutedwithaprocurementteam,aninternalSIGMAPandthenecessaryhardware.

● Establish an end-to-end information service platform: There should be an end-to-end e-procurementsystemthatcan linkallagencies,departmentsandMinistriestoSIGBUD,SIGFIPandSIGMAP,whereallunitsofeachMinistryareoperational.Thissystemwouldallowforaninterconnected,centralfinancialsystemtotracecontracts,andwouldfurthersupportadigitalprocess for online databases. Such a platform will be instrumental for effectively sharinginformation,education,andcommunicationamongallprocurementstakeholders,encouragingtheadoptionofopencontracting.

● PublicProcurementDirectorateshouldhaveacentralisedstatisticsportal:Thisshouldincludea database of public procurement information that entrepreneurs, students or researchers,journalists,andbloggerscanaccess.


● Anationalcloudshouldbebuilttostorepublicprocurementdata:AnonlinestoragesystemforpublicprocurementdatashouldbebuiltinordertofacilitatedataexchangeamongMDAs,governmentandprivatesector,andallowcivilsocietyaccessto informationneededfortheirengagement.Adatacentercurrentlyexists,howeverthere isnospacegiventoprocurementdata. Once functional a cloud access will make it possible to have a consolidated one-stopinformationportalforpublicprocurementinformation.

● Keeppaper-basedrecordsincaseofcyberattacks:Officialsexpressedfearaboutsecurityasanissue with digitization. Maintaining a paper system with scanned documents alongside anelectronicsystemwouldprotectthegovernmentagainsthackersandcyberattacks.


UserEngagement

Thissectionaimstohighlightgovernmenteffortstoengagecitizens intheprocurementprocess. It isimportant tonotethatvariousstakeholders, includinggovernmentbodies,havedifferentneedswithrespecttodatause.Understandinghowthesegroupswoulduseprocurementdataifreadilyavailableremainsanopenquestionthatwouldhaveapotentiallycriticalimpactontheprioritiesofgovernmentandcivilsocietywithrespecttodatareleaseandpresentation.

InvolvingCivilSociety

It is generally difficult for citizens to engage in the procurement process, given the scattered anddisparateinformationaswellaslackofproperarchives,bothonlineandoffline.

There is no established mechanism for citizens to provide feedback on the contracting phases andinformation provided by government. Further, it is difficult to access and leave comments ongovernmentwebsites,asinformationisnotalwaysavailabletothepublic.However,thereareweeklyministerial meetings, where a communique is sent to the public if signed up to mailing list,66 andcitizenscanreactorrespondtothecommuniquesbyvisitingtheHABGoffice.

UseCasesofCôted’IvoireProcurementData

Stakeholdergroups UsesCasesofProcurementdata NeedsandRecommendations

Government andstateenterprises

Monitoring and evaluation ofprocurement efficiency,competitiveness,fairness,anddisclosure

Establish an end-to-end informationservice platform for e-procurement fortraceabilityandinteroperability

Detectionoffraudorcollusion Collect data along the procurementprocess tovisualizecorruption risks in thepublicprocurementsystem

Engagement of public in procurementprocessandincreasedtransparency

DMP should have interactive database onpublic procurement information thatentrepreneurs, students or researchers,journalists,andbloggerscanaccess

Increasedparticipationoftargetsuppliergroups(e.g.SMEs,InternationalBidding)

Provide greater opportunities for nationalSMEs,givencompetitiveenvironment(e.g.reform including 30% of all procurementbids reserved for SMEs, and newrequirements for involvement of localpartnersbyinternationalcompanies)

Systems modernization and meetingthresholds of international tradeagreementsorotherinternationalnorms

National procurement agencies’ reforms,digitizing process, and regulatorystandards for procurement should ensure

66Mailinglistregistrationavailablethroughcicg.gouv.ci


alignment with public procurementmethodologies of the OECD, World Bank,andAfDB.

