2013 - 2018 STRATEGIC PLAN - PPOA Strate… · 1.5 rationale for strategic planning ... 3.2 swot analysis of ppoa ... cbl dg dpp fke gm gok hod fke hra ict ifmis ippmt eacc kam kepsa

STRATEGIC PLAN2013 - 2018

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND

1.2 KENYA DEVELOPMENT CHALLENGES

1.3 THE KENYA VISION 2030

1.4 THE ROLE OF PPOA IN THE ACHIEVEMENT OF VISION 2030

1.5 RATIONALE FOR STRATEGIC PLANNING

1.6 PLANNING ASSUMPTIONS

1.7 METHODOLOGY OF DEVELOPING THE PLAN

1.8 ORGANIZATION OF THE PLAN

9

9

10

10

11

11

12

12

INSTITUTIONAL REVIEW

2.1 MANDATE

2.2 FUNCTIONS

2.5 MISSION

2.6 CORE VALUES

2.7 ORGANIZATIONAL STRUCTURE

13

13

14

14

2.3 POWERS

2.4 VISION

14

14

15

CHAPTER TWO

CHAPTER THREE

SITUATIONAL ANALYSIS3.1 EVALUATION OF PAST PERFORMANCE 17

LIST OF TABLES

LIST OF FIGURES

ABBREVIATIONS AND ACRONYMS

PREFACE

FOREWORD

EXECUTIVE SUMMARY

3

3

4

6

7

8

CONTENT

PPOA Strategic Plan 2013 - 2018


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STRATEGIC ANALYSIS

CHAPTER FOUR

4.1 STRATEGIC THEMES

4.2 STRATEGIC OBJECTIVES

4.3 STRATEGIES

23

24

25

CHAPTER FIVE

IMPLEMENTATION MATRIX 28

CHAPTER SIX

INSTITUTIONAL STRUCTURE

6.1 BOARDS

6.2 OFFICE OF THE DIRECTOR-GENERAL

6.3 DIRECTORATES

58

58

59

CHAPTER SEVEN

RESOURCE MOBILIZATION

61

62

7.1 FINANCIAL RESOURCE REQUIREMENT

7.2 STRATEGIES FOR RESOURCE MOBILIZATION

CHAPTER EIGHT

MONITORING AND EVALUATION

8.1 OBJECTIVES OF MONITORING AND EVALUATION

8.2 MONITORING AND EVALUATION FRAMEWORK

8.3 PROJECTED KEY PERFORMANCE INDICATORS

63

63

63

CONTENT

3.2 SWOT ANALYSIS OF PPOA

3.3 STAKEHOLDER ANALYSIS

19

20

TABLE 1: STAKEHOLDER ANALYSIS

TABLE 2: STRATEGIC THEMES, OBJECTIVES AND STRATEGIES

20

25

TABLE 3: FINANCIAL RESOURCE REQUIREMENTS 61

TABLE 4: KEY PERFORMANCE INDICATORS 64

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LIST OF TABLES

FIGURE 1: CURRENT ORGANIZATIONAL STRUCTURE 16

LIST OF FIGURES

CONTENT



ARB

BPR

CBL

DG

DPP

FKE

GM

GOK

HOD

FKE

HRA

ICT

IFMIS

IPPMT

EACC

KAM

KEPSA

KIPPRA

KISM

KENAO

KPIs

KRA

LAN

M&E

MOU

MPI

MTP

NEMA

OECD

OPB

- Administrative Review Board

- Business Process Reengineering

- Capacity Building Levy

- Director General

- Directorate of Public Prosecution

- Federation of Kenya Employers

- General Manager

- Government of Kenya

- Head of Department

- Federation of Kenya Employers

- Human Resources and Administration

- Information Communication Technology

- Integrated Financial Management Information System

- Internal Procurement Performance Monitoring Tool

- Ethics And Anti-Corruption Commission

- Kenya Association of Manufacturers

- Kenya Private Sector Alliance

- Kenya Institute of Public Policy Research and Analysis

- Kenya Institute of Supplies Management

- Kenya National Audit Office

- Key Performance Indicators

- Kenya Revenue Authority

- Local Area Network

- Monitoring and Evaluation

- Memorandum of Understanding

- Market Price Index

- Medium Term Plan

- National Environmental Management Authority

- Organization for Economic Co-operation and Development

- Operational Budget

PAC - Parliamentary Accounts Committee

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PPOA - Public Procurement Oversight Authority

PPOAB - Public Procurement Oversight Advisory Board

SME - Small and Micro Enterprises

SWOT - Strengths, Weaknesses, Opportunities and Threats

PPP - Public Private Partnership

PPDA - Public Procurement Disposal Act

TNA - Training Needs Analysis

CBL - Capacity Building Levy

ERP - Enterprise Resource Planning

KEBS - Kenya Bureau of Standards

SLO - State Law Office

TOR - Terms of Reference

PE - Procuring Entity

PPARB - Public Procurement Administrative Review Board

PPD - Public Procurement Directorate

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I have the pleasure of introducing the Strategic Plan of the Public Procurement Oversight that covers a Five-year period 2013 - 2018. This Plan builds on the achievements of the Strategic Plan for the year 2010 – 2014. The Board and the management of PPOA took a significant step of planning for the Authority for a period of five years through the Strategic Plan covering the period 2010 – 2014 that aimed at propelling the PPOA to a high performance path in achieving its mandate with specific objectives of creating an alignment of the Authority’s operations with the overall Government Agenda as portrayed in the Kenya Vision 2030 and the MTP II (2013-2018). The Authority is a key player in ensuring accountability in public expenditure through the procurement and disposal process.

This Strategic Plan provides the PPOA’s business model, describing the key activities that we intend to carry out, the objectives and key result areas and also identifying the resources that will be required. The Strategic Plan has been prepared on the premise that the envisioned Public Procurement and Assets Disposal Bill, 2014 will be enacted by parliament and assented to by H.E the President. The envisioned robust law is aimed at strengthening procurement planning and the administrative review process, promoting growth of the Kenyan economy through gender mainstreaming and encouraging micro and small enterprises through participation in public procurement under preference and reservation schemes, ensuring transparency and accountability by streamlining the functions at the National Government, County Governments and all other procuring entities across the board. We also aim at strengthening the Authority through setting up Regional Offices across the country to facilitate increased access to our services.

The achievement of the goals set in this Strategic Plan is the responsibility of all of us. We look forward, with confidence, to the realization of all the milestones we have set for ourselves in this Strategic Plan. Finally I wish to express the commitment and support of the Board and my own support to Management and strategic part-ners of the Authority in the implementation of the Strategic Plan.

Mr. Patrick MtangeChairman, Advisory Board OCTOBER 2013

The plan is an outcome of a consultative process involving various stakeholders and has identified opportuni-ties in advancing the quality of public procurement and the great role this could play in the Country’s develop-ment. The strategic plan is therefore a shared statement among the various stakeholders of the way forward and the goals to be achieved in the planning period.

PREFACE

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The Public Procurement Oversight Authority (PPOA) is established under an Act of Parliament, the Public Procurement and Disposal Act, 2005. In addition, the Act established the Public Procurement OversightAdvisory Board and the Public Procurement Administrative Review Board. The mandate of PPOA is to ensure that procurement procedures and regulations are complied with as established under the Public Procurement and Disposal Act, 2005, Regulations, 2006 and other Regulations. The Vision of PPOA is to be the leading public procurement and disposal regulator, globally. PPOA’s Mission is to enhance national socio-economic development by facilitating and ensuring the implementation of an effective and efficient public procurement and disposal system. To achieve its mandate, the Board and the management identified the need of aligning the Authority’s strategic plan with the overall Government Agenda as documented in the Kenya Vision 2030 and the MTP II (2013-2018). A key enabler in the achievement of the Government aspirations is the utilization of an efficient and effective public procurement system.

I appeal to the Government, development partners, well-wishers and other Authority’s stakeholders to gener-ously extend their financial, material and moral support for the successful implementation of the PPOA Strate-gic Plan 2013-2018.

I thank Management and staff of PPOA for their patience, commitment and dedication to ensure timely prepa-ration of this plan. I also thank the Advisory Board for their contribution to the preparation of the StrategicPlan.

Maurice Juma MBSDirector GeneralOCTOBER 2013

The process of the preparation of the Strategic Plan was participatory and included consultations with staff of the Authority as well as other key stakeholders. In preparing this strategic plan, the Authority took into account the dynamic operating environment and the challenges it poses to the procurement systems and stakehold-ers.This strategic plan documents strategies that will enable the Authority to respond adequately to these changes and challenges. The development of the Strategic Plan involved benchmarking with other national and international public agencies in order to identify the strategic and key result areas of focus for theAuthority. The Strategic Plan covers a period of five years and has a costed implementation plan as well as a monitoring and evaluation framework. Successful implementation of the strategic plan will require a combined effort of the various stakeholders. However, the primary responsibility of implementing this plan lies with the board, management and employees of PPOA.

FOREWORD

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PPOA Strategic Plan 2013 - 2018PPOA Strategic Plan 2013 - 2018

3) To strengthen the policy, legal, regulatory; and research and development framework for public procurement and disposal system;

The Public Procurement Oversight Authority is established under an Act of Parliament, the Public Procurement and Disposal Act, 2005. Among other things, the Act established a semi-autonomous oversight body, the Public Procurement Oversight Authority (PPOA), Public Procurement Oversight Advisory Board (PPOAB) and the Public Procurement Administrative Review Board (PPARB). The PPOA is among other responsibilities charged with ensuring that all procurement entities observe the provisions of the law.

For each identified strategic issues, appropriate objectives have been stated. The strategic objectives are to:

1) To ensure compliance with the Public Procurement and Disposal Act, 2005; Regulations, 2006; and PPOA guidelines;

2) To build capacity of persons and institutions involved in public procurement;

4) To uphold fairness and promote public confidence in the public procurement system;

5) To improve human resource management, systems and infrastructure to provide quality service to stake holders;

6) To enhance the use of technology in order to increase efficiency and effective service delivery;

7) To enhance financial sustainability;

8) To improve the image of the Authority and enhance customer service; and

9) To incorporate the risk management culture within the Authority.

This strategic plan provides a roadmap for addressing challenges facing the public procurement system and PPOA as an institution. The strategic themes identified for the planning period are: compliance; capacity building; regulatory framework; institutional capacity and corporate image.

Appropriate strategies and activities have also been identified for each objective. An implementation plan which details for each objective, the strategies, activities, implementing actors, timelines, resources, expected output and the indicators, has been provided. In addition, a resource mobilization mechanism is presented in chapter seven. During the planning period, the PPOA will require approximately Kshs. 6.9 billion. The institu-tional structure and a monitoring and evaluation framework for ensuring successful implementation of the strategic plan has been provided in chapters six and eight respectively.

EXECUTIVE SUMMARY

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Procurement is one of the critical areas of Kenya’s public financial management system which is continuously undergoing reforms. The reforms are aimed at enhancing efficiency of utilization of public resources; ensuring fiscal stability which is key to creating an enabling environment for private sector led growth; and strengthen governance and transparency in the management of public finances. One of the key achievements of the public financial management reforms was the enactment of the Public Procurement and Disposal Act, 2005 which became operational on 1st January 2007 with the gazettement of the Public Procurement and Disposal Regulations 2006.

(i) The Public Procurement and Disposal (Public Private Partnerships) Regulations, 2009 which were replaced with the Public Private Partnerships Act, 2013.

