A taxonomy of horizontal policies in public procurement

Arrowsmith, Sue

doi:10.1017/cbo9780511576041.006

Cited by 16 publications

(16 citation statements)

References 3 publications

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“…Over the past few decades, the importance of overarching environmental and societal goals has been recognized more and more. However, while in the past, these goals were identified as "secondary" considerations in public procurement ("in contrast with the primary objective of a procurement of obtaining goods, works or services on the best terms"), 52 they have been defined as strategic considerations in the evolving European framework. 53 More specifically, while the previous Directive 2004/18/EC allowed procuring entities in Member States to take "secondary" environmental and social considerations into account, new and powerful terms were introduced…”

Section: The Evolving Eu Legislative Frameworkmentioning

confidence: 99%

“…55 As already pointed out, social strategic policies can go beyond the contractor's compliance with general legal requirements, such as occupational health and safety, and providing broader social benefits. 56 These benefits can "be limited to work on the contract itself --for example, a requirement for a contractor to engage a certain proportion of disabled persons on the contract" or "may also extend beyond it" through specific mechanisms. 57 For instance, a government can limit participation to particular groups by setting aside contracts in favour of them (as the US and Canada do).…”

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confidence: 99%

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Socially Responsible Public Procurement and Set-Asides: A Comparative Analysis of the US, Canada and the EU

Cravero

2017

Arctic Review

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Public procurement can be used to achieve goals other than purely economic ones. Such goals are often referred to as "social linkages". A preference for social considerations has been gaining ground against the dominant best value for money (BVM) paradigm over the past few decades. In the past, public procurement policies followed the principle of non-discrimination and free competition beyond national boundaries. Today considerations other than (purely economic) BVM have become relevant in public procurement policy and practice. Examples of social linkages in public procurement are found in various countries, from the well-known 'Affirmative Action Programs' in the US that advance minorities, women, persons with disabilities and veterans, 1 to specific set-aside programs made available to only less-competitive businesses, such as womenowned businesses, minority-owned businesses, businesses operating in economically disadvantaged areas, etc. Set-asides can be seen as social procurement linkages through the promotion of both supplier diversity and employment. The latter means that social use of public procurement can positively impact employment by providing opportunities to workers who are generally excluded from the labour market, while the former means that chances are given to less-competitive bidders. Set-aside programs have been widely developed in the US, which has a long tradition of set-aside contracts for special classes of small businesses, including small disadvantaged businesses, and in Canada where set-asides have been introduced for the development of Aboriginal businesses. However, the restriction of full and open competition that set-asides entail is frequently criticized by EU institutions. Despite this, the new European procurement framework also seems to have established set-asides as a means of providing economic opportunities to disadvantaged groups.

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Section: The Evolving Eu Legislative Frameworkmentioning

confidence: 99%

mentioning

confidence: 99%

Socially Responsible Public Procurement and Set-Asides: A Comparative Analysis of the US, Canada and the EU

Cravero

2017

Arctic Review

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“…Contracts are used to control virtually every part of the trading relationship between buyers, sellers, and intermediaries, and have an impact on various functions within the enterprise [2]. For example, the sell-side involves sales, marketing, finance, legal, sales operations and customer service.…”

Section: A Byaruhanga B C Bashekamentioning

confidence: 99%

“…According to [2] productivity, welfare, and security of both rural and urban people are greatly influenced by the level of road infrastructure development in any country. Production costs, employment creation, markets access, and investment depend on the quality of infrastructure, especially road transport [3].…”

Section: Introductionmentioning

confidence: 99%

“…The World Bank report of 2011 indicates that Africa has the lowest spatial density of roads than any other region of the world, only 204 km of roads per 1000 km 2 of land area, with only one-quarter paved, while the world average is 944 km/1000 km 2 , with over half paved [8]. The spatial density of Sub-Saharan Africa's roads is less than 30 percent of that of South Asia, where half of the roads are paved, and only 6 percent of that of North America, where two-thirds are paved [9].…”

Section: Introductionmentioning

confidence: 99%

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Contractor Monitoring and Performance of Road Infrastructure Projects in Uganda: A Management Model

Byaruhanga¹,

Basheka²

2017

JBCPR

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An understanding of the influence of contractor monitoring on performance of road infrastructural projects in Uganda provided an impetus for this study. The objectives of the study were to: assess the relationship between contractors monitoring and performance of national road infrastructure projects and the relationship between contractor monitoring components and performance of national road infrastructure projects in Uganda. Purposive sampling was employed in selecting the procurement professionals, engineers and simple random sampling was adopted in selecting private consultants, members of parliament and respondents from the civil society organizations. Data for this study were collected using a closed ended questionnaire and interviews. Some of the major finding from this study include: weak procurement rules which lead to awarding road projects to incompetent contractors; contractor monitoring being handled by unqualified, incompetent and inexperienced professionals; lack of contractors and contract supervisors appraisal system; delay of contractors payments which affects timelines in services delivery; lack of a strong internal project monitoring and evaluation mechanism at the Uganda National Roads Agency (UNRA). The research therefore recommends the establishment of an Independent Public Infrastructure Development and Monitoring Unit by government and adoption of systems that appraise both contractors and contract supervisors with clear disciplinary actions for unsatisfactory performance by the UNRA.

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SME suppliers and the challenge of public procurement: Evidence revealed by a UK government online feedback facility

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2015

Journal of Purchasing and Supply Management

105

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A taxonomy of horizontal policies in public procurement

Cited by 16 publications

References 3 publications

Socially Responsible Public Procurement and Set-Asides: A Comparative Analysis of the US, Canada and the EU

Socially Responsible Public Procurement and Set-Asides: A Comparative Analysis of the US, Canada and the EU

Contractor Monitoring and Performance of Road Infrastructure Projects in Uganda: A Management Model

SME suppliers and the challenge of public procurement: Evidence revealed by a UK government online feedback facility

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