Integration of procurement data inbroaderPFMenvironment

Improve interoperability of existingsystems for procurement and publicfinancialmanagement

Regulators Detectionoffraudorcollusion Establishacomplaintreviewmechanismtosupport anti-corruption measures inprocurement

Monitoring of fairness in procurementprocess

Maintaining regulator independence isdifficult but important; this should beensured

Monitoring of geographic and sectoralallocationofprocurementactivities

All private and public affairs related topublicprocurementshouldbemanagedbyANRMP

Civilsociety Advocacy for enhanced rights or accesstoinformation

Use the Open Government Partnershipand open contracting as platforms toincrease transparency and accountabilityin government, with particular focus onopengovernmentdataandprocurement

Monitoring of geographic and sectoralallocationofprocurementactivities

Improve traceability of funds for localprojects and communication with localresidents

Detectionoffraudorcollusion

Visualize corruption risks in the publicprocurement system with data collectedby government along procurementprocesses

Privatesector Increased access to public contractingopportunities

Provide greater opportunities for nationalSMEs,givencompetitiveenvironment,andbuild capacity of the national privatesector to enable better bidding orcollaborationwithglobalcompanies

Detection of fraud or collusion inprocurementprocess

OGPandCCESPcanworktogetheronNAPCommitment 1067: Set up andoperationalize a national competitivenessmonitoringbody

67SeetheOpenGovernmentPartnershipNationalActionPlanforCôted’Ivoirehere:http://www.opengovpartnership.org/sites/default/files/CdI_NAP1_2016_0.pdf


Internationalorganizations/ donoragencies

Comparative studies of openness inprocurement, integrity system, goodgovernance analyses, or anti-corruptionmodeling

OCP, OGP, and international partnersshould broker new partnership withgovernment and regulators on theadoption of open contracting, includingstudiestoidentifyhowtoimproveexistingsystems

Supporting government reform effortson procurement, civil society advocacy,infomediary and media efforts toaddresscorruption

AfDB and others should help DMP,Ministries and state enterprises reformexisting information systems, as well asproviding the regulatory framework for amulti-buyer process, and organizingtrainingsonpublicprocurement

InternationalInitiativesrelatedtoProcurementDatainCôted’Ivoire

Themost notable existing international initiative related to Ivorian procurement data are theWorldBank Benchmarking Public Procurement (BPP) report and the Global Open Data Index (GODI). TheOpenDataBarometer (ODB) is currentlyassessing the stateofCôted'Ivoire'sprocurementdataandwillbepublishedin2017.

TheWorldBankBPPreport68presentscross-countryanalysisin77economies,includingCôted’Ivoire,on issues affecting how the private sector does business with the government. BPP focuses on thepublicprocurementcycle fromtheprivatesector’sperspective,whichbeginswith identifyinganeedandendswithexecutinga contract,whether fordelivering apurchasedgood,providinga serviceorperforming construction work. BPP is designed to help policymakers evaluate their procurementsystem’s performance. Côte d’Ivoire guarantees more than 10 days, a recognized good practice,howeverthetimeneededinpracticeforcompaniestoreceivepaymenttakeslongerthan60days.

GODI is an annual effort to measure the state of open government data around the world. Thecrowdsourcedsurveyisdesignedtoassesstheopennessofspecificgovernmentdatasetsaccordingtothe Open Definition69, and aims to provide a global civil society audit of how governments actuallypublishdata.GovernmentprocurementtendersareamongthedatasetsmonitoredbyGODIinordertohelpnewgroupstoparticipateintendersandincreasegovernmentcompliance.Datasubmittedinthiscategorymustbeaggregatedbyoffice,updatedat leastmonthly and satisfy the followingminimumcriteria: i) Tenders: tenders name, tender description, tender status; ii) Awards: award title, awarddescription, value of the award, suppliers name. In the 2015 GODI edition, Côte d’Ivoire ranked 98among122countries70withprocurementtendersonly45%opened,asprocurementtenderdataisnotopenlylicensed,machinereadableoravailableinbulk.71

68http://bpp.worldbank.org/~/media/WBG/BPP/Documents/Reports/Benchmarking-Public-Procurement-2016.pdf?la=en69http://opendefinition.org/70Thecountrythatranks1isthebest.71http://index.okfn.org/place/cote-divoire/procurement/


ODB72 aims to uncover the true prevalence and impact of open data, including public procurementdata, initiatives around the world. It analyses global trends, and provides comparative data oncountries and regions using an in-depth methodology that combines contextual data, technicalassessmentsandsecondaryindicators.Covering92countriesinthepresentedition,ODBranksnationson:1)Readinessforopendatainitiatives;2)Implementationofopendataprogrammes;and3)Impactthatopendata ishavingonbusiness,politicsandcivilsociety.ODBiscurrentlyassessingthestateofCôte d'Ivoire's procurement data, along with other readiness, implementation and impactmeasurementsofthecountry’sopendata,whichwillbepublishedin2017.