(ii) The Public Procurement and Disposal (Amendment) Regulations, 2009 on CDF committees.

(iii) The Public Procurement and Disposal (Preference and Reservations) Regulations, 2011.

(iv) The Finance Act 2009 establishing the Constituency Roads Tender Committee

(v) The Finance Act 2010 empowering the Director General to impose a debarment based on the recommendation of a law enforcement agency with an investigative mandate.

A major milestone in procurement reforms came with the promulgation of The Constitution of Kenya, 2010 which reinforced the need for public procurement to be conducted in accordance with a system that is fair, equitable, transparent, competitive and cost effective. It also provides opportunity for enactment of a new procurement law by 2014.Plan.

The Kenya Vision 2030 highlights the various challenges that the country will face in its quest to achieve the vision of a globally competitive and prosperous nation. These challenges include: greater competition at the international level emanating from changing global economic trends; ensuring continued macroeconomic stability; minimizing institutional risks, especially related to governance and security; scaling up the quantity and quality of infrastructure, especially the condition of roads, access to and reliability of water, affordableelectricity and efficient port and rail services; promoting efficiency through adoption of new technologies, reducing costs of doing business; and raising the level of investments from the estimated 20% of GDP in 2006 to 31.3% of GDP by 2012/ 2013 and then remain above 32% for the 2014 - 2030 period.

The Act inter alia established a semi-autonomous oversight body, PPOA, PPOAB and PPARB. Since the pub-lication of the regulations in 2006 a number of changes and developments in the procurement system have occasioned introduction of new regulations and amendments to the law, namely:

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND

1.2 KENYA DEVELOPMENT CHALLENGES

1.2. 1 Long Term Development Challenges


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These include addressing the challenges of the implementation of the first medium term report such as bureaucratic procurement procedures; slow pace of legislative reforms e.g procurement law and low levels of Public Private Partnerships engagements. The challenge of high unemployment rate is compounded by an increasing number of youths leaving school and unable to find gainful employment; the large number of Ken-yans still living in poverty; high inequality in income distribution; inequity in gender; considerable disparities in development among different regions of the country; low savings and investment rates; insecurity; persisting corruption and weak governance; poor infrastructure; and slow progress in achieving structural changes in the economy, and over reliance on agriculture and export of primary products.

1.2.1 Medium Term Development Challenges

To accelerate the growth of the economy, the Government developed a long term blue print for the country; the Kenya Vision 2030. The aim of the Kenya Vision 2030 is to make Kenya a globally competitive and pros-perous country by transforming it into an industrialized middle income nation providing high quality of life for all its citizens in a clean and secure environment. Attainment of the Kenya Vision 2030 also aims at achieving the Millennium Development Goals (MDGs).

1.3 THE KENYA VISION 2030

The Vision 2030 has identified key initiatives/ flagship projects to spearhead the socio-economic transforma-tion in the country. Successful implementation of various flagship projects will contribute towards the social-economic development in the country and will also enhance the living standards of the citizens. The vehicle by which the flagship projects are implementable is through procurement and the key enabler in the delivery of these projects is a sound, efficient and effective public procurement system. To this end, PPOA is expected to play a key role in the development, implementation and regulation of the public procurement system so as to ensure that the Government gets value for money.

1.4 THE ROLE OF PPOA IN THE ACHIEVEMENT OF VISION 2030

To continue implementing the Kenya Vision 2030, the Government will implement the second Medium Term Plan II outlining the strategies for the years 2013-2017. The Government recognizes the need for involvement and participation of citizens and all other stakeholders in achieving the objectives of the Kenya Vision 2030. It also recognizes the need for prudent management of the country’s scarce resources.

Kenya Vision 2030 is anchored on three pillars; -

The Economic pillar: Aims at providing prosperity for all Kenyans by attaining an annual growth rate of 10% per annum and sustaining it through the Vision period. Under this pillar, flagship projects have been identified in tourism, agriculture, manufacturing, wholesale and retail, business process outsourcing and financial services.

i.

The Social pillar: Seeks to build a just and cohesive society with social equity in a clean and secureenvironment. To achieve this, the priority sectors identified include education and training, health, water and sanitation, environment, housing and urbanization, gender, youth and vulnerable groups.

ii.

The Political pillar: Aims to realize an issue based, people centered, result oriented and accountable democratic system. The specific areas identified for achievement of this priority are respect for the rule of law, protection of individual rights and freedom, electoral and political processes, democracy and public service delivery, transparency and accountability, security, peace building and conflict resolution.

iii.

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Through the development and implementation of this strategic plan, PPOA will benefit in a number of ways. These will include:

The strategic planning process was aimed at identifying and selecting the most appropriate strategies of utiliz-ing the Authority’s limited resources in areas with greatest potential impact. This strategic plan takes into account PPOA’s internal and external environment; including political factors, legal and regulatory framework, Government policies, technological trends and economic factors among others. The plan also takes into consideration our learning experience from the implementation of the Public Procurement and Disposal Act, 2005, the Constitution of Kenya, 2010, the 2nd Medium Term Plan and experiences from the implementation of the previous plan which has necessitated a new strategic thinking and planning.

1.5 RATIONALE FOR STRATEGIC PLANNING

In the preparation of the strategic plan, the following assumptions were made:

1.6 PLANNING ASSUMPTIONS

The existence of an effective and efficient procurement system will ensure reduction of wastage in Govern-ment expenditure, eradication of corruption; and increased transparency and accountability in public procure-ment processes. The system will also guarantee protection or advancement of persons, categories of persons or groups previously disadvantaged by unfair competition or discrimination.

PPOA therefore has an important role to play in the realization of Vision 2030, the Medium Term Plan and implementation of flagship projects through ensuring compliance of the provisions of the public procurement and asset disposal law, facilitating capacity building for the procuring entities, suppliers, contractors and other stakeholders as well as advising on the appropriate policies and regulations towards the improvement of public procurement and asset disposal system.

Clarity on the overall Mission and Vision of PPOA resulting in concerted efforts to achieve a shared goal.i)

Increased organizational effectiveness resulting from the clear direction provided by the Plan through setting objectives.

ii)

Developing a more proactive posture to deal with environmental challenges and take advantage of antici-pated opportunities.

iii)

The Government will continue to support PPOA and provide adequate budgetary allocations; i)

The Capacity Building (CBL) Levy shall be operationalized;ii)

The Authority will continue to attract technical and financial support from development partners;iii)

There shall be an optimal staffing level;iv)

The procure to pay system of the IFMIS will be operationalized;v)

The stakeholders shall cooperate with PPOA in the various activities; andvi)

There shall be socio-economic and political stability in the country.vii)

Improved stakeholder motivation and positive response achieved by communicating the Strategic Plan.iv)

Provision of a framework for tracking performance and taking corrective actions.v)


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A participatory approach of the strategic planning process was used in the development of this strategic plan. The methodology entailed review of various documents, several strategic planning workshops were also held with the PPOAB, PPARB, Management and staff including other stakeholders.

1.7 METHODOLOGY OF DEVELOPING THE PLAN

This strategic plan consists of eight chapters:

Chapter one is the introduction, which covers the background of PPOA, Kenya development challenges, the Kenya Vision 2030, the role of PPOA in the achievement of Vision 2030, the rationale for strategic planning, planning assumptions, the methodology of developing the plan and organization of the plan.

Chapter two provides the institutional review covering the mandate, functions, vision, mission, core values and current organizational structure.

Chapter three presents situation analysis covering an evaluation of PPOA’s past performance, the internal environment, external environment and stakeholder analysis.

Chapter four covers the strategic themes, objectives and strategies.

Chapter five presents the implementation matrix, which covers for each of the strategic objectives, the strat-egies, proposed actions, implementing actors, time frame, resource requirements, expected outputs and output indicators.

Chapter six covers the institutional structure.

Chapter seven highlights the resource requirements and resource mobilization strategies.

Chapter eight covers monitoring and evaluation framework for managing performance.

1.8 ORGANIZATION OF THE PLAN

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Arising from the above, the mandate of PPOA is to ensure that procurement procedures and regulations are complied with as established under the Public Procurement and Disposal Act, 2005 and Regulations, 2006.

PPOA is an independent regulatory body established under the Public Procurement and Disposal Act, 2005 which came into operation on 1st January 2007 with the publication of the Public Procurement and Disposal Regulations, 2006. The purpose of the Public Procurement and Disposal Act is to establish procedures for procurement and disposal of unserviceable, obsolete or surplus store and equipment by public entities in order to achieve the following objectives:

CHAPTER TWO

INSTITUTIONAL REVIEW

2.1 MANDATE

The functions of PPOA are set out in Section 9 of the Act. These are:

2.2 FUNCTIONS

Maximize economy and efficiency;i)

Promote competition and ensure that competitors are treated fairly;ii)

Promote integrity and fairness ;iii)

Increase transparency and accountability ;iv)

Increase public confidence andv)

Facilitate the promotion of local industry and economic development.vi)

Ensuring that procurement procedures established under the Act are complied with;i)

Monitoring and reporting on the public procurement system and recommend improvements;ii)

Assisting in the implementation and operation of the public procurement system by;

• Preparing and distributing manuals, guidelines, standard procurement documents and formats to be used by procuring entities,

• Providing advice and assistance to procuring entities,

• Act on complaints received from stakeholders

• Developing, promoting and supporting the training and professional development of the persons involved in procurement,

• Issuing written directions to public entities with respect to procurement including the conduct of procurement proceedings and dissemination of information on procurements, and

• Ensuring that procuring entities engage procurement professionals in their procurement.

iii)

iv) Initiating public procurement policy and propose amendments to the Act; and


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Performing such other functions and duties as are provided for under the Act.v)

2.4 POWERS

• Reviews / Assessment;

• Investigation;

• Termination of procurement process / Contract;

• Transferring of procurement responsibility;

• Enforce the decisions of the review board; and

• Imposition of sanctions against errant suppliers and recommend administrative actions against officers who breach the law.

A vibrant procurement and disposal system for attainment of Kenya’s Vision 2030.

2.3 VISION

To facilitate access to procurement opportunities through enabling regulation that fosters value for money for national socio-economic development.

2.4 MISSION

PPOA, in its endeavor to realize its vision and mission, upholds the following core values:

PPOA will endeavor to act in a transparent, predictable and understandable manner to its stakeholders.

PPOA will deal with its stakeholders in a just and impartial manner

PPOA will endeavor to satisfy its customers’ needs.

2.5 CORE VALUES

Transparencyi)

Equitabilityii)

Customer focusiii)

PPOA staff will embrace togetherness and team spirit in carrying out their duties. Synergy among the staff members shall be highly valued for better achievement of objectives.

Teamworkiv)

PPOA will endeavor to be impartial in carrying out its mandate

Objectivityv)

PPOA board and staff members will strive to be professional, honest, fair and ethical at all times.

Integrityvi)

In the performance of their duties, PPOA Boards and staff shall be bold in the execution of their dutieand shall be prepared to mitigate any risks or challengess.

Couragevii)

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There are two boards namely, the PPOAB PPARB. PPOA is headed by the Director-General and has two directorates namely; the Directorate of Technical Services and the Directorate of Finance and Administration each headed by a General Manager.

The Directorate of Technical Services is structured into four functional departments: Compliance; Capacity Building; Administrative Review Secretariat; and Policy and Research.

The Directorate of Finance and Administration is structured into three functional departments: Finance; Human Resource and Administration; and Procurement.

