Tuesday, January 18, 2022
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Capacity Building is one of the core functions of the Public procurement Regulatory Authority (PPRA). Taking into consideration major weaknesses revealed in various reports, including that of Controller and Auditor General and findings of procurement audits conducted by PPRA, there is an urgent need to upgrade the skills or bridge the skills gap of those directly or indirectly involved in procurement to enable them perform their tasks more effectively and efficiently in a manner that is in compliance with the Public Procurement Act No. 21 of 2004 (PPA 2004) and its regulations

In undertaking its responsibilities under the PPA 2004, PPRA has developed a strategy for capacity building to enhance performance in public procurement. Under the auspices of the PPA 2004, the capacity building strategy is intended to be responsive to gaps in the current public procurement system which may hinder its performance. In this respect, the capacity building strategy has been developed with an intention of establishing a framework and foundation for bridging the gap between the vision of the PPA 2004 and the practical and organizational realities which currently exist “on the ground”.

The strategy has been developed to address seven key areas. These bare The strategic framework for delivery; The project interventions envisioned; The strategic project intervention; Strategic project interventions; Activity listing and timing of project interventions; Comparative Overview of essential features of project interventions; and Cost of strategy.

The purpose of the strategic framework is to illustrate the manner in which a multiple series of coordinated strategic interventions could result in the enhancement of public procurement performance. In this respect, five prospects of strategic input are noted as :

The Legal Framework

The legal framework governs all activities that are undertaken by public organizations in Public Procurement. This legal framework is constituted in the PPA and its associated guidelines and regulations; and other laws etc

The Internal Structures of the PPRA

One key aspect of the strategy is that PPRA serves as the implementing and oversight agency for the roll out of procurement capacity building interventions. In this respect, the PPRA will be the overarching authority which ensures that all interventions are designed, developed, coordinated, managed and implemented in a manner that would enhance the performance of public procurement processes.


There are six core strategic interventions in this part. These are:

 i. Training

Training is at the centre of the capacity building strategy. A structure of training interventions is recommended so that people are capacitated with the skills that will enable them to enhance their procurement practice. The training strategy is also concerned with all the support structures that are necessary to realize a strong and sustainable training endeavour.

 ii. Regulatory Harmonization

Regulatory harmonization is intended to address the policy disjunctures which may affect public procurement performance. Strategic interventions in this area are designed to ensure that the law allows for the necessary linkages and joint action between agencies in order to ensure enhanced performance in procurement.

 iii. Oversight Efficiency

Oversight efficiency refers to the effectiveness and efficiency in which PPRA undertakes its oversight responsibilities for the procurement process. This area addresses legal compliance, capacity development to enhance performance and the overall integrity of the public procurement process.

 iv. Professionalizing Procurement

Professionalizing procurement is concerned with the standards that are developed and enforced, and the manner in which the procurement field is governed to ensure that practitioners are properly qualified and always ready to perform effectively and that the procurement process is managed with integrity. Here the roles of the NBMM and that of the PPRA are placed at the centre of the strategy to enhance professionalizing procurement.

 v. Regularizing Staffing Levels

With the establishment of Procurement Management Units in all government entities, and with the many changes which are taking place in the field, both in professional practice and in respect to its regulatory framework, MDAs, LGAs and Parastatals must adjust their staffing to meet the new requirements. This proposed intervention sets out a strategy to do so.

 vi.Maximizing Procurement Performance

The scope of interventions detailed above will be of little assistance and would add little value if systems and structures are not in place to maximize the performance of people. This intervention will address the organizational systems and structures which will constitute an acceptable vehicle for effective performance management. This strategy also addresses other delivery options which may be considered for improving public procurement.


The capacity building strategy addresses project interventions for capacity building strategy as follows;

  1. Training Strategy for Capacity Development

The training strategy is the core of the overall capacity building initiatives, and it presents all the training interventions by the specific category of procurement personnel. It also presents the interventions necessary for building an adequate support structure for training.

ii.  Regulatory Harmonization for capacity Development in Public Procurement

This intervention focuses on filling gaps in the regulatory framework which may undermine procurement performance. The lack of clarity caused by the absence of certain regulatory or legislative provisions leads to the continuation of incorrect practices.

    iii. Maximizing Oversight Effectiveness and Efficiency in Enhancing Practice in Public Procurement

The role of the PPRA is central to the level of compliance that will be achieved by the respective procuring entities. The PPRA has recently been established, and must build internal capacity to ensure effective performance of the systems.

    iv. Professionalizing Practice for Enhanced Performance in Public Procurement

Professionalizing practice in an effort to ensure that proper standards are in place and that practice in the profession is properly regulated to perform within legal, technical and professional expectations. The roles of the NBMM and the PPRA are central to this strategy.

     v.   Promoting Effective and Efficient Staffing Levels in PMUs for Public Procurement

The staffing levels of the PMUs must be rationalized, and all PMUs must be properly staffed to undertake their responsibilities in accordance with the law. Different procurement entities operate under different circumstances, and this will affect the determination of an optimum level of staffin.

    vi.   Workplace Support Initiatives to Enhance the Performance ofPersonnel in Public Procurement Entities.

 The focus of this intervention is on the variety of performance management support systems which must be in place to ensure that the skills that are acquired are applied in the respective jobs of procurement personnel.

    vii.  A Capacity Building Strategy for Procurement in Parastatals

This presents an outline of the procurement strategy for parastatals. Parastatals operate under different circumstances.

     viii. A Capacity Building Strategy for Procurement in Ministries and Departments.

This strategy is tailored to the needs and circumstances of Ministries and Departments. It includes a cross section of the core interventions.

     ix.   A Capacity Building Strategy for Government Agencies

 This strategy is tailored to the circumstances of Government Agencies. The strategy will include a cross section of the core interventions.

      x.    A Capacity Building Strategy for Local Government Authorities (LGAs)

Because of the many interventions with LGAs, and because LGAs operate, partly,under another regulatory regime, a strategy is specially designed for them.Like others, this strategy includes a cross section of the core strategies.

      xi.    A Capacity Building Strategy for Training Providers

A strategy is put in place to enhance the capacity among the individuals and  agencies that will provide training.

     xii.  Project Planning for the Implementation of Capacity Building in Procurement

This intervention is intended to produce an overall project implementation plan for the set of capacity building interventions, as a whole. This will be one of the initial interventions to start the capacity building project.

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