Challenges

● Populationdoesnotproperlyunderstandtheprocurementprocess:Thepopulationdoesnotproperlyunderstandtheprocurementprocessanddoesnotknowhowtoengage,participate,andprovidefeedback.Normally,aprocurementprocessshouldbeopenandtransparent,butmanycitizensinCôted’Ivoireonlyreceiveinformationwhencontractshavebeenawarded.

Recommendations

● Improve the Public Procurement Directorate website for more user engagement:Interviewees noted that actors directly involvedwith public procurement shouldmoreoftenusethePublicProcurementDirectoratewebsite.Thissiteshouldbecomeanaccesspointforallpublicprocurementmatters foreveryone,withaccessible information that is clear, validatedandtrustworthy.

● Morecitizenengagementisneededtoencourageabottom-upapproach:Governmentshouldinform civil society about procurement and how they can provide feedback on the existingprocess. This should include information sharedwith the public, aswell as online resources.Education on public procurement processes and engagement mechanisms for the newgeneration,includingonlineresources,iskey.

● Public Procurement Code andANRMP audits should bemade accessible to the public in acomprehensive way for both literate and illiterate populations:ANRMP should establish apartnershipwithCSOstoworktogetheronopencontractingandpresenttechnicalinformationin a visual, storytellingway. Even business ownerswho are not legally-minded but have thecapacity to read and understand the procedures have difficulty understanding the PublicProcurement Code. Therefore, it should include a simplified version, such as Social Justice’ssimplifiedversionoftheMiningCode73andcartoonseries74.

● Collect data along the procurement process to help visualize corruption risks in the publicprocurement system: It is important to identifywhere corruption risks are the highest, andassessactorsandstakeholderswhorespectthelawandthosewhodonot. Inordertodoso,procurementdatashouldbecollected,suchasdataonthewinnersandlosersofcompetitivebidsandtheamountsoftheirproposals,todetectcollusionorbidrigging.Stakeholdersshouldcreate a sectoral or thematic transparency mapping to include visualizations of the current

72http://opendatabarometer.org/73http://www.socialjustice-ci.net/wa_files/GUIDE_20CODE_20MINIER.pdf74http://www.socialjustice-ci.net/wa_files/BANDE_20DESSINEE_20SUR_20LE_20CODE_20MINIER.pdf


stateofcorruptionortransparencyinpublicprocurement.

● ImprovethePublicProcurementBulletin(JournaldesMarchésPublics):ThereareSMEswhodonothavethefinancialmeanstopaythecurrentprices fortheBulletin,butare inneedoftheinformationitcontainsonupcomingcontracts.ThepriceoftheBulletinshouldbelowered,andhistoricaldatashouldbepublishedbothonlineandoffline.PublicProcurementDirectorateshouldpayforthepublicationofthejournal.


StakeholderIdentification

StakeholderOverview

The six stakeholder groups identified in this scoping study are: government, state enterprises,regulators, civil society, private sector, and international organizations or donor agencies. Figure 8representsstakeholdersinterviewed,aswellasthosenotinterviewed;thefullinterviewlistisavailableinAnnex2.

Figure 8. Visualizing the stakeholders. Stakeholders and stakeholder groups (sorted by color). This includesimportant stakeholders that were not interviewed, marked with asterisks**. Given the short time period forinterviews, we were not able to interview all key stakeholders or media stakeholders. Arrows indicate thereportingmechanismbetweenstakeholders.Source:WebFoundation

Anumberofpublicsectorstakeholdersdiscussedintheinstitutionallegal,policyandtechnicalsectionsofthisreport:

● PublicProcurementDirectorate(DirectiondesMarchésPublics[DMP])● NationalAuthorityfortheRegulationofPublicProcurement(AutoritéNationaledeRégulation

desMarchésPublics[ANRMP])● HighAuthorityforGoodGovernance(HauteAutoritépourlaBonneGouvernance[HABG])