The Authority also has the Corporate Services, Internal Audit and ICT departments.

2.6 ORGANIZATIONAL STRUCTURE

2.6.1 Organization of the Authority

PPOA’s approved establishment is 72 but currently has an in-post of 61 members of staff spread across the various functional areas.

2.6.2 Staff establishment


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PPOA has recorded major achievements in various areas since its inception. Key among these are:

CHAPTER THREE

SITUATIONAL ANALYSIS

3.1 EVALUATION OF PAST PERFORMANCE

In ensuring compliance with the policies, rules and regulations of Public Procurement and Disposal Act, the Authority has undertaken the following initiatives:

3.1.1. Compliance

Pilot assessment of the country’s procurement system using the OECD/DAC benchmarkingmethodology;

i)

Promote competition and ensure that competitors are treated fairly;ii)

In the area of capacity building PPOA has undertaken several initiatives including:

3.1.2. Capacity Building

Capacity building strategy and training manual have been developed; andi)

Over 30,000 have been persons trained since 2008.ii)

Review/Audit have been carried out in 38 PEs. In addition the 1st procurement audit/review manual was revised and 2nd edition issued;

iii)

Investigations have been carried out in 10 procurement proceedings;iv)

Developed an IPPMT for use by the PEs and piloted in 20 PE’s; andv)

Initiated the process of debarring errant suppliers.vi)

i)

ii)

iii)

iv)

In the area of policy and research PPOA has undertaken several initiatives including:

3.1.3. Policy and Research

Development, revision and distribution of standard tender documents, procurement manuals, guidelines and standard procurement formats;

Stakeholder participation in public procurement policy initiation through sectoral, regional and national stakeholders forums;

Periodical review of market price index for common user items;

Prequalification of procuring agents and authorization of insurance companies to issue bid bonds;

Issuance of written directions to PEs and other stakeholders with respect to conduct of procurement and disposal proceedings and dissemination of information through PPOA circulars; and

v)


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Developed compendia of proposed amendments and Regulations to the Procurement Law in thefollowing areas:

vi)

• PPP’s

• Preference and reservations

• County governments

• CDF

3.1.4 ICT

Developed and redesigned the PPOA website;i)

Developed the Procurement Portal for posting procurement notices;ii)

Developed the e-Learning portal;iii)

Registered and trained 2000 persons through e-learning; andiv)

Participated in the design of the “procure to pay” module in the re-engineered IFMIS.v)

3.1.5 Administrative Review

The Authority continued to offer administrative support to the Review Board and has achieved the following:

374 cases heard and determined from the year 2007 to 2012;i)

Decentralization of hearing of cases with 3 cases heard in the counties in 2012;ii)

Dissemination of Boards decisions through the PPOA website; andiii)

ARB Decisions digest prepared for the period 2008 to 2010.iv)

3.1.6 Institutional capacity

The Authority continued to offer administrative support to the Review Board and has achieved the following:

Developed and implemented a performance management system;i)

Recruited 61 staff;ii)

Established a staff pension scheme;iii)

Conducted training needs analysis and implemented the training recommendations;iv)

Prepared policies and procedures manuals;v)

Installed the ERP system;vi)

Publication of contract awards and information supplement; and vii)

Carried out various public awareness campaigns.viii)

18 | ppoa.go.ke


Legal framework for public procurement anchored in the constitution and the existence of PPDA 2005;i)

Institutional structures are in place i.e. the PPOA, PPOAB and PPARB;ii)

A team of talented, multi skilled and committed staff;iii)

Enabling working environment;iv)

A good information and communication technology infrastructure with a sound administrative structure;and

v)

3.2 SWOT ANALYSIS OF PPOA

This section addresses the strengths, weaknesses, opportunities and threats of PPOA.

3.2.1 Strengths

Insufficient staffing levels;

Inadequate office space;ii)

i)

Weak linkages with key stakeholders such as EACC, State Law office, KENAO;iii)

Inadequate financial resources;iv)

Weak planning, programming, monitoring, evaluation and reporting system;v)

Inadequate presence in the counties;vi)

Inadequate retention scheme; andvii)

Limited synergies between departments.viii)

3.2.2 Weaknesses

Legal framework for public procurement anchored in the Constitution;

Goodwill from the Government, Development Partners and the public;ii)

i)

Existence of similar regulatory bodies in other countries from which PPOA can learn and borrow best practices;

iii)

Existence of institutions that can promote professionalism in procurement e.g. Universities, KISM, colleges;

iv)

Developments in ICT e.g. fibre optic cable and mobile phone technology that could be utilized to facilitate the attainment of PPOA mandate;

v)

Potential to generate own funds e.g. through the Capacity Building Levy;vi)

Public Finance reforms agenda supports enhancing public procurement; andvii)

Opportunity to partner with other similar organizations e.g. EACC, KENAO, TI, Centre for CorporateGovernance, KISM, UN Women, Efficiency Monitoring Unit on governance issues.

viii)

3.2.3 Opportunities


19 | ppoa.go.ke

Reliance on the Exchequer;

Inadequate technical and infrastructural capacity among some PEs;ii)

i)

Low level of awareness among the public on the existence and role of PPOA;iii)

Low level of professionalism in public procurement;iv)

Inadequate technical and financial capacity among suppliers e.g. SMEs to take part in public procure-ment;

v)

Negative perceptions about public procurement;vi)

Inability to operationalize the CBL; andvii)

Inadequate provision for the disposal of public assets in the Act.viii)

3.2.2 Weaknesses

PPOA has many stakeholders; some of the key stakeholders are summarized in Table 1.

3.4 STAKEHOLDER ANALYSIS

Table 1: Stakeholder analysis

- Feedback

1. Government of Kenya - Financial support

- Facilitate Legislation

- Policy Formulation

- PPOA to deliver on its mandate

- Efficient and effective procurement system in place

- Policy direction

- Adjudication of matters arising from disputed procurement proceedings

- Successful strategy implementation

- Training and capacity building

- Compliance with statutory and administrative obligations

Stakeholder Stakeholder’s Role Stakeholders Expectation

Public Procurement Oversight Advisory Board and Public Procurement Administration Review Board

2.

- Efficient Service delivery

- Commitment

- Conducive working environment

- Training and capacity building

- Commensurate reward for performance

Staff3.

- Implementers of procurement policies, guidelines and procedures

- Cost effective and efficient supply chain management system that facilitates the achievement of Vision 2030 objectives.

Procuring entities (PEs)4.

20 | ppoa.go.ke



- Advice and guidance in procurement process

- Provision of relevant procure-ment documents/manuals

- Capacity building

- Compliance with the procure-ment law

- Transparency, equity and fairness in the procurement process

- Prompt payment

- Facilitate implementation of Preference & Reservations Regulations targeting Youth, Women and Persons with Disabilities

- Capacity building

- Providers of goods, works and services

- Feedback on performance of the procurement system

- Compliance with the procure-ment law

Suppliers/Bidders5.

- Transparency and accounta-bility in the utilization of public funds

- Efficient and effective procurement system in place

- Technical and financial supportDevelopment Partners6.

- Provide advice based on industry needs

- Set Curriculums to enhance Training and research in public procurement

- Training and capacity building in procurement

Training institutions 8.

- Support from the Authority in ensuring compliance to laws and regulations

- Accountability in the use of public funds

- Proper application of funds in procurement

- Collaboration

- Expert opinion

- Information on breaches and offences related to procure-ment

- Mitigating abuse of public funds

- Collection of capacity building levy

- Conformation of quality

- Environmental compliance

- Prosecution and resolution of cases relating to procurement

Regulatory, oversight and Law enforcement agencies e.g. KEBS, NEMA, KENAO, KRA, EACC, Police, DPP, SLO e.t.c.

7.


21 | ppoa.go.ke


- Timely delivery of quality public goods and services

- Beneficiaries of public services

- Community monitoring of the public procurement system

General public9.

- Social accountability- Community monitoring of the public procurement system

Civil Society / Non-State Actors

10.

- Fairness and transparency in procurement process

- Promote good labour practices among suppliers and contrac-tors

Private sector associations e.g. KEPSA, KAM,FKE

12.

- Support and collaboration in professional development

- Promote ethical practicesProfessional bodies e.g. KISM13.

- Social accountability

- Collaboration

- Public education and aware-ness

- Advocacy , outreach, social mobilization and strategic partnershipof capacity building levy

- Reporting and exposure

- Responsible Journalism

Media11.

22 | ppoa.go.ke


The identified strategic themes, as informed by the Authority’s mandate, functions and the situational analysis are as follows:

CHAPTER FOUR

STRATEGIC ANALYSIS

4.1 STRATEGIC THEMES

The procurement law outlines several provisions relating to governance structures, systems and procedures that PEs are expected to comply with. However, the level of compliance among the PEs is still not satisfactory. The Authority needs to strengthen its capacity and enforcement mechanism as a way of enhancing compli-ance.

4.1.1 Compliance

In so doing the Authority shall institute measures that will widen and deepen use of procurement and asset disposal reviews and assessments, contract audits and investigations among others and establish linkages with other Government enforcement agencies. Further, the Authority needs to benchmark the procurement system with a view of modernizing and streamlining the procurement processes.

PPOA is mandated to promote and support training and development of professionals and build the capacity of persons involved in public procurement. As a way of enhancing professionalism in public procurement, PPOA shall continue to partner with the Kenya Institute of Supplies Management (KISM) and other profession-al bodies involved in public procurement.

4.1.2 Capacity building

PPOA will collaborate with institutions of higher learning in development of procurement professionals with the requisite knowledge skills and ethical standards. Also, as a way of enhancing compliance, PPOA will seek to support PEs with the requisite systems and equipment.

The Constitution of Kenya under section 227 has underscored the need for a public procurement and disposal system that is fair, equitable, transparent, competitive and cost effective. The same provision envisages an Act of Parliament that describes a framework within which policies relating to procurement and disposal shall be implemented and include categories of preference and reservation, protection and advancement of disadvan-taged persons and sanctions against errant contractors and other persons that default tax obligations, integri-ty and fair employment laws and practices. To achieve this, the PPDA 2005 must be reviewed by December 2014 as per the Constitution. Subsequent subsidiary legislations and policy guidelines will have to be devel-oped and disseminated to all stakeholders keeping with the Vision 2030.

4.1.3 Policy, Legal and Regulatory framework

Apart from strengthening the enforcement mechanism, it is imperative to undertake research that will inform reforms, review and operationalisation of all provisions of the envisaged law; to make it more relevant and responsive to national development goals and international best practices.


23 | ppoa.go.ke

The ARB was established with a mandate to review complaints from candidates who are aggrieved by the outcomes of procurement proceedings. In discharging this responsibility, the ARB has strived to exercise impartiality and demonstrate consistency in its decisions. With the advent of devolution and the ensuing fiscal decentralization, the level of procurement activities in the counties will increase, hence the need to decentralize the ARB services to the counties.

4.1.4 Administrative Review

Efficiency in the ARB will be enhanced by embracing the use of technology in the processing of requests for review and in the preservation of previous Board decisions and other relevant documents for ease of accessi-bility and quick retrieval for reference by the Board, the Secretariat and clients. Strategic succession manage-ment for the Board and Secretariat is desirable.

PPOA undertook its first recruitment exercise in December, 2010. Effective January 2011 all recruited staff took over their substantive positions in line with the job evaluation exercise which was finalized in July 2008. There is need to implement a performance management system in PPOA. In addition, an outsourcing policy is required to compliment services in various Departments.

