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Box 10. List of selected capacity development measures tackling different levelsIndividual levelCertification programmes for procurement professionals (Computerized Procurement practitioner’sproficiency certificate, Indonesia; Ghana, Paraguay).Leadership Code which requires ministers and senior officials to make periodic financial disclosures(Uganda).Code of Ethical Conduct in Business must be signed by public officers engaged in procurement (Uganda).Training for procurement officials at all levels and stakeholders (Botswana, Cameroon, Ghana, Rwanda,Sierra Leone, Tanzania, Afghanistan).Training of local trainers (Afghanistan, Sri Lanka).Job descriptions (Malawi, Paraguay).Staff performance evaluation (Rwanda).Issue rules to encourage stability among key policy personnel of normative/regulatory body and prevent theirremoval, demotion or suspension for reasons not related to their professional performance or ethicalquestions (Paraguay).Organisational levelCreating country-wide training facilities for diploma and degree programs (Sri Lanka, Uganda).Conduct of training needs assessment and development of a training program with 25 modules forstakeholders (Ghana).Instructions on recruitment procedures for procurement officers (Malawi).Provision of e-procurement tools and equipment and web-sites to improve publication of information(Rwanda, Uganda, Malawi, Sierra Leone, Tanzania, Indonesia, Sri Lanka).Norms for record keeping (Mongolia, Zambia, Philippines, Sierra Leone, Tanzania, Uganda, Malawi,Paraguay).Establishment of procurement units (Ghana, Rwanda).System for Checking and Monitoring (Tanzania).Make direct payments to suppliers from Treasury to reduce payment times (Paraguay).Establishing/enforcing a procurement information system for collecting and monitoring national procurementstatistics (Zambia, Ghana, Uganda, Lao, Botswana, Cameroon, Rwanda, Afghanistan, Indonesia).Create/Transform Procurement Board to a purely regulatory body (Indonesia, Zambia).Establish an independent body for administrative review of complaints (Philippines, Indonesia, Paraguay).Provide international language version of the procurement bulletin and web site (Vietnam).Specialized workshops/seminars and manuals on procurement monitoring and audit for external monitoringagencies including National Audit Office, State Inspection Department, Anti-Corruption Agency and civilsociety organisations (Mongolia, Ghana, Malawi, Sri Lanka).Systematic monitoring of areas identified as critical in assessment (Malawi).Enabling environmentEstablish/review procurement legislation, regulations, manuals, standard bidding documents, etc. (Vietnam,Afghanistan, Togo, Ghana, Malawi, Rwanda, Tanzania, Indonesia, Mongolia, Paraguay).Involve civil society in procurement reform (Philippines, Benin).Donor co-ordination on reform program (Ghana, Zambia).Definition of a career path for procurement professionals (Ghana).Review salary structure (Indonesia).Involve private sector in procurement reform, offer training (Philippines, Ghana, Malawi).Facilitate access to credits for private sector to enhance competition (Sri Lanka).COMPENDIUM OF COUNTRY EXAMPLES AND LESSONS LEARNED […] - OECD 2008 51
Engage banks in a dialogue to secure bid bonds without creating high risks (Sierra Leone).Encourage partnerships with private sector (Sierra Leone).Abolish anti-competitive pre-qualification system for bidders which created market segmentation without fairand equal opportunities for all (Indonesia).Link the procurement process with the budget formulation and budget execution process (Ghana, Zambia,Mongolia, Botswana, Malawi, Sierra Leone, Uganda, Paraguay).Introduce specialised procurement audits including risk assessment and procurement performance audits,ensure follow-up (Uganda, Rwanda, Paraguay).Develop Anti-corruption strategy (Uganda, Tanzania).Develop Standards of Ethics, Incorporate procurement provisions in Code of Conduct (Malawi, Rwanda,Sierra Leone, Paraguay).Involve media in anti-corruption initiatives (South Africa).Consider a Whistleblower Act to encourage more reports on corruption (Uganda).Provide for alternative dispute resolution to increase foreign investments.The implementation of a capacity development plan needs to be monitored closely and managedflexibly. The process should be iteractive, i.e. one which monitors and adjusts repeatedly. The goal ateach step should be to sharpen the focus of the programme and improve its chances of success.Monitoring requires a solid reporting mechanism. Thus, it is important to agree on and introduce a setof meaningful performance indicators. Early successes should be broadcasted widely and celebrated.The ripple effect of even minor victories in capacity development can have a major long-term impacton the success of future bigger reforms. Word of mouth reports shared by a broad group of keystakeholders are often more persuasive than the results of elaborate and costly communicationstrategies.Malawi has been in the process of systematically using the OECD assessment Methodology as aninput to the country‟s capacity development strategy. With the assistance of UNDP, for each of thestrategies defined, indicators have been identified against which to measure progress. These measuresare quantifiable, distinct and well-defined to measure both the implementation of the capacitydevelopment strategies (i.e. output) as well as the impact on capacity (i.e. outcome). In addition, foreach indicator the assessment has determined baselines and has set targets. The total cost will becalculated in order to realistically determine the extent of funding required for implementation. 27A case study based on Malawi has been published as a way of sharing experiences.27Using the JV Methodology as an input to capacity development strategy, “Procurement CapacityAssessment and Strategy Formulation in Malawi: A Case Study (presented at the JV in Copenhagen)and Procurement Capacity Assessment and Strategy Formulation in Malawi. A Case Study.52 COMPENDIUM OF COUNTRYEXAMPLES AND LESSONS LEARNED […] - © OECD 2008
Page 1 and 2: Compendium of Country Examplesand L
Page 3: ORGANISATION FOR ECONOMIC CO-OPERAT
Page 8 and 9: ForewordIn 2002, the OECD-DAC and t
Page 10 and 11: Background and Purpose of this Pape
Page 12 and 13: The Procurement Assessment Methodol
Page 14 and 15: The Process of Preparing and Planni
Page 16 and 17: Box 1. High-level political support
Page 18 and 19: Table 2. Potential stakeholders in
Page 20 and 21: Based on the assessment reports pro
Page 22 and 23: willing to participate in the asses
Page 24 and 25: Implementing a Procurement Assessme
Page 26 and 27: 1 = areas where substantive work is
Page 28 and 29: Country experiencesMost of the pilo
Page 30 and 31: Indicator 4: Normative and regulato
Page 32 and 33: “Considerations for assessment”
Page 34 and 35: Lao, for example, reports that nati
Page 36 and 37: Figure 4. Possible negative impact
Page 38 and 39: Country experiencesThe usefulness o
Page 40 and 41: They identify and correct mistakes
Page 42 and 43: Box 8. Validation process in Zambia
Page 44 and 45: Making Use of the Assessment Result
Page 46 and 47: Procurement Capacity Development: I
Page 48: StakeholdersThe GPP argues that as
Page 51: Table 4. Compliance and Performance
Page 56 and 57: Linkages with Public Financial Mana
Page 58 and 59: Elements of transparency (transpare
Page 60 and 61: which serves as the externalinforma
Page 62 and 63: Next StepsThe Joint Venture on Proc
Page 64 and 65: CountryLatestprogressreportAssessme
Page 70 and 71: Country Sampling for CPI Stakeholde
Page 80: Country Sampling for CPI Stakeholde
Page 83 and 84: Procurementprocess (30%)10. Method
Page 85 and 86: 4. Member countries should ensure t
Page 88 and 89: Annex DList of Referenced Resources

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