● RoadsManagementAgency(AgencedeGestiondesRoutes[AGEROUTE])● NationalOfficeofTechnicalStudiesandDevelopment(BureauNationald'EtudesTechniqueset

deDéveloppement[BNETD])● NationalAgencyforDrinkingWater(OfficeNationaldeL'eauPotable[ONEP])● State/PrivateSectorDialogueCommittee(ComitédeConcertationEtat/Secteurprivé[CCESP])● MinistryofHousingandSocialLodging(Ministèredel'habitatetdulogementsocial)● MinistryofEconomic InfrastructureDirectorateforFinancialAffairsandPatrimony(Ministère

desinfrastructureséconomiques/DirectiondesAffairesFinancièresetduPatrimoine[DAFP])● MinistryofPlanningandDevelopment’sDirectorateofFinancialAffairs (MinistèreduPlanet

duDéveloppement[MPD]/DirectiondesAffairesFinancières[DAF])

There are also private sector stakeholders interested and aware of issues related to publicprocurement. Private sector actors focus largely on encouraging the application of protectionistmeasures.Theseinclude:

● AdvancedResearch&IntelligenceServices(ARIS)● GeneralConfederationofCompaniesofCôted’Ivoire(ConfédérationGénéraledesEntreprises

deCôted'Ivoire[CGECI])● CrownAgents● EuropeanChamberofCommerce(Chambredecommerceeuropéenne[Eurocham])● IvorianFederationofSmallandMedium-SizedEnterprises(FédérationIvoiriennedesPetiteset

MoyennesEntreprises[FIPME])● Independentexperts

Civilsocietyorganizationsarealsoactiveinmonitoringpublicprocurementandadvocatingforgreatertransparency in public finance management. These include the African League Against Corruption(ALACO),SocialJustice,andTransparencyJustice.

DevelopmentPartners’SupportforProcurementReform

Asaninstitution,AfricanDevelopmentBank(AfDB)providesfiduciaryservicesandmonitorsloansandprojectsitfinancesacrossthecontinent.AfDBisastrongsupporterofprocurementreform,includingforging more effective and transparent procurement systems, both on a regional level and in Côted’Ivoire. This comes through policy and institutional support programs, and events such as publicprocurement forums75 first held in Côte d’Ivoire in 1996. The procurement team is responsible forevaluating the status of the procurement reform in the country to determine whether there is anadequatesystemwithappropriatecontrols.

The World Bank plays an important role in supporting the procurement system and reforms.Interviewees have note that the World Bank is currently considering supporting an e-procurementportal.

InadditiontheWorldBankplanstoinitiateanonlineprocurementcertificationprogramin2017forallgovernmentofficialsinMinistrieswithcontractingunits.Theprogramcomesintheformofintegratedandinteractiveonlinecourses,illustratedbycasestudiesandexamplesofrealsituations.76Itwilloffer

75Thesecondforumwasheldin2008inTunisia.ThereareplanstohostathirdforuminSouthAfricain2017.76http://news.abidjan.net/h/605556.html


an opportunity for participants to become certified in public procurement and increase theirunderstandingandspecializations,whichisvitalforanemergingeconomy.

International organizations or donor agencies are an important stakeholder group, as they haveauthority toamendcontracting-relatedcriteria for theprojects they fund.This can includeextendedcompetition of private sector, both national and international; or could lead to more restrictivemeasures that end up excluding national bidders. Interviewees cited the Comoe bridge project of 6billionFCFA(approximately7.9millionGBP),inwhichdonorsinsistedonsomanyrestrictivemeasuresinthecriteriathatnationalSMEsnolongermetthequalificationstobid.Theprojectwasthendividedinto many sub-contracts under local urban maintenance projects to meet the project deadline.However,intervieweesbelievedthatdonorspreferredtoawardacontracttoalargecompany,ratherthansub-contracts,becausetheyoftenhavemoreresourcesandareconsideredmorereliable.