4.1.5 Institutional capacity

Resource mobilization strategies need to be enhanced. These include the operationalization of the Capacity Building Levy, grants from Development Partners and increased GOK funding. The financial management systems will also be enhanced to ensure accountability and efficient use of resources.

There is need to implement ICT systems that will enhance business processes and ensure efficient use of resources.

The Authority has embarked on a total quality management system through the implementation of ISO 9001:2008. The standard operating procedures have been developed. The Authority shall develop and imple-ment an Institutional Risk Management Policy Framework.

The Authority has undertaken commendable publicity initiatives such as the development of its website, televi-sion and radio infomercials and participation in public sector programs and other corporate social responsibili-ty (CSR) activities. These initiatives should be enhanced in order to improve the corporate image of PPOA using various publicity campaigns.

PPOA has recently installed a customer relationship management system to improve the process of customer relations and thereby enhance delivery of service.

The objectives of PPOA for the planning period are:

4.2 STRATEGIC OBJECTIVES

To ensure compliance with the Public Procurement and Disposal law and PPOA guidelines and establish a framework to monitor and report on the functioning of the procurement system.

1)

To develop, promote and support training and professional development of persons involved in public procurement.

2)

To strengthen the policy, legal, regulatory, research and development framework for public procurement and asset disposal system;

3)

24 | ppoa.go.ke


To uphold fairness and promote public confidence in the public procurement system4)

To improve human resources management, systems and infrastructure to provide quality services to stakeholders.

5)

To enhance the use of technology in order to increase efficiency and effective service delivery6)

To enhance financial sustainability;7)

To improve corporate image of the Authority and enhance customer service; and8)

To incorporate the risk management culture within the Authority9)

To enable achievement of the specified objectives, a set of relevant strategies were formulated. These are presented in Table 2.

4.3 STRATEGIES

Table 2: Strategic themes, objectives and strategies

Compliance

Theme Objective Strategy

To ensure compliance with the Public Procure-ment and Disposal law and PPOA guidelines and establish a framework to monitor and report on the functioning of the procurement system.

Enhance prompt handling of complaints

Enhance prompt investigations ii)

i)

Enhance the Capacity to undertake debarmentiii)

Enhance review of tender noticesiv)

Enhance Review of mandatory reports to PPOAv)

Enhance Procurement assessmentsvi)

Enhance procurement reviewsvii)

Introduce and Enhance Contract Auditsviii)

Develop and implement a monitoring framework of the procurement and disposal situation using OECD/ DAC Methodology of Assessment of Procurement Systems (MAPS)

x)

Enhance implementation of the internal procurement performance monitoring tool (IPPMT)

ix)

Capacitybuilding

To develop, promote and support training and professional development of persons involved in public procurement

Strengthen capacity building programmes for PEs

Improve the capacity of marginalized groups to effec-tively participate in public procurement

ii)

i)

Enhance Skills, knowledge and understanding among the PEs on the public procurement law and Supply Chain Management

iii)


25 | ppoa.go.ke


Enhance professionalism in public procurement among PE’s

iv)

Strengthen procurement and supply chain manage-ment in devolved system of government

v)

Use of ICT to facilitate capacity building programsvi)

Policy, Legal,Regulatoryand Researchframework

To strengthen the policy, legal, regulatory, research and development frame-work for public procure-ment and asset disposal system;

Enhance profile of the procurement function and profession to strategic levels

i)

Review the PPDA law to be aligned to the constitution, vision 2030 and international best practice

ii)

Operationalise provisions of the public procurement and asset disposal law

iii)

Manage public procurement and asset disposal stakeholders consultations

iv)

Strengthen procurement research and developmentv)

AdministrativeReview

To uphold fairness and promote public confi-dence in the public procurement system

Enhance efficiency in handling Applications for Review

Enhance compliance with the public procurement lawii)

i)

Enhance capacity of the PPARB Secretariatiii)

Enhance capacity of the Review Boardiv)

Provision of relevant reference materials for the PPARBv)

Promote a culture of continuous learning and improvement

vi)

Increase access to PPARB Servicesvii)

Institutionalcapacity

To improve human resources management, systems and infrastruc-ture to provide quality services to stakeholders.

To attract, develop and retain qualified and skilled human resources;

Improve performance managementii)

i)

Introduce knowledge management and improve records management within PPOA

iii)

Decentralize PPOA operations by establishing seven regional offices

iv)

Institutionalize quality management systemv)

26 | ppoa.go.ke



To enhance the use of technology in order to increase efficiency and effective service delivery

Enhance utilization of ICT

Improve ICT systems through business process re-en-gineering.

ii)

i)

Utilize the IFMIS P2P Procurement Moduleiii)

Establish connectivity in the regional officesiv)

To enhance financial sustainability

Resource mobilization

Resource utilization ii)

i)

Supplier Managementiii)

To improve corporate image of the Authority and enhance customer service

Enhance public awareness of PPOA

Enhance media managementii)

i)

Foster strong communication culture within PPOAiii)

Enhance stakeholder involvementiv)

Rebrandingv)

To incorporate the risk management culture within the Authority

Establish the Risk Management System

Carry out legal auditii)

i)


27 | ppoa.go.ke

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t

July

201

3 -

July

201

8

Rev

iew

con

sulta

nts

Com

plia

nce

Offi

cers

Com

plia

nce

Dep

t

Com

plia

nce

Dep

t

Year

1 –

35

Year

2 –

38

Year

3 –

42

Year

4 –

43

Year

5 -

53

List

of P

Es

iden

tified

Eng

agem

ent l

ette

rs /

mee

tings

No.

of c

onsu

ltanc

ies

com

mis

sion

edC

ompl

ianc

e O

ffice

rs

No.

of P

Es

revi

ewed

Iden

tify

and

enga

geP

Es

sele

cted

for

the

audi

t / re

view

Eng

age

cons

ulta

nts

to c

ondu

ct a

udit

/re

view

s

Con

duct

Pro

cure

men

tau

dit /

revi

ew in

sele

cted

PE

s

Pre

pare

ass

essm

ent

repo

rts

& s

hare

the

repo

rt w

ith th

epr

ocur

ing

entit

y fo

rco

mm

ents

and

impl

emen

tatio

n of

repo

rtre

com

men

datio

ns

Ass

essm

ent r

epor

ts

Incr

ease

dco

mpl

ianc

e E

nhan

cepr

ocur

emen

tre

view

s

32 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

OP

B

22.6

3530

2520

10Ju

ly 2

013

- Ju

ly 2

018

July

201

3 -

July

201

8

Com

plia

nce

Offi

cers

Year

1 –

35

Year

2 –

38

Year

3 –

42

Year

4 –

43

Year

5 -

53

List

of P

Es

&co

ntra

cts

iden

tified

Eng

agem

ent l

ette

rs /

mee

tings

Com

plia

nce

Offi

cers

No.

of c

ontr

acts

audi

ted

Iden

tify

and

enga

geth

e P

Es

with

con

trac

tsto

be

audi

ted

Con

duct

con

trac

tau

dit /

revi

ewin

sel

ecte

d P

Es

Incr

ease

dco

mpl

ianc

eIn

trod

uce

and

enha

nce

cont

ract

aud

its

July

201

3 -

July

201

8C

ompl

ianc

e O

ffice

rs

Sha

re th

e fin

al re

port

with

oth

er e

nfor

cem

ent

agen

cies

as

appr

opria

te

Pre

pare

con

trac

ts’

audi

t / re

view

repo

rts

&

shar

e th

e re

port

with

the

proc

urin

g en

tity

for

com

men

ts a

ndim

plem

enta

tion

ofre

port

reco

mm

enda

tions

Con

trac

t aud

it re

port

s

Cor

resp

onde

nces

/le

tter

s to

PE

s

OP

B

22.6

7.4

6.2

4.5

2.7

1.8

Ann

ual

July

201

3 -

July

201

8

ICT

Dep

t

Com

plia

nce

Dep

t

An

Aut

omat

edR

evis

ed T

ool

List

of s

take

hold

ers

/P

Es

iden

tified

Valid

atio

n w

orks

hop

/m

eetin

gs

Iden

tified

stak

ehol

ders

Pilo

t Aut

omat

ed T

ool

Enh

ance

impl

emen

tatio

n of

the

Inte

rnal

Pro

cure

men

tP

erfo

rman

ceM

onito

ring

Tool

(IPP

MT)

Aut

omat

e th

e IP

PM

T

Incr

ease

dco

mpl

ianc

eE

nhan

ceim

plem

enta

tion

of th

e in

tern

alpr

ocur

emen

tpe

rform

ance

mon

itorin

gto

ol (I

PP

MT)

Com

plia

nce

Dep

t

ICT

Dep

t

No.

of P

Es

impl

emen

ting

the

Tool

20 P

Es

impl

emen

ting

the

Aut

omat

ed T

ool

Impl

emen

tatio

nre

port

s

Pilo

t Aut

omat

ed T

ool i

nse

lect

ed P

Es

33 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

July

201

3 -

July

201

8

ICT

Dep

t

Com

plia

nce

Dep

tYe

ar 1

- 2

00Ye

ar 2

- 5

00Ye

ar 3

- 1

000

Year

4 -

200

0Ye

ar 5

- 3

000

Year

1 -

30

Year

2 -

100

Year

3 -

300

Year

4 -

100

0Ye

ar 5

- 2

000

No.

of P

Es

usin

g th

eto

olIC

T D

ept

Com

plia

nce

Dep

t

Rol

l out

impl

emen

tatio

nof I

PP

MT

in id

entifi

ed P

Es.

Con

duct

trai

ning

on

impl

emen

tatio

n of

the

tool

No.

of u

sers

trai

ned

Dec

embe

r 20

13

2014

- 2

018

55

50

80

1225

Cap

acity

bui

ldin

gC

apac

ity b

uild

ing

polic

y in

pla

ce

1 TN

A re

port

afte

rev

ery

2 ye

ars

1 TN

A re

port

on

visi

on 2

030

Trai

ning

nee

dsan

alys

is re

port

Cap

acity

bui

ldin

g /

com

plia

nce

- C

arry

out

trai

ning

ne

eds

anal

ysis

am

ong

stak

ehol

ders

(P

E’S

, Yo

uth,

SM

ES

&

wom

en)

- C

arry

out

TN

A fo

r

PE

’s im

plem

entin

g

visi

on 2

030

Dev

elop

cap

acity

build

ing

polic

yS

tren

gthe

nca

paci

tybu

ildin

gpr

ogra

ms

for

PE

s

Impr

oved

prof

essi

onal

ism

in p

ublic

proc

urem

ent

prac

tice

Dev

elop

cap

acity

build

ing

polic

y

OP

B*

=O

pera

tiona

l Bud

get

Ob

ject

ive

2: T

o b

uild

cap

acit

y o

f p

erso

ns a

nd in

stit

utio

ns in

volv

ed in

pro

cure

men

t (b

oth

at

Nat

iona

l and

Co

unty

Go

vern

men

ts)

TH

EM

E 2

: CA

PAC

ITY

BU

ILD

ING

34 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

2014

- 2

018

2014

- 2

018

51

11

19

51

11

15

101

11

114

11

13 15

50

50

5

2014

- 2

015

July

201

3 -

July

201

8

Cap

acity

bui

ldin

g

2013

- 2

018

Cap

acity

bui

ldin

g

Com

plia

nce

Dep

t

Cap

acity

bui

ldin

g

Ann

ual r

epor

t on

preq

ualifi

edco

nsul

tant

s

No.

