Using The JV Methodology As An Input To Capacity Development Strategy: Case Of Malawi

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Using The JV Methodology As An Input To Capacity
Development Strategy Case Of Malawi

• Presented by B.S.M. Mangulama
• (Director of Public Procurement)

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OUTLINE

• Purpose
• Background
• Objectives
• Approach to Capacity Assessment
• Survey Methodology
• Procurement Capacity Development Strategies
• Discussion Points.

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PURPOSE

• Describe an outline of methodology used in the
  Baseline Survey and Procurement Capacity
  Assessment in Malawi.
• Describe the link between the OECD-DAC and UNDPs
  Capacity Development Methodology
• Focus not on baseline indicators/compliance
  performance indicators but rather on the process
  since survey is still underway and results not
  yet out.

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BACKGROUND

• Malawis procurement system has improved from a
  centralised procurement system without
  procurement law to a decentralised one with a
  procurement legal framework.
• PPA passed in 2003 and in 2004 ODPP was created
  as an oversight body for procurement in Malawi.
• In 1996 a diagnostic study of procurement and
  supply management procedures and practices was
  initiated to pinpoint accurately the problem
  areas.
• Recommendation was establishment of a formal
  training programme that focuses on procurement
  and stores management and this was approved by
  government and is currently being implemented.

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Examples

• Training of IPC members
• Training of procurement professionals in the
  public sector
• Training of the private sector on public
  procurement procedures especially SBDs
• Introduction of Bachelors and masters program in
  procurement and supply chain management

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OBJECTIVES OF THE PROCUREMENT CAPACITY ASSESSMENT

• To measure progress since earlier diagnostic
  exercises, in particular the Country Procurement
  Assessment Report (CPAR) of 2004.
• To serve as the first step of a process towards
  implementing a procurement capacity development
  strategy for the overall enabling environment, as
  well as key ministries and local government. The
  strategy should be designed to tackle identified
  capacity gaps as well as to build on capacity
  assets and around which current capacity
  development initiatives can be realigned.
• To serve as a baseline against which to measure
  future progress.

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APPROACH

• Using sub-indicators elaborated in the OECD-DAC
  Joint Venture to identify capacity gaps and come
  with capacity development strategies.
• Approach assesses the system using sub-indicators
  clustered into the following 4 pillars
• Legislative and Regulatory Framework.
• Institutional framework and Management Capacity.
• Procurement operations and market practices.
• Integrity and transparency in the public
  procurement system.

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Approach Cont.

• Action plan for development of strategy prepared
  using the approach outlined in the UNDPs
  procurement capacity assessment tool user guide.
• Guide to be used as a companion document to the
  Action Plan since it explains many steps
  highlighted below in detail

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Key Steps

• Assessing Procurement Capacity Assets and Needs
• Stakeholder meetings to clarify objectives and
  expectations of the assessment (for example
  Permanent Secretaries/Directors from the
  Ministries of Water, Agriculture, Transport,
  Health, Local Government and Education who have
  agreed to participate in the Procurement Capacity
  Assessment Exercise and donor agencies)
• Develop a plan to engage them in the assessment
  exercise
• Engage them throughout the capacity assessment
  process
• Key stakeholders include ODPP leaders and staff,
  procuring entities, ACB, Audit Authority, DHRMD,
  Private Sector, Civil Society, Academia and
  training institutions, Professional Procurement
  Association, Cooperating Countries

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Approach Cont.

• Determine how assessment will be conducted.
• Team Composition. A key decision to be taken.
• Lead Assessment Team
• Capacity Assessment Adviser,
• Administrative support.
• Focal Points in the key entities
• Determine when the Survey will be undertaken
  (time).
• Determine the total cost of the survey how it
  will be financed.

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SURVEY METHODOLOGIES

• Three approaches can be used
• Where a participating country will conduct the
  survey jointly with the donors.
• Where a participating country will engage an
  external consultant to undertake the survey
• Where the participating country undertakes the
  survey itself.
• In Malawi we have opted for scenario 2.

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Survey Methodologies Cont.

• Basic premise being that for the assessment to be
  sustainable, ODPP needs to be fully involved from
  the onset.
• This would develop a hands on experience in the
  event of future similar assessments.

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Data Collection

• Focus for the data collection exercise is to
  review the baseline situation for procurement in
  Malawi vis-à-vis internationally accepted
  standards and identify assets and gaps in
  Malawis procurement system.
• Data being collected to be aligned along the
  OECD-DAC assessment methodology.
• Based on data collected a draft Capacity
  Assessment Report will be prepared.
• Structure of the report will only be developed
  once the customized capacity assessment tool has
  been developed and the results of the actual
  assessment known, the report structure will
  include the following key components
• Desired procurement capacities
• Actual procurement capacities (as assessed in
  phase 2)
• Capacity gap between desired and actual
  capacities)

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CAPACITY DEVELOPMENT STARATERGIES

• The capacity development plan will consist of
  high-priority, short to medium-term strategic
  initiatives (one year or longer) as well as quick
  impact activities that build the foundation for
  ongoing capacity development as well as build
  momentum for the process.
• Examples of Capacity Development Strategies are
  provided in the UNDPs Procurement Capacity
  Assessment Tool User Guide and will be used as
  inspiration.
• For each of the strategies defined, indicators
  will be identified against which to measure
  progress. These indicators will be measurable and
  distinct and well defined to measure both the
  capacity development strategies i.e. output as
  well as the impact on capacity i.e. outcome. In
  addition, for each indicator the assessment will
  determine baselines and set targets.
• The strategies will also need to be accurately
  costed in order to realistically determine the
  extent of funding required for implementation.

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EXPERIENCES FOR DISCUSSION

• Skills Transfer. Parameters under which this
  shall be realised to be defined where consultants
  are engaged.
• Ownership of the Assessment. Key to sustainable
  implementation of the assessment exercise.
• Stakeholder Involvement. These to part and parcel
  of the exercise from its inception.
• Preparations and Data Collection. Quality of
  survey results dependant on data collected, hence
  need for more time allocated for this exercise.
  Entities to be visited during the survey, need to
  be briefed about the overview of the survey in
  good time before commencement of the survey. This
  will enable entities to attend to interviewers
  optimally.

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Experiences For Discussion Cont.

• Survey Period. Where international consultants
  have been involved to conduct the survey, there
  is need to ensure that the survey period is
  adequate for the purpose. The consultants need
  time to familiarize themselves with national
  systems and practices of the country in which
  they operate for reliable and accurate
  information from the surveys. This is
  particularly important where qualitative types of
  surveys are conducted. Adequate time need to be
  allocated to the actual interviews with the
  entities. One hour is inadequate for qualitative
  types of interviews.
• Thank You for your Attention