CivilSocietyandInfomediaryEngagement

There is basic civil society knowledge of public procurement and an expertise node that can bedeveloped.Civilsocietyorganizationsoftencreatenetworksandshareinformationamongthemselvestomoreeffectivelytacklecorruption,basedonthebeliefthatcitizenengagementiskey.Anexampleofthis is the Union Nationale des Journalistes de Côte d'Ivoire (UNJCI), which focuses on investigativejournalism and transparency in Côte d’Ivoire. The Center for Governmental Information andCommunication(CICG)hasanonlinelibrarywithinformationrelatedtotheprocurementprocessthathasbeenhelpfultoCSOs.

TherearecurrentlynoCSOsworkingdirectlyononopencontracting,thoughcivilsocietygroupshavedone so in the past. In 2013-14, for example, Social Justice held a seminar in Côte d’Ivoire on opencontracting with support from the World Bank and Integrity Action. The workshop was a trainingopportunity,wheretheyinvitedlocalauthorities,ordinarypeople,andCSOs,andallowedSocialJusticetodemonstrateusefulinformationontheprocurementprocesstocitizens.

PrivateSectorEngagement

TheEuropeanChamberofCommerce(Eurocham)77hasatrainingandinformationsharingprogramonpublic procurement in Côte d’Ivoire. Through this program 130 companies actively participate innetworking amongmembers, training, information sharing, and lobbying. Theymeetwith the PrimeMinisteronthreeissues:publicmarkets,financingofSMEs,andtransparencyinthejusticesystem.InJuly 2016 Eurocham organized and hosted two information and training sessions led by DMP andANRMP on public procurement, in order to facilitate the understanding and management ofconsultationdocumentsandtolearnaboutthenewsystemforregulatingpublicprocurement78.

Challenges

Onanationallevel,governmentdoesnotsufficientlyinformcivilsocietyaboutprocurementprocessesorfeedbackmechanismsontheexistingprocess.Government,thereforeneedstomakegreatereffortsto engagewith CSOs. In addition, there is a lack of information sharing between private sector andgovernment. CCESP was established as an entity to address this information flow; it has been

77http://www.eurochamci.com/78http://www.eurochamci.com/evenements/evenements-recents/appui-aux-entreprises2.html


implementedinpart,butthereisroomforimprovement.

Onaninternationallevel,thereisalackofcommunicationamongdonoragencies.Intervieweesnotedthatdonoragenciesareworkingonsimilarprojectsbutarenotcommunicatingtooneanother,andareonly responsible for reporting the work that has been done. There is an opportunity to improvecommunication and coordination among them in order to better streamline support around publicprocurementreforms.

Overall, the communication, information sharing, and collaboration challenges facing Côte d’Ivoire’spublicprocurementsystemwereexpressedbyallinterviewees.

Recommendations

● Improve national and local partnerships among stakeholders:On a local and national levelthere should bemore information sharing by governmentwith the public, aswell as havingonline resources readily available and accessible. Further, education on public procurementprocesses and engagement mechanisms, including online resources, is key for the newgeneration,alongwithcivilsocietyandprivatesectorsupport.

● Strengthenexisting (andbuildnew)national, local and internationalpartnerships:Nationalprocurementagencies’ reforms,digitizingprocess, and regulatory standards forprocurementshould ensure alignmentwith public procurementmethodologies of theOECD,World Bank,andAfDB.Moreover,developmentpartnersshouldhelpDMP,ministriesandstateenterprisesreform existing information systems, as well as providing the regulatory framework forimplementation in amulti-buyer process, andorganizing trainingsonpublic procurement. Inaddition, the Open Contracting Partnership is closely aligned with Open GovernmentPartnership,bothhavingstrongtechnical,capacitybuildingandknowledgesharingskills.Theseorganizations should broker new partnerships with government and regulators around theadoptionofopencontracting,whichwouldfurthersupporteffortstoengagecitizengroupsandtheprivatesectorinprocurementreform.

● Overall,thereisaneedtobuildorstrengthenpartnershipsaroundprocurementmattersacrossalllevels.


