2013 - 2018 strategic plan - ppoa strate… · 1.5 rationale for strategic planning ... 3.2 swot...
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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
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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
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
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58
59
CHAPTER SEVEN
RESOURCE MOBILIZATION
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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
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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
PPOA Strategic Plan 2013 - 2018
ABBREVIATIONS AND ACRONYMS
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 Strategic Plan 2013 - 2018
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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ABBREVIATIONS AND ACRONYMS
PPOA Strategic Plan 2013 - 2018
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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PPOA Strategic Plan 2013 - 2018
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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PPOA Strategic Plan 2013 - 2018
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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PPOA Strategic Plan 2013 - 2018
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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PPOA Strategic Plan 2013 - 2018
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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PPOA Strategic Plan 2013 - 2018
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
PPOA Strategic Plan 2013 - 2018
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
PPOA Strategic Plan 2013 - 2018
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.
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PPOA Strategic Plan 2013 - 2018
Stakeholder Stakeholder’s Role Stakeholders Expectation
- 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.
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21 | ppoa.go.ke
Stakeholder Stakeholder’s Role Stakeholders Expectation
- 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
PPOA Strategic Plan 2013 - 2018
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.
PPOA Strategic Plan 2013 - 2018
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
PPOA Strategic Plan 2013 - 2018
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)
PPOA Strategic Plan 2013 - 2018
25 | ppoa.go.ke
Theme Objective Strategy
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
PPOA Strategic Plan 2013 - 2018
Theme Objective Strategy
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)
PPOA Strategic Plan 2013 - 2018
27 | ppoa.go.ke
28 |
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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
July
201
3 -
July
201
8
OP
B
344
84.8
75.2
67.2
60.8
56.0
Qua
rter
ly
July
201
3 -
July
201
8
Com
plia
nce
Dep
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
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ted
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lem
enti
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12
34
5To
tal
Res
our
ces
(Ksh
. Mill
ion)
per
yea
r
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201
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201
4
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Pol
icy
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icy
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tify
area
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the
publ
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Pre
pare
Lay
man
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raft
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Act
Com
pend
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fpr
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edam
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ents
Laym
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ft B
illA
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ill
Str
ong
lega
lan
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gula
tory
fram
ewor
k fo
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Pro
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men
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d A
sset
Dis
posa
l
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tinua
llyim
prov
e th
epu
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proc
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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 |
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a.go
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Str
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com
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Act
ivit
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ut In
dic
ato
rK
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enti
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34
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tal
Res
our
ces
(Ksh
. Mill
ion)
per
yea
r
July
201
3 –
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201
8 5
43
21
15
June
201
4
July
201
3 –
June
201
8
July
201
3 –
June
201
8
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2086
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4
Pol
icy
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rate
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icy
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rch
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G
Pol
icy
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icy
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rch
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chni
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duct
pub
licco
nsul
tatio
ns o
n th
edr
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Con
duct
pub
licco
nsul
tatio
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n th
edr
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Iden
tify
prov
isio
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be o
pera
tiona
lized
Dev
elop
and
revi
ewst
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rd p
rocu
rem
ent
and
disp
osal
guid
elin
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anua
ls,
docu
men
ts a
ndfo
rmat
s.
List
of p
rovi
sion
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rop
erat
iona
lizat
ion
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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
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rove
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yman
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raft
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ulat
ions
Ye
ar 1
– 2
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2
Year
3 –
2
Year
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2
Year
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of M
anua
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ar 1
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Year
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Year
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ms
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ally
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of i
dent
ified
prov
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ns fo
rop
erat
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ion
Incr
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dco
mpl
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d st
rong
regu
lato
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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.
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iew
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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
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39 |
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ateg
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ted
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lem
enti
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34
5To
tal
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our
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201
42
2
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201
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201
4
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201
5
2025
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11
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Pol
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icy
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delin
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vario
us c
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atus
repo
rts
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of s
take
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m s
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ule
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of s
take
hold
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d
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ort o
fst
akeh
olde
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No.
of P
Es
with
enha
nced
str
uctu
res
July
201
3 –
June
201
88
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olic
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Res
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arke
t Pric
e In
dex
(MP
I)N
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ted
MP
I Ye
ar 1
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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
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ll P
Es
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ease
d pr
ofile
of p
rocu
rem
ent
func
tion
Incr
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dfe
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ck o
npu
blic
proc
urem
ent
syst
em
Enh
ance
profi
le o
fpr
ocur
emen
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nctio
n an
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ofes
sion
tost
rate
gic
leve
ls
Red
uced
proc
urem
ent
spen
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com
mon
use
rite
ms
To s
tren
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npr
ocur
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tre
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ch
Man
age
publ
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ocur
emen
tan
d di
spos
alst
akeh
olde
rco
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tatio
ns
July
201
3 –
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201
820
3050
Pol
icy
& R
esea
rch
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erta
ke s
take
hold
eran
alys
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nd s
ched
ule
stak
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ders
foru
ms
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duct
sta
keho
lder
foru
m
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e gu
idel
ines
on
the
proc
urem
ent
orga
niza
tion
stru
ctur
esfo
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rious
cla
sses
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entit
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and
PS
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sed
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asel
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surv
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itor
impl
emen
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bas
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als
inP
Es
Con
duct
Mar
ket P
rice
Inde
Con
duct
Cou
ntry
Pro
cure
men
tA
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smen
t (C
PA)
CPA
Rep
ort
Incr
ease
dkn
owle
dge
ofth
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nctio
n on
spec
ific
issu
es
Year
1 –
1Ye
ar 5
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40 |
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Str
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ted
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com
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Act
ivit
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utp
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dic
ato
rK
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Imp
lem
enti
ngA
cto
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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
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June
201
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July
201
4 –
June
201
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icy
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duct
stu
dies
on
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ging
issu
es o
npu
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pro
cure
men
t
Pre
pare
qua
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port
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ituat
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ped
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atus
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rts
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port
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tom
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MA
PS
str
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Ann
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ts
No.