of c

ontr

acts

Trai

ning

cal

enda

r in

plac

e O

pera

tiona

l ann

ual

trai

ning

cal

enda

r

Ann

ual r

epor

t on

perfo

rman

ce o

ftr

aine

rs

Cap

acity

bui

ldin

g

Trai

ning

impa

ctas

sess

men

t rep

ort

Ent

er in

to c

ontr

acts

with

sel

ecte

dco

nsul

tant

s to

trai

nP

Es

Dev

elop

a tr

aini

ngca

lend

ar

360

372

384

396

408

1920

2013

- 2

018

No.

of c

apac

itybu

ildin

g pr

ogra

ms

unde

rtak

en

Qua

rter

ly re

port

s

Year

1 :

Impa

ctas

sess

men

t rep

orts

(IA

R)

Year

3 :

IAR

Year

5 :

IAR

Cap

acity

bui

ldin

gU

nder

take

cap

acity

build

ing

prog

ram

s

Car

ry o

ut tr

aini

ngim

pact

ass

essm

ent

Dev

elop

a d

atab

ase

of e

xter

nal t

rain

ers

Trai

ner’s

dat

a ba

se in

plac

e

Year

1 -

15

Year

2 -

18

Year

3 -

20

Year

4 -

20

Year

5 -

20

Car

ry o

ut T

OT

for

trai

ners

(PP

OA

and

exte

rnal

trai

ners

)

No.

of t

rain

ers

trai

ned

2013

- 2

018

1520

2525

3011

5

20,0

00 W

omen

28,5

00 Y

outh

500

Per

sons

livi

ngw

ith d

isab

ility

in5

year

s)

1,00

0 M

argi

naliz

ed

Cap

acity

bui

ldin

g-

Trai

ning

of;

- P

oten

tial y

outh

bid

ders

- P

eopl

e liv

ing

with

dis

abilit

y-

Mar

gina

lized

gr

oups

-

Wom

en g

roup

s

No.

of y

outh

, wom

en,

pers

ons

livin

g w

ithdi

sabi

lity

&m

argi

naliz

ed g

roup

s /

pers

ons

trai

ned.

Incr

ease

the

num

ber

ofdi

sadv

anta

ged

grou

ps

part

icip

atin

g in

publ

icpr

ocur

emen

t

Impr

ove

the

capa

city

of

disa

dvan

tage

dgr

oups

toef

fect

ivel

ypa

rtic

ipat

e in

publ

icpr

ocur

emen

t

35 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

2013

- 2

018

22

22

210

Cap

acity

bui

ldin

gN

o. o

f SM

Es

owne

r’sse

nsiti

zed.

Trai

n S

ME

on

oppo

rtun

ities

ava

ilabl

ein

pub

lic p

rocu

rem

ent

- In

crea

sed

com

plia

nce

- va

lue

for

mon

ey in

pub

lic p

rocu

rem

ent

Enh

ance

ski

lls,

know

ledg

e an

dun

ders

tand

ing

amon

g th

e P

Es

on th

e pu

blic

proc

urem

ent

law

and

sup

ply

chai

nm

anag

emen

t

Year

1 -

500

Year

2 -

100

0

Year

3 -

150

0

Year

4 -

200

0

Year

5 -

250

0

2013

- 2

018

1015

2530

3511

5C

apac

ity b

uild

ing

No.

of P

erso

ns tr

aine

dTr

ain

vario

us P

Es

on th

e pu

blic

proc

urem

ent l

aw,

regu

latio

ns, S

TD’S

,m

anua

ls, a

ndci

rcul

ars

issu

edby

the

auth

ority

.

Year

1 -

340

0

Year

2 -

440

0

Year

3 -

494

0

Year

4 -

524

0

Year

5 -

544

0

2013

- 2

018

22

22

210

CD

’s D

istr

ibut

edC

apac

ity b

uild

ing

Issu

ing

of b

roch

ures

and

flier

s on

spe

cific

emer

ging

issu

es.

Pre

para

tion

of tr

aini

ngm

ater

ials

for

diffe

rent

stak

ehol

ders

on

the

publ

ic p

rocu

rem

ent

law

Trai

ning

mat

eria

lsbu

rned

on

CD

’s.

Trai

ning

mat

eria

lsde

velo

ped

and

valid

ated

.

Incr

ease

dco

mpl

ianc

ean

d et

hica

lpr

actic

es

Incr

ease

dac

cess

to tr

aini

ngm

ater

ials

Enh

ance

prof

essi

onal

ism

in p

ublic

proc

urem

ent

thro

ugh

colla

bora

tion

with

key

stak

ehol

ders

Enh

ance

acce

ss to

publ

icpr

ocur

emen

tin

form

atio

nm

ater

ials

Year

1 -

15,

000

Year

2 -

15,

500

Year

3 -

16,

000

Year

4 -

16,

500

Year

5 -

17,

000

2014

- 2

018

00

00

1C

ompl

ianc

e /

Pol

icy

/C

apac

ity /

KIS

M /

Cor

pora

te s

ervi

ces

M.O

.U o

n co

llabo

ratio

nar

eas

in p

lace

Sig

ned

M.O

.U in

plac

e -

Iden

tify

colla

bora

tion

are

as

- Id

entif

y K

ey s

take

hold

ers.

1

36 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

- In

crea

sed

com

plia

nce

- va

lue

for

mon

ey in

pub

lic p

rocu

rem

ent

Enh

ance

ski

lls,

know

ledg

e an

dun

ders

tand

ing

amon

g th

e P

Es

on th

e pu

blic

proc

urem

ent

law

and

sup

ply

chai

nm

anag

emen

t

2013

- 2

018

1015

2530

3511

5C

apac

ity b

uild

ing

No.

of P

erso

ns tr

aine

dTr

ain

vario

us P

Es

onth

e pu

blic

proc

urem

ent l

aw,

regu

latio

ns, S

TD’S

,m

anua

ls, a

nd c

ircul

ars

issu

ed b

y th

e au

thor

ity.

Year

1 -

340

0

Year

2 -

440

0

Year

3 -

494

0

Year

4 -

524

0

Year

5 -

544

0

2013

- 2

018

22

22

210

CD

’s D

istr

ibut

edC

apac

ity b

uild

ing

Issu

ing

of b

roch

ures

and

flier

s on

spe

cific

emer

ging

issu

es.

Pre

para

tion

of tr

aini

ngm

ater

ials

for

diffe

rent

stak

ehol

ders

on

the

Pub

lic p

rocu

rem

ent

law

Trai

ning

mat

eria

lsbu

rned

on

CD

’s.

Trai

ning

mat

eria

lsde

velo

ped

and

valid

ated

.

Incr

ease

dco

mpl

ianc

ean

d et

hica

lpr

actic

es

Incr

ease

dac

cess

totr

aini

ngm

ater

ials

Enh

ance

prof

essi

onal

ism

in p

ublic

proc

urem

ent

thro

ugh

colla

bora

tion

with

key

stak

ehol

ders

Enh

ance

acce

ssto

pub

licpr

ocur

emen

tin

form

atio

nm

ater

ials

Year

1 -

15,

000

Year

2 -

15,

500

Year

3 -

16,

000

Year

4 -

16,

500

Year

5 -

17,

000

Year

1 -

3

Year

2 -

5

Year

3 -

6

Year

4 -

8

Year

5 -

8

2014

- 2

018

00

00

1C

ompl

ianc

e /

Pol

icy

/C

apac

ity /

KIS

M /

Cor

pora

te s

ervi

ces

M.O

.U o

n co

llabo

ratio

nar

eas

in p

lace

Sig

ned

M.O

.U in

plac

e -

Iden

tify

colla

bora

tion

are

as

- Id

entif

y K

ey s

take

hold

ers.

1

2013

- 2

018

11

11

15

Cap

acity

bui

ldin

gN

o. o

f pro

fess

iona

lbo

dies

trai

ned

Trai

n pr

ofes

sion

albo

dies

on

publ

icpr

ocur

emen

t Law

37 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

2013

- 2

018

CB

/ IC

T-

Rev

iew

and

Dev

elop

new

e-L

earn

ing

mod

ules

- U

se o

f vid

eo -

c

onfe

renc

ing.

- P

opul

ariz

e e-

lear

ning

dur

ing

capa

city

bui

ldin

g pr

ogra

ms.

No.

of m

odul

esde

velo

ped

Wid

en th

esc

ope

ofca

paci

tybu

ildin

gpr

ogra

ms.

Use

of I

T to

faci

litat

eca

paci

tybu

ildin

g pr

ogra

ms

Year

1 -

3

Year

2 -

5

Year

3 -

6

Year

4 -

8

Year

5 -

10

Year

1 -

3

Year

2 -

5

Year

3 -

6

Year

4 -

8

Year

5 -

8

2013

- 2

018

11

11

15

Cap

acity

bui

ldin

gN

o. o

f pro

fess

iona

lbo

dies

trai

ned

Trai

n pr

ofes

sion

albo

dies

on

publ

icpr

ocur

emen

t Law

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

June

201

4

June

201

4

2 2

2 2

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

/Te

chni

cal D

epts

/C

orpo

rate

Ser

vice

s

Iden

tify

area

s of

the

publ

ic p

rocu

rem

ent

law

that

requ

iream

endm

ents

Pre

pare

Lay

man

’sD

raft

for

amen

ding

the

Act

Com

pend

ia o

fpr

opos

edam

endm

ents

Laym

an’s

Dra

ft B

illA

ppro

ved

Laym

an’s

Dra

ft B

ill

Str

ong

lega

lan

d re

gula

tory

fram

ewor

k fo

rP

ublic

Pro

cure

men

tan

d A

sset

Dis

posa

l

Con

tinua

llyim

prov

e th

epu

blic

proc

urem

ent

polic

y, le

gal

and

regu

lato

ryfra

mew

ork

toal

ign

it to

natio

nal

obje

ctiv

es a

ndgo

als

App

rove

dC

ompe

ndiu

m

Ob

ject

ive

3: T

o s

tren

gth

en t

he p

olic

y, le

gal

, reg

ulat

ory

, res

earc

h an

d d

evel

op

men

t fr

amew

ork

fo

r p

ublic

pro

cure

men

t an

d

asse

t d

isp

osa

l sys

tem

;

TH

EM

E 3

: PO

LIC

Y, R

ES

EA

RC

H a

nd R

EG

ULA

TO

RY

FR

AM

EW

OR

K

38 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

July

201

3 –

June

201

8 5

43

21

15

June

201

4

July

201

3 –

June

201

8

July

201

3 –

June

201

8

1516

1718

2086

2524

2322

2111

4

Pol

icy

& R

esea

rch

/Te

chni

cal D

epts

/C

orpo

rate

Ser

vice

s

Pol

icy

& R

esea

rch

/D

G

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

/Te

chni

cal D

epts

Con

duct

pub

licco

nsul

tatio

ns o

n th

edr

afts

Con

duct

pub

licco

nsul

tatio

ns o

n th

edr

afts

Iden

tify

prov

isio

ns to

be o

pera

tiona

lized

Dev

elop

and

revi

ewst

anda

rd p

rocu

rem

ent

and

disp

osal

guid

elin

es, m

anua

ls,

docu

men

ts a

ndfo

rmat

s.