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ANRMP(nd)Brochure.www.anrmp.ci

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0PUB.pdf

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Annex1:ListofStakeholderGroupsandStakeholdersInterviewed

● Government○ State/Private SectorDialogue Committee (Comité de Concertation Etat/Secteur privé

[CCESP])○ FinancialControlDirectorate(DirectionduContrôleFinancier)○ PublicProcurementDirectorate(DirectiondesMarchésPublics[DMP])○ MinistryofHousingandSocialLodging(Ministèredel'habitatetdulogementsocial)○ Ministry of Economic Infrastructure Directorate for Financial Affairs and Patrimony

(Ministèredes infrastructureséconomiques /DirectiondesAffairesFinancièresetduPatrimoine[DAFP])

○ MinistryofPlanningandDevelopment’sDirectorateofFinancialAffairs (MinistèreduPlanetduDéveloppement[MPD]/DirectiondesAffairesFinancières[DAF])

● Stateenterprises○ RoadsManagementAgency(AgencedeGestiondesRoutes[AGEROUTE])○ National Office of Technical Studies and Development (Bureau National d'études

TechniquesetdeDéveloppement[BNETD])○ NationalAgencyforDrinkingWater(OfficeNationaldeL'eauPotable[ONEP])

● Regulators○ National Authority for the Regulation of Public Procurement (Autorité Nationale de

RégulationdesMarchésPublics[ANRMP])○ High Authority for Good Governance (Haute Autorité pour la Bonne Gouvernance

[HABG])● Civilsociety

○ AfricanLeagueAgainstCorruption(ALACO)○ SocialJustice○ TransparencyJustice

● Privatesector○ AdvancedResearch&IntelligenceServices(ARIS)○ General Confederation of Companies of Côte d’Ivoire (Confédération Générale des

EntreprisesdeCôted'Ivoire[CGECI])○ CrownAgents○ EuropeanChamberofCommerce(Chambredecommerceeuropéenne[Eurocham])○ Ivorian Federationof Small andMedium-Sized Enterprises (Fédération Ivoiriennedes

PetitesetMoyennesEntreprises[FIPME])○ Independentexperts

● Internationalorganizations/Donoragencies○ AfricanDevelopmentBank(AfDB)○ WorldBank


Annex2:ListofInterviewees

Name Position Organization

FrankMVULADivision Manager ProcurementDivision(ORPF1) AfricanDevelopmentBank(AfDB)

EdoukouValere Superviseur AgencedeGestiondesRoutes(AGEROUTE)PeyenaBosso Chargédepassationdemarchés AgencedeGestiondesRoutes(AGEROUTE)TouréHamed Expertenpassationdemarches AgencedeGestiondesRoutes(AGEROUTE)

MoreNicaiseN’ZI

Président / affiliated with HauteAutorité pour la BonneGouvernanceandlinkstoANRMP ALACO(AfricanLeagueAgainstCorruption)

Anonymous BoardMember ALACO(AfricanLeagueAgainstCorruption)Anonymous ProgrammeOfficer ALACO(AfricanLeagueAgainstCorruption)

Jean-MichelLavoizard CEOARIS (Advanced Research & IntelligenceServices)

NonKarnaCOULIBALYPresident / Administrateur desServicesFinanciers

Autorité Nationale de Régulation des MarchésPublics(ANRMP)

KokoOlivierKOSSONOU Économiste-IngénieurStatisticienAutorité Nationale de Régulation des MarchésPublics(ANRMP)

Diane-Charlene GON-COULIBALY

Chef du Service des RessourcesHumaines


AbiaVincentBILESecrétaire Général Adjoint chargédesRecoursetSanctions


FelixADOUK.Secrétaire Général Adjoint chargédesAuditsIndépendants


AnonymousExecutive assistant of thepresident


M'BAHIA Francoise EstelleepseN'CHO ChefduServiceJuridique


Anonymous AgentAutorité Nationale de Régulation des MarchésPublics(ANRMP)

Henri Ernest BenjaminDJOMAND Directeur

Bureau National d'études Techniques et deDéveloppement(BNETD)

MauriceSERYGNOLEBA ChefdeServiceBureau National d'études Techniques et deDéveloppement(BNETD)

JulienDelcourt Délégué Chambredecommerceeuropéenne(Eurocham)

GeorgesCOPRE ConseillerTechniqueComité de Concertation Etat/Secteur privé(CCESP)

IsmaelCOULIBALY ConseillerTechniqueComité de Concertation Etat/Secteur privé(CCESP)


EssoJeanSergeSEKE ConseillerTechniqueComité de Concertation Etat/Secteur privé(CCESP)

MikouN'GUESSANPartnershipsandBusinessSupportResponsible

ConfédérationGénéraledesEntreprisesdeCôted'Ivoire(CGECI)