of s
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ar 2
– 3
Ye
ar 3
– 4
Ye
ar 4
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Ye
ar 5
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of r
epor
ts
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1 –
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ar 2
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Ye
ar 3
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Ye
ar 4
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Year
3 –
1
Year
4 –
1
Year
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1
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201
3 –
June
201
83
45
67
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evam
p th
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rce
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Libr
ary
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k
Vis
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repo
rts
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lace
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of v
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r th
e R
esou
rce
cent
re u
tiliz
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No.
of r
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ts
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Ye
ar 3
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Ye
ar 4
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Ye
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Ope
ratio
nal s
trat
egy
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lace
1015
2017
2082
.4.5
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41 |
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a.go
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Str
ateg
yE
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ted
Out
com
e(s)
Act
ivit
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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
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taria
t /A
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taria
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pora
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AR
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ompl
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e
Con
duct
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proc
ess
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cess
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uest
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anag
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tem
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llow
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mpl
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rd D
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tter
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’s
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t on
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rt
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ced.
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days
Year
2 –
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Year
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Qua
rter
lyG
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taria
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ity B
uild
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plia
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h a
syst
em fo
rsh
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serv
atio
ns /
reco
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port
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Enh
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cien
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hand
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for
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ance
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mpl
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PAR
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ance
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plia
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with
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publ
icpr
ocur
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w
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evis
ed p
roce
sses
im
plem
ente
d
42 |
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a.go
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Str
ateg
yE
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ted
Out
com
e(s)
Act
ivit
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Tota
l
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our
ces
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By
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By
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201
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Offi
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r th
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PAR
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aini
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embe
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Stu
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port
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No.
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ned
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aine
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22
23
312
June
201
4 -
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201
8 2.
51
12
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t Uni
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ecis
ions
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est
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3 -
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iges
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dig
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5 -
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July
201
3 –
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201
8
July
201
3 –
June
201
8
HR
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PB
*
HR
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ept
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te s
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east
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ques
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year
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ned
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rate
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nce
Enh
ance
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ality
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PAR
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rvic
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Enh
ance
the
capa
city
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Enh
ance
d qu
ality
and
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iste
ncy
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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
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riat /
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dmin
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T /
Pro
cure
men
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t
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engt
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reta
riat t
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ghpr
ovis
ion
of a
dequ
ate
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litie
s
Furn
iture
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quip
men
tpr
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ecre
taria
t
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lly fu
rnis
hed
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reta
riat
Effe
ctiv
e an
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ficie
ntS
ecre
taria
tse
rvic
es
Enh
ance
capa
city
of th
e P
PAR
BS
ecre
taria
t
43 |
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Str
ateg
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Str
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bje
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an R
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agem
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form
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47 |
ppo
a.go
.ke
22
22
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11
11
1
10
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tcr
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cutt
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201
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201
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Est
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201
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6070
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ne 2
018
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.ke
Str
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bje
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rder
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34
56
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22
ICT
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Rev
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ance
utiliz
atio
n of
ICT
Ope
ratio
nal I
CT
polic
y
2025
2530
30
010
010
00
0
130
100
100
100
100
600
200
Form
ulat
e, d
evel
op &
impl
emen
t PP
OA
adm
inis
trat
ion
man
ual
Acq
uisi
tion
and
mai
nten
ance
of
offic
e sp
ace
and
utilit
ies
Str
eam
lined
oper
atio
ns
Iden
tify
and
equi
p ad
ditio
nal
offic
es
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
ices
,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
RB
udge
t pro
ject
ions
for
own
HQ
.P
PO
A o
wne
d of
fice
bloc
k
Sep
tem
ber
2013
HR
Ope
ratio
nal o
ffice
sYe
ar 1
: 1 o
ffice
floo
r
Mai
ntai
n ef
ficie
ntad
min
istr
ativ
e&
ope
ratio
nal
syst
ems
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
49 |
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
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
- N
o. o
f peo
ple
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
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
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
- E
nhan
ce th
e us
e of
the
Fin
ance
mod
ule
of t
he E
RP
- E
nhan
ce u
se o
f P
rocu
rem
ent m
odul
e o
f the
ER
P
- A
cqui
re a
nd i
mpl
emen
t enh
ance
d f
eatu
res
of th
e H
R m
odul
e of
the
ER
P
- 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
rtin
g sy
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
- 1
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
rtin
g sy
stem
in p
lace
July
201
3
51 |
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
Mec
hani
sm to
col
lect
the
CB
L in
pla
ce1.