List

of p

rovi

sion

s fo

rop

erat

iona

lizat

ion

Dev

elop

ed o

r re

vise

dgu

idel

ines

, man

uals

,do

cum

ents

and

form

ats

SH

C R

epor

ts

SH

C R

epor

ts

App

rove

d La

yman

’sD

raft

Reg

ulat

ions

Ye

ar 1

– 2

Year

2 –

2

Year

3 –

2

Year

4 –

2

Year

5 –

2

No.

of M

anua

lsYe

ar 1

– 3

Year

2 –

5

Year

3 –

7

Year

4 –

8

Year

5 –

10

8 N

o. o

f sta

keho

lder

cons

ulta

tive

foru

ms

annu

ally

No.

of i

dent

ified

prov

isio

ns fo

rop

erat

iona

lizat

ion

Incr

ease

dco

mpl

ianc

e an

d st

rong

regu

lato

ryfra

mew

ork

Ope

ratio

naliz

eal

l pro

visi

ons

of th

e P

ublic

Pro

cure

men

tan

d A

sset

Dis

posa

l Law

July

201

3 –

June

201

8

July

201

3 –

June

201

8

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

Issu

e ad

vice

and

dire

ctiv

es.

Rev

iew

/ a

ppro

vesp

ecia

lly p

erm

itted

proc

urem

ent

proc

edur

es

Lett

ers

of a

dvic

e

Spe

cial

ly p

erm

itted

proc

urem

ent

proc

edur

esre

view

ed /

app

rove

d

10 d

ays

from

dat

e of

rece

ipt o

f req

uest

10 d

ays

from

dat

eof

rece

ipt o

f req

uest

39 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

June

201

42

2

June

201

4

June

201

4

June

201

5

2025

3035

4015

0

11

11

15

11

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

/D

G

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

Gui

delin

es a

nd s

ampl

eor

gani

zatio

n st

ruct

ures

for

vario

us c

lass

es

List

of P

Es.

Impl

emen

tatio

n st

atus

repo

rts

List

of s

take

hold

ers

Foru

m s

ched

ule

No.

of s

take

hold

ers

mee

tings

hel

d

Rep

ort o

fst

akeh

olde

r an

alys

is

No.

of P

Es

with

enha

nced

str

uctu

res

July

201

3 –

June

201

88

910

1112

50P

olic

y &

Res

earc

hM

arke

t Pric

e In

dex

(MP

I)N

o. o

f Prin

ted

MP

I Ye

ar 1

– 4

Year

2 –

4

Year

3 –

4

Year

4 –

4

Year

5 –

4

Year

1 –

10

Year

2 –

12

Year

3 –

15

Year

4 –

17

Year

5 –

20

Gui

delin

esdi

strib

uted

to a

ll P

Es

Incr

ease

d pr

ofile

of p

rocu

rem

ent

func

tion

Incr

ease

dfe

edba

ck o

npu

blic

proc

urem

ent

syst

em

Enh

ance

profi

le o

fpr

ocur

emen

tfu

nctio

n an

dpr

ofes

sion

tost

rate

gic

leve

ls

Red

uced

proc

urem

ent

spen

d on

com

mon

use

rite

ms

To s

tren

gthe

npr

ocur

emen

tre

sear

ch

Man

age

publ

icpr

ocur

emen

tan

d di

spos

alst

akeh

olde

rco

nsul

tatio

ns

July

201

3 –

June

201

820

3050

Pol

icy

& R

esea

rch

Und

erta

ke s

take

hold

eran

alys

is a

nd s

ched

ule

stak

ehol

ders

foru

ms

Con

duct

sta

keho

lder

foru

m

Issu

e gu

idel

ines

on

the

proc

urem

ent

orga

niza

tion

stru

ctur

esfo

r va

rious

cla

sses

of

entit

ies

and

PS

Cba

sed

on b

asel

ine

surv

ey

Mon

itor

impl

emen

tatio

nof

bas

elin

e pr

opos

als

inP

Es

Con

duct

Mar

ket P

rice

Inde

xing

Con

duct

Cou

ntry

Pro

cure

men

tA

sses

smen

t (C

PA)

CPA

Rep

ort

Incr

ease

dkn

owle

dge

ofth

e fu

nctio

n on

spec

ific

issu

es

Year

1 –

1Ye

ar 5

– 1

40 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

23

45

Tota

l

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

1

July

201

3 –

June

201

8

July

201

3 –

June

201

8

July

201

3 –

June

201

8

June

201

4

July

201

4 –

June

201

8

.07

.08

.09

.1.2

1112

1415

52

1010

Pol

icy

& R

esea

rch

GM

/ T

S

Pol

icy

& R

esea

rch

/C

orpo

rate

ser

vice

s

GM

/ T

S

Pol

icy

& R

esea

rch

/C

orpo

rate

ser

vice

s

Pol

icy

& R

esea

rch

Pol

icy

& R

esea

rch

Con

duct

stu

dies

on

emer

ging

issu

es o

npu

blic

pro

cure

men

t

Pre

pare

qua

rter

lyst

atut

ory

repo

rts

onpr

ocur

emen

t situ

atio

ns

Pre

pare

ann

ual

stat

utor

y re

port

s on

proc

urem

ent s

ituat

ions

Dev

elop

rese

arch

stra

tegy

Impl

emen

tatio

n of

the

stra

tegy

Str

ateg

y de

velo

ped

Impl

emen

tatio

n st

atus

repo

rts

Stu

dy re

port

s

Cus

tom

ized

OE

CD

-D

AC

MA

PS

str

ateg

y

Ann

ual r

epor

ts

No.

of s

tudi

es

Year

1 –

2Ye

ar 2

– 3

Ye

ar 3

– 4

Ye

ar 4

– 2

Ye

ar 5

– 2

No.

of r

epor

ts

Year

1 –

4Ye

ar 2

– 4

Ye

ar 3

– 4

Ye

ar 4

– 4

Ye

ar 5

– 4

Year

2 –

1

Year

3 –

1

Year

4 –

1

Year

5 –

1

July

201

3 –

June

201

83

45

67

25P

olic

y &

Res

earc

hR

evam

p th

e P

PO

AR

esou

rce

Cen

tre

Libr

ary

stoc

k

Vis

itor

repo

rts

e-lib

rary

in p

lace

No.

of v

isito

rsfo

r th

e R

esou

rce

cent

re u

tiliz

atio

n

No.

of r

epor

ts

Year

1 –

1Ye

ar 2

– 1

Ye

ar 3

– 1

Ye

ar 4

– 1

Ye

ar 5

– 1

Ope

ratio

nal s

trat

egy

in p

lace

1015

2017

2082

.4.5

.6.7

.8

41 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

23

45

Tota

l

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

Ob

ject

ive

4: T

o u

pho

ld f

airn

ess

and

pro

mo

te p

ublic

co

nfid

ence

in t

he p

ublic

pro

cure

men

t sy

stem

TH

EM

E 4

: AD

MIN

IST

RA

TIV

E R

EV

IEW

July

201

3 –

June

201

4

June

eve

ry y

ear

July

201

3 –

June

201

4

1

July

201

3 –

June

201

4

Qua

rter

ly

ICT

OP

B*

ICT

OP

B*

51

22

212

2425

3035

4015

4

OP

B*

AR

B S

ecre

taria

t /A

R B

oard

/ IC

T

AR

B S

ecre

taria

t /A

R B

oard

AR

B S

ecre

taria

t /IC

T

AR

B S

ecre

taria

t /IC

T /

Cor

pora

te s

ervi

ces

AR

B S

ecre

taria

t /C

ompl

ianc

e

Con

duct

a b

usin

ess

proc

ess

re-e

ngin

eerin

gof

AR

B p

roce

sses

Pro

cess

Req

uest

s fo

rR

evie

w:

- R

ecei

ving

of R

eque

sts

- A

naly

sis

- H

earin

g-

Dec

isio

n

Ado

pt a

nd u

tiliz

e th

edo

cum

ent m

anag

emen

tsy

stem

Ado

pt a

nd u

tiliz

e th

ecu

stom

er re

latio

nshi

pm

anag

emen

t sys

tem

- Fo

llow

up

on i

mpl

emen

tatio

n of

Boa

rd D

ecis

ions

.

- Le

tter

s to

the

PE

’s

- R

epor

t on

emer

ging

iss

ues

Con

sulta

ncy

repo

rt

Tim

e-lin

es fo

r he

arin

gan

d de

term

inat

ion

ofca

ses

redu

ced.

Leve

lof S

yste

mut

ilizat

ion

by A

RB

Leve

l of

Sys

tem

utiliz

atio

n by

AR

B

Year

1 –

21

days

Year

2 –

20

days

Year

3 –

19

days

Year

4 –

18

days

Year

5 -

17

days

100%

util

izat

ion

of th

e sy

stem

Qua

rter

lyG

M -

TS /

AR

BS

ecre

taria

t /C

apac

ity B

uild

ing

/P

olic

y /

Com

plia

nce

Est

ablis

h a

syst

em fo

rsh

arin

g B

oard

’sob

serv

atio

ns /

reco

mm

enda

tions

with

Tech

nica

l Dep

artm

ents

- Fr

amew

ork

for

inf

orm

atio

n sh

arin

g-

Four

join

t mee

tings

he

ld a

nnua

lly

100%

util

izat

ion

of th

e sy

stem

- Q

uart

erly

Sta

tus

re

port

Tim

elin

ess

inhe

arin

g an

dde

term

inat

ion

ofca

ses.

Enh

ance

Effi

cien

cy in

hand

ling

App

licat

ions

for

Rev

iew

Enh

ance

PE

sco

mpl

ianc

ew

ith P

PAR

BD

ecis

ions

Enh

ance

Com

plia

nce

with

the

publ

icpr

ocur

emen

tLa

w

- R

evis

ed p

roce

sses

im

plem

ente

d

42 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

23

45

Tota

l

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

1

By

June

of e

ach

year

By

June

of e

ach

year

July

201

4 -

June

201

8

July

201

3 -

June

201

5

AR

B S

ecre

taria

t /D

Gs

offic

e /

AR

B

AR

B S

ecre

taria

t /D

Gs

Offi

ce

Trai

n A

RB

Sec

reta

riat

staf

f

Org

aniz

e st

udy

tour

sfo

r th

e P

PAR

B

Org

aniz

e tr

aini

ngs

for

Boa

rd M

embe

rs

Stu

dy to

ur re

port

s

No.

of g

roup

trai

ning

s

No.

of B

oard

Mem

bers

trai

ned

No.

of t

rain

ing

requ

ests

No.

of o

ffice

rs tr

aine

d

22

23

312

June

201

4 -

June

201

8 2.

51

12

28.

5A

RB

Sec

reta

riat /

Pro

cure

men

t Uni

t D

evel

op a

nd p

ublis

hdi

gest

s of

pre

viou

sP

PAR

B d

ecis

ions

No.

of D

iges

tspu

blis

hed

Year

1 -

3 d

iges

tsYe

ar 2

- 1

dig

est

Year

3 -

1 d

iges

tYe

ar 4

- 1

dig

est

Year

5 -

1 d

iges

t

July

201

3 –

June

201

8

July

201

3 –

June

201

8

HR

&A

dmin

.O

PB

*

HR

&A

dmin

. O

PB

*

AR

B S

ecre

taria

t /H

R &

Adm

in.