ComeEfuKOFFI Assistant CrownAgents

COULIBALYY.Pénagnaba

Administrateur Principal desServicesFinanciers/DirecteurdesMarchésPublics DirectiondesMarchésPublics(DMP)

IssiakaSAMASSASous-DirecteurdesOpérationssurFinancementsExtérieurs DirectiondesMarchésPublics(DMP)

AmadouBOKOUM

Sous-Directeur des systèmesd'information et de laCommunication DirectiondesMarchésPublics(DMP)

JeanMarieDOUBI CS DirectiondesMarchésPublics(DMP)JoelleGBANZAI CE DirectiondesMarchésPublics(DMP)YayaKONE Directeur DirectionduControleFinancier(DCF)Anonymous Agent DirectionduControleFinancier(DCF)

KouadioJérômeBOKO Président/GNGP-CIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

CoffiVincentABOYA FNIH-CIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

DrBrouArsene UNPPCIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

OlivierCharlesOUSSOU FNIH-CIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

GuyTAHOU FNIH-CIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

ARONKANANAZOU FNIH-CIFédération Ivoirienne des Petites etMoyennesEntreprises(FIPME)

N'DriJeromeN'GUESSAN

Directeur des Études, de laCoordination de l'Évaluation, del'AssistanceetdelaCoopération HauteAutoritépourlaBonneGouvernance

FrancineAKA-ANGHUI CouncilMember,Lawyer HauteAutoritépourlaBonneGouvernanceCharlesYoung Consultant IndependentGnamienKONAN Minister Ministèredel'habitatetdulogementsocial

SiakaSIDIBE DAFP

Ministère des infrastructures economiques(MIE) / Direction des affaires financières et dupatrimoine(DAFP)

DrissaTRAORE SDMP



AthanaseROBON Proceduresetoperations


FlorentAMANI PlanificationetSIGMAP


MondeRoch-OlivierADJA SousDirecteurMinistèreduPlanetdudéveloppement(MPD)/DirectiondesAffairesFinancières(DAF)

TchinehHerbeJoelZETCH SousDirecteurMinistèreduPlanetdudéveloppement(MPD)/DirectiondesAffairesFinancières(DAF)

KOUADIOKOFFIRENE PointFocaldesMarchesPublicsMinistèreduPlanetdudéveloppement(MPD)/DirectiondesAffairesFinancières(DAF)

ThierryF.R.BOVIKALOPoint Focal suppleant MarchesPublics

MinistèreduPlanetdudéveloppement(MPD)/DirectiondesAffairesFinancières(DAF)

DossoDRO DirecteurMinistère du Plan et du développement /DirectiondesAffairesFinancières(DAF)

MarcAPATAA. AssistantChefduServiceMarches OfficeNationaldeL'eauPotable(ONEP)ArseneKOUASSI Chargedepassation OfficeNationaldeL'eauPotable(ONEP)JulienTINGAIN President SocialJustice

KoumanKOUAME TransparencyJusticeMauriceADONI ProcurementSpecialist WorldBank

KOUASSILambert WorldBank


Annex3:Dataworksheet

Adataworksheetwhichpresentsadetailedoverviewofthevariousprocurementagenciesandtheirprocurementsystemsisavailableathttp://bit.ly/2k1kM1O.


Annex4:Tendernotice

TendernoticepublishedinFraterniteMatin,26October2016.


Annex5:Tendernoticespublishedperyear(2000-2015):DMP


Annex6:Procurementmethods,valuesandpercentages.

Source:Synthèsedesmarchésparmodedepassationpar institutionetministère, January-September2016.79

Procurementprocessand rolesofdifferentactors: Key figures from2014and2015on tenders fromstateenterprisesAGEROUTEandONEP,ascitedbyinterviewees:

AGEROUTE:● In2014,therewere110tendersworth254.6billionFCFA;● In2015,therewere62tenders(amountFCFAunknown).

ONEP:● In2014,therewere24contracts,and10tendersworth12.6billionFCFA● In2015:therewere62contracts,and28tendersworth25.5billion–thewinningbidislisted

witheachtender

79http://budget.gouv.ci/sites/default/files/publications/ccm_marches_publics_fin_septembre_2016.pdf