AR

B S

ecre

taria

t /H

R D

ept

Str

engt

hen

the

Sec

reta

riat t

hrou

ghad

equa

te s

taffi

ng

Vaca

nt P

ositi

on fi

lled

Pro

posa

l for

add

ition

alst

affin

g

100%

sta

ffes

tabl

ishm

ent

achi

eved

Rev

iew

ed s

taff

esta

blis

hmen

t ful

lyim

plem

ente

d

At l

east

6 re

ques

tspe

r fin

anci

al y

ear

At l

east

6 o

ffice

rspe

r fin

anci

al y

ear

At l

east

one

stu

dyto

ur p

er fi

nanc

ial y

ear

1 N

o. S

ensi

tizat

ion

/In

duct

ion

trai

ning

1 gr

oup

trai

ning

per

year

on

rele

vant

emer

ging

issu

es

9 B

oard

mem

bers

trai

ned

on C

orpo

rate

Gov

erna

nce

Enh

ance

d qu

ality

of P

PAR

Bse

rvic

es

Enh

ance

the

capa

city

of

the

Boa

rd

Enh

ance

d qu

ality

and

cons

iste

ncy

of P

PAR

Bde

cisi

ons

Pro

visi

on o

fre

leva

ntre

fere

nce

mat

eria

ls fo

rP

PAR

B

54

33

217

July

201

4 –

June

201

50

42

6A

RB

Sec

reta

riat /

HR

& A

dmin

. /IC

T /

Pro

cure

men

t Uni

t

Str

engt

hen

the

Sec

reta

riat t

hrou

ghpr

ovis

ion

of a

dequ

ate

faci

litie

s

Furn

iture

& E

quip

men

tpr

ocur

ed-

Fully

equ

ippe

dS

ecre

taria

t

- Fu

lly fu

rnis

hed

Sec

reta

riat

Effe

ctiv

e an

def

ficie

ntS

ecre

taria

tse

rvic

es

Enh

ance

capa

city

of th

e P

PAR

BS

ecre

taria

t

43 |

ppo

a.go

.ke

Str

ateg

yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

rK

PIs

Imp

lem

enti

ngA

cto

rsT

imel

ine

23

45

Tota

l

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

1

June

201

4

Oct

ober

201

4

Apr

il 20

15

June

201

6

Apr

il 20

17

AR

B S

ecre

taria

t /P

rocu

rem

ent u

nit

Pub

lish

the

AR

BS

tand

ard

Ope

ratin

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Str

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agem

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45 |

ppo

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22

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All

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22

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201

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48 |

ppo

a.go

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Str

ateg

ic O

bje

ctiv

e 6:

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enh

ance

the

use

of

tech

nolo

gy

in o

rder

to

incr

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cien

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ffec

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201

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July

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201

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34

56

20

22

ICT

/ A

ll de

part

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ICT

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ICT

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July

201

3 -

June

201

8H

R /

All

depa

rtm

ents

Adm

inis

trat

ion

man

ual

(tran

spor

t, ge

nera

lof

fice

serv

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,se

curit

y, e

tc)

Sea

mle

ssad

min

istr

ativ

e &

oper

atio

nal s

yste

ms

App

rove

d lo

ngte

rm p

lan

for

owne

rshi

p of

offic

e bl

ock

for

PP

OA

June

201

820

0H

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udge

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ions

for

own

HQ

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PO

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wne

d of

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tem

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lem

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our

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ion)

per

yea

r

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yE

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ted

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12

34

5To

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Res

our

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(Ksh

. Mill

ion)

per

yea

r

June

201

4

1015

2025

3010

0

ICT

/ A

ll de

part

men

tsU

nder

take

ICT

trai

ning

need

s as

sess

men

t

- N

o. o

f peo

ple

reg

iste

red

for

the

cou

rse

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o. o

f peo

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trai

ned

Enh

anci

ng th

ee-

Lear

ning

sys

tem

Trai

ning

nee

dsas

sess

men

t rep

ort

July

201

4 –

June

201

8IC

T /

All

depa

rtm

ents

31

11

17

July

201

4IC

T /

Cap

acity

bui

ldin

g

Con

duct

ICT

trai

ning

Impr

oved

prof

essi

onal

ism

in p

ublic

proc

urem

ent

prac

tice

No.

of s

taff

trai

ned

Year

1 :

50Ye

ar 2

: 70

Year

3 :

100

Year

4 :

150

Year

5 :

200

Year

1 -

500

Year

2 -

100

0Ye

ar 3

- 1

500

Year

4 -

200

0Ye

ar 5

- 2

500

July

201

42

2IC

T /

All

depa

rtm

ents

Bus

ines

s pr

oces

sre

-eng

inee

ring

toid

entif

y ap

prop

riate

ICT

syst

ems

BP

R R

epor

tO

pera

tiona

l BP

Rre

port

App

rove

d IC

T TN

Ain

pla

ceE

nhan

ced

skills

& c

ompe

tenc

ies

of s

taff

in IC

T

Incr

ease

def

ficie

ncy

inop

erat

ions

July

201

3

July

201

35

22

22

41

11

1

118IC

T /

Com

plia

nce

ICT

/A

ll de

part

men

ts

Des

ign,

dev

elop

and

depl

oy a

n in

tera

ctiv

eW

eb b

ased

Inte

rnal

Pro

cure

men

tP

erfo

rman

ceM

onito

ring

Tool

.

Acq

uire

and

impl

emen

ten

hanc

ed fe

atur

es o

fth

e do

cum

ent

man

agem

ent s

yste

m

- A

n op

erat

iona

l I

PP

MT

tool

in p

lace

- N

o. o

f PE

’s u

sing

the

IPP

MT

- N

o. o

f dig

itize

d d

ocum

ents

in th

e s

yste

m

Year

1 :

300

Year

2 :

500

Year

3 :

800

Year

4 :

1000

Year

5 :

1500

Tim

ely

and

effic

ient

proc

urem

ent

mon

itorin

g

Enh

ance

def

ficie

ncy

indo

cum

ent

man

agem

ent

July

201

33

11

11

7IC

T /

AR

BA

cqui

re a

nd in

stal

l the

audi

o re

cord

ing

syst

em

- O

pera

tiona

l Aud

io r

ecor

ding

sys

tem

in p

lace

An

oper

atio

nal

audi

o re

cord

ing

syst

em

Fast

er d

eliv

ery

of d

ecis

ions

Year

1 -

30

Year

2 -

100

Year

3 -

300

Year

4 -

100

0Ye

ar 5

- 2

000

Impr

ove

ICT

syst

ems

thro

ugh

busi

ness

proc

ess

re-e

ngin

eerin

g

50 |

ppo

a.go

.ke

Str

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yE

xpec

ted

Out

com

e(s)

Act

ivit

yO

utp

ut In

dic

ato

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lem

enti

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12

34

5To

tal

Res

our

ces

(Ksh

. Mill

ion)

per

yea

r

22

22

210

Acq

uire

and

impl

emen

ten

hanc

ed fe

atur

es o

fth

e C

usto

mer

sR

elat

ions

Man

agem

ent

Sys

tem

- N

o. o

f mod

ules

of

the

ER

P in

use

- R

epor

ts g

ener

ated

fro

m th

e va

rious

mod

ules

of t

he s

yste

m

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nhan

ce th

e us

e of

the

Fin

ance

mod

ule

of t

he E

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nhan

ce u

se o

f P

rocu

rem

ent m

odul

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f the

ER

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cqui

re a

nd i

mpl

emen

t enh

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d f

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res

of th

e H

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odul

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ER

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- N

o. o

f res

pons

es to

cus

tom

ers

gene

rate

d f

rom

the

syst

em

July

201

3IC

T /

Cor

pora

te s

ervi

ces

/A

ll de

part

men

tal

head

s

23

34

517

020

12

225

July

201

4 –

June

201

8IC

T /

Fina

nce

/P

rocu

rem

ent /

HR

Enh

ance

def

ficie

ncy

inFi

nanc

ial

Man

agem

ent

Year

1 :

300

Year

2 :

500

Year

3 :

800

Year

4 :

1000

Year

5 :

1500

Year

1 -

500

Year

2 -

100

0Ye

ar 3

- 1

500

Year

4 -

200

0Ye

ar 5

- 2

500

July

201

5IC

T /

All

depa

rtm

ents

Acq

uire

and

inst

all t

hevi

deo

conf

eren

cing

syst

em

Ope

ratio

nal V

ideo

conf

eren

cing

sys

tem

An

oper

atio

nal

vide

o co

nfer

enci

ngsy

stem

in p

lace

Enh

ance

def

ficie

ncy

incu

stom

erre

latio

ns

Effi

cien

t ser

vice

deliv

ery

51

11

19

July

201

3Ye

ar 1

: 50

00

Year

2 :

8000

Ye

ar 3

: 10

000

Year

4 :

1200

0 Ye

ar 5

: 20

000

ICT

/A

ll de

part

men

tsD

esig

n, d

evel

op a

ndde

ploy

an

inte

ract

ive

Web

site

- A

n In

tera

ctiv

e w

ebsi

te

- N

o. o

f hits

on

the

web

site

Enh

ance

acc

ess

to in

form

atio

n

ICT

/IF

MIS

dep

artm

ent

IFM

IS P

2P s

yste

min

stal

led

and

oper

atio

nal

Ope

ratio

nal I

FMIS

P2P

mod

ule

July

201

45

5IC

T /

All

depa

rtm

ents

Des

ign,

dev

elop

and

depl

oy a

mon

itorin

g,ev

alua

tion

and

repo

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stem

Mon

itorin

g, e

valu

atio

nan

d re

port

ing

syst

emde

velo

ped

Aut

omat

em

onito

ring,

eval

uatio

n an

dre

port

ing

syst

em

July

201

4IC

T /

IFM

IS d

epar

tmen

tP

rovi

de s

uppo

rt fo

rth

e im

plem

enta

tion

ofIF

MIS

P2P

No.

of e

ntiti

espi

lotin

g IF

MIS

P2P

syst

em

Year

1 -

5Ye

ar 2

- 1

0Ye

ar 3

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5

Effi

cien

tpr

ocur

emen

tsy

stem

Util

ize

the

IFM

IS P

2PP

rocu

rem

ent

Mod

ule

An

oper

atio

nal

mon

itorin

g,ev

alua

tion

and

repo

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g sy

stem

in p

lace

July

201

3

51 |

ppo

a.go

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Str

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ted

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com

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12

34

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Res

our

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(Ksh

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per

yea

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the

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pla

ce1.

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elop

aco

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n th

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CB

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22

July

201

3Fi

nanc

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and

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crea

sed

fund

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BL

Am

ount

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Year

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MYe

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Year

4 -

300

MYe

ar 5

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0PD

July

201

3P

PO

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/ D

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nce

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1 Id

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and

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r

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201

310

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8055

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515

0

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ar 4

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July

201

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201

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2 :

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Str

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bje

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enh

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ncia

l sus

tain

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ty

52 |

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12

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Janu

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OP

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57 |

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D

26

CHAPTER SIX

INSTITUTIONAL STRUCTURE

6.1 BOARDS

6.1.1 Public Procurement Oversight Advisory Board (PPOAB)

The functions of the Advisory Board are:

To advise PPOA generally on the exercise of its powers and the performance of its functions;i)

To approve the estimates of the revenue and expenditures of PPOA;ii)

To recommend the appointment or termination of the Director-General in accordance with the Act; andiii)

To approve debarment of persons and perform such other functions and duties as are provided for under the PPOA Act.

iv)

This Board is a continuation of the Public Procurement Complaints Review and Appeal Board (PPCRAB) that was established under the Exchequer and Audit (Public Procurement) Regulation, 2001. The Board was established to promote and uphold fairness in the public procurement system through judicious and impartial adjudication of matters arising from disputed procurement proceedings.

6.1.2 Public Procurement Administrative Review Board (PPARB)

As the Chief Executive Officer, the Director-General is responsible for the implementation of the Board’s deci-sions in a results-oriented and timely manner to achieve PPOA’s goals, objectives and other agreed upon performance targets. Specific functions of the DG include:

6.2 OFFICE OF THE DIRECTOR - GENERAL

Overseeing the day-to-day business of PPOA;i)

Overseeing the development and implementation of the strategic plan and annual operating budgets;ii)

Ensuring that proper internal control and monitoring systems are in place;iii)

Coordinating preparation and submissions of proposals, statutory reports and other reports for consider-ation by the Board and other relevant authorities;

iv)

Overseeing the implementation of corporate policies and programs;viii)

Ensuring effective communication between the management and the Board;v)

Ensuring continuous improvement of the quality and value of services provided by PPOA;vi)

Overseeing continuous achievement of PPOA’s operating goals, objectives and performance targets;vii)

Maintaining a conducive work environment that is capable of attracting and retaining skilled and motivated employees;

ix)

58 | ppoa.go.ke


Fostering corporate culture that promotes ethical practices and good corporate governance;x)

Acting as the principal spokesperson of PPOA; andxi)

Any other lawful duties as may be assigned by the Board. xii)

Analysis of the current and expected future operations of the Authority shows that some closely related func-tions can be put together to form Directorates. Amalgamation of related functions will enhance synergy and will result in efficient and effective management within PPOA. There exist two Directorates namely:

Within a Directorate, there are Departments and Sections/Units. Each Directorate is headed by a General Manager. In addition, there is the Internal Audit Department which reports directly to the Advisory Board. The functions of each directorate are as follows:

6.3 DIRECTORATES

Technical services i)

Finance and Administrationii)

This Directorate is responsible for the Authority’s technical services which include Compliance, Capacity Build-ing, Policy and Research, and the Administrative Review Board Secretariat. Specific functions include:

6.3.1 Directorate of Technical services

The Finance and Administration Directorate is responsible for the provision of support services that include finance, human resource and administration, information communication and technology (ICT), procurement,

6.3.1 Directorate of Finance and Administration

Formulation and implementation of technical services policies and procedures;i)

Ensuring compliance with the PPOA Act;ii)

Development and distribution of manuals and other standard documents;iii)

Development of policies, issuing directives as well as providing the necessary advice and assistance to procuring entities;

iv)

Handling complaints arising from concerning public procurement and disposal proceedings;v)

Undertaking capacity building for persons involved in public procurement;vi)

Initiating public procurement policy and proposing subsequent amendments to the law;vii)

Undertaking research on best practices in public procurement and identifying appropriate sources for the required procurement data and information and developing appropriate databases;

viii)

Providing regular reports on procurement data and information; ix)

Ensuring that the PPARB decisions are made within time and that decisions are implemented; andx)

Any other lawful duties as may be assigned by the Director General.xi)


59 | ppoa.go.ke

legal and corporate communication. Specific functions include:

Formulation and implementation of sound financial, human resource management , ICT, administration, customer service and corporate communication policies and procedures;

i)

Accounting for PPOA’s resources;ii)

Managing the planning and budgeting process in line with the Public financial Management policies and guidelines;

iii)

Developing strategies for sourcing and application of funds;iv)

Implementing adequate financial and internal controls;v)

Procuring goods and services for PPOA;vi)

Management of ICT systems within PPOA;vii)

Monitoring and evaluation of the activities of PPOA;viii)

Cultivating a positive image of PPOA; andix)

Any other lawful duties as may be assigned by the Director General.x)

The Internal Audit department performs the following functions:

6.3.3 Internal Audit department

Evaluates and provides reasonable assurance that risk management, control, and governance systems are functioning as intended and will enable the organisation's objectives and goals to be met;

i)

Reports risk management issues and internal controls deficiencies identified directly to the audit commit-tee and provides recommendations for improving the organization’s operations, in terms of both efficient and effective performance;

ii)

Reports risk management issues and internal controls deficiencies identified directly to the Audit Commit-tee of the Advisory Board and provides recommendations for improving the organization’s operations, in terms of both efficient and effective performance;

iii)

Evaluates information security and associated risk exposures;iv)

Carries out timely and continuous audits;v)

Verifies and monitors the financial transactions of the Authority; andvi)

Carries out investigations where necessary.vii)

60 | ppoa.go.ke



61 | ppoa.go.ke

One of the critical assumptions that PPOA is making for effective implementation of this Strategic Plan isavailability of required resources. Table 3 shows the projected recurrent budget and a summary of PPOA’s resource requirements for the implementation of various strategic plan objectives.

CHAPTER SEVEN

RESOURCE MOBILIZATION

7.1 FINANCIAL RESOURCE REQUIREMENT

Table 3: Financial Resource Requirements

To ensure compliance with the Procurement and Disposal Law and PPOA guidelines and establish a framework to monitor and report on the functioning of the procurement system

Theme

1.

Objective 2013 /14 2013 /15 2013 /16 2013 /17 2013 /18 TOTAL

86.3 105.5 122 138.8 157.7 610.3

To develop, promote and support training and professional develop-ment of persons involved in public procurement

2. 423 415 456 459 499 2252

To strengthen the Policy, legal, regulatory , research and develop-ment framework for public procure-ment and asset disposal system

3. 124.47 109.58 121.69 126.8 167 649.54

To uphold fairness and promote public confidence in the public procurement systems

4. 49 49.5 59.5 68 62 288

To Improve on the Infrastructure, systems and Human resources to provide quality service

5. 168 467 492 434 455 2016

To enhance the use of technology in order to increase efficiency and effectiveness in service delivery

6. 135 114 51 59 66 425

Strategic plan resourcerequirements per objective Kshs. "Millions"

62 | ppoa.go.ke


During the strategic planning period, PPOA will require approximately Kshs 6.9 million.

To implement the proposed activities, PPOA will put in place resource mobilization strategies which include:

7.2 STRATEGIES FOR RESOURCE MOBILIZATION

The Government is the major financier to the Authority and PPOA plans to lobby for additional funding from the Government for establishment of regional offices, purchase of office premises for headquarters and increase staff compliment.

a) Enhanced Support From the Government

PPOA seeks to attract technical and financial support from Development Partners.

b) Development Partners

The Authority will put in place measures to ensure prudent resource management. These will include:

c) Prudent Management of Available Resources

To enhance its financial capabilities the Authority will seek authority to operationalization of the collection of Capacity Building Levy.

d) Capacity Building Levy

Implementation of efficient and effective processes and procedures;i)

Application of ICT in the various processes;ii)

Outsourcing services to compliment internal capacity;iii)

Implementing transport policy;iv)

Stringent financial discipline;v)

Savings from anti-corruption efforts; andvi)

Risk assessments.vii)

To Enhance financial sustainability

Theme

7.

Objective 2013/14 2013/15 2013/16 2013/17 2013/18 TOTAL

TOTAL 1118.77 1390.58 1421.19 1421.1 1612.2 6963.8

6 21 6.5 4.5 6 44

To improve corporate image and enhance customer service

8. 103 91 94 116 182.5 587

To incorporate the risk management culture within the Authority

9. 24 18 18 15 17 92


63 | ppoa.go.ke

In order for PPOA to attain the goals that it has set, it is of fundamental importance that the various strategies are implemented. Successful implementation of the plan requires sourcing and deploying the requisite resources and putting in place an adequate M & E framework. The M&E framework will enable the Authority to measure performance against set standards so as to ensure effective implementation of the set goals and objectives.

CHAPTER EIGHT

MONITORING AND EVALUATION

8.1 OBJECTIVES OF MONITORING AND EVALUATION

The monitoring and evaluation process will involve preparation of annual work plans by each Directorate and Department. The work plans will be linked to the objectives, strategies and activities as documented in the implementation matrix. In addition, departmental work plans will be cascaded to individual officers work plans which will then be linked to PPOA’s performance management system.

The Authority will implement an automated monitoring, evaluation and reporting system whose main objective is to measure the efficiency , effectiveness and impact of the implementation of the strategic plan. It will also facilitate timely and accurate data capture and analysis for reporting progress of implementation.

Further, the following actions will be undertaken to ensure successful implementation of the strategic plan:

8.2 MONITORING AND EVALUATION FRAMEWORK

Table 3 shows the projected key performance indicators.

8.3 PROJECTED KEY PERFORMANCE INDICATORS

Establish an M & E committee comprising of the Director General, General Manager (Technical services), General Manager (Finance and Administration) and the HODs to champion implementation of the Strate-gic Plan.

i.

The M & E committee will hold quarterly meetings chaired by the DG to review the status of the Strategic Plan implementation. In addition, emerging issues requiring strategy change will be addressed.

ii.

General Manager (Technical services) and General Manager (Finance and Administration) will hold monthly meetings with HODs to review the status of the Strategic Plan implementation as it relates to their respec-tive Directorates.

iii.

The M & E Committee will report quarterly to the Advisory Board on the progress made towards the attain-ment of the strategic objectives.

iv.

The Strategic Plan will be reviewed annually to ensure that necessary changes in the objectives, strategy and activities informed by emerging issues are effected.

v.

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Table 4: Key Performance indicators

OBJECTIVE 2013/ 15 2013/ 16 2013/ 17 2013/ 18 TOTAL

Strategic plan resource requirementsper objective Kshs. "Millions"

Number of assessments 100 120 150 165 180

Number of reviews /audits 35 38 42 47 53

No. of contracts audited 24 36 60 82 98

No. of trained officers 14,000 15,000 15,500 16,000 16,500

No. of training need analysis 1 0 1 0 1

No. of Quarterly Reports 4 4 4 4 4

No. of Annual Reports 1 1 1 1 1

No. of stakeholders forum 10 12 15 17 20

No. of Manuals 3 5 7 8 10

No. of Printed MPI 4 4 4 4 4

No of Days taken for hearing and determinationof cases 21 20 19 18 17

No. of people trained through theE-learning system 500 1000 1500 2000 2500

Automation level within Authority 65% 70% 75% 80% 85%

No. of PE’s using the IFMIS P2P - 15 60 100 150

No. of Hits on the website 5000 8000 10000 12000 20000

Customer satisfaction index 78% 80% 82% 85% 90%

No. of ISO 9001 quality audits undertaken per year 4 4 4 4 4


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OBJECTIVE 2013 /15 2013 /16 2013 /17 2013 /18 TOTAL

Strategic plan resource requirementsper objective Kshs. "Millions"

Implementation of training needs analysis 55% 60% 65% 70% 75%

Performance management system implementation 75% 80% 90% 95% 95%

Income from other sources 8M 10M 13M 15M 18M

Resource utilization 100% 100% 100% 100% 100%

Notes

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Notes


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Notes

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Public Procurement Oversight AuthorityNational Bank Building, 11th Floor, Harambee Avenue, NairobiP. O Box 58535 - 00200 NairobiTel: +254 20 2213106 / 2213107 / 3244000Fax: 0203244377Email: [email protected], [email protected] Website: www.ppoa.go.ke

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