1.1
Dev
elop
aco
ncep
t pap
er o
n th
eco
llect
ion
the
CB
L
22
July
201
3Fi
nanc
e /
Pol
icy
and
Res
earc
h 1.
1 In
crea
sed
fund
ing
thro
ugh
Cap
acity
Bui
ldin
g Le
vy
App
rove
d co
ncep
tpa
per
1.0
Res
ourc
em
obiliz
atio
n
102
12Ju
ly 2
014
DG
/ F
inan
ce /
HR
&A
/ IC
T 1.
1.2
Ope
ratio
naliz
eco
llect
ion
of th
e C
BL
Am
ount
of C
BL
colle
cted
Year
2 -
100
MYe
ar 3
- 2
00M
Year
4 -
300
MYe
ar 5
- 4
00M
0PD
July
201
3P
PO
AB
/ D
G /
Fina
nce
1.2.
1 Id
entif
ypr
ospe
ctiv
e do
nors
and
area
s of
inte
rest
Fina
ncin
g ag
reem
ents
with
Dev
elop
men
tP
artn
ers
No.
of a
gree
men
tsw
ith D
evel
opm
ent
Par
tner
s
1.2
Incr
ease
dfin
anci
al a
ndte
chni
cal
supp
ort f
rom
Dev
elop
men
tP
artn
ers
thro
ugh
gran
ts a
nddo
natio
ns.
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
310
1010
1010
50
8055
55
515
0
ICT
/C
apac
ity b
uild
ing
/H
R /
IFM
IS
ICT
Con
duct
use
r tr
aini
ngon
IFM
IS P
2P
Acq
uire
and
impl
emen
tIC
T sy
stem
s in
all
regi
onal
offi
ces
No.
of t
rain
ings
No.
of p
eopl
e tr
aine
d
Year
1 -
100
0Ye
ar 2
- 2
000
Year
3 -
300
0Ye
ar 4
- 4
000
Year
5 -
500
0
July
201
4 –
June
201
8Ye
ar 1
: 3
Year
2 :
4N
o. o
f reg
iona
l offi
ces
conn
ecte
d to
the
Hea
dqua
rter
s
Est
ablis
hco
nnec
tivity
in th
eR
egio
nal
Offi
ces
Incr
ease
def
ficie
ncy
inop
erat
ions
Str
ateg
ic O
bje
ctiv
e 7:
To
enh
ance
fina
ncia
l sus
tain
abili
ty
52 |
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
Janu
ary
and
Apr
ilan
nual
ly
Dec
embe
r 20
13
OP
DP
PO
AB
/ D
G /
Fina
nce
PP
OA
B /
DG
/Fi
nanc
e
1.3.
1 B
uild
a c
ase
for
addi
tiona
l fun
ding
thro
ugh
the
annu
alan
d su
pple
men
tary
budg
et
Con
duct
use
r tr
aini
ngon
IFM
IS P
2P
1.4
Incr
ease
din
com
e fro
mot
her
sour
ces
1.4.
1 C
harg
e fo
rse
rvic
es o
ffere
d by
the
Aut
horit
y
Com
plia
nce,
Tec
hnic
al,
Pro
cure
men
t and
Fina
ncia
l rep
orts
App
rove
d an
nual
budg
et a
ndpr
ocur
emen
t pla
n
2.1.
2 P
repa
ratio
n of
repo
rts
for
Man
agem
ent a
ndot
her
stak
ehol
ders
2.1.
1 P
repa
re d
etai
led
budg
et a
ndpr
ocur
emen
t pla
n
Ann
ual a
ndsu
pple
men
tary
bud
get
Sch
edul
e of
fees
for
capa
city
bui
ldin
g,do
cum
ents
, rev
iew
s,A
RB
fees
, cas
e di
gest
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le o
f ten
der
docu
men
ts,
deba
rmen
t pol
icy
hand
book
,m
embe
rshi
p fe
es
Year
1 -
8 M
Year
2 -
10
M
Year
3 -
13
MYe
ar 4
- 1
5 M
Year
5 -
18
M
OP
D
OP
D
0.5
Mon
thly
/Q
uart
erly
Janu
ary
annu
ally
Man
ager
s
Man
ager
s /
Pro
cure
men
t2.
1 E
ffici
ent
utiliz
atio
n of
fund
s
Qua
rter
ly, m
onth
lyan
d an
nual
repo
rts
in th
e re
quire
dfo
rmat
s
100%
util
izat
ion
offu
nds
Janu
ary
2015
PP
OA
B /
DG
/Fi
nanc
e2.
1.3
Dev
elop
and
impl
emen
t an
Inve
stm
ent P
olic
y
- In
vest
men
t pol
icy
- N
atio
nal T
reas
ury
app
rova
l-
Impl
emen
tatio
n p
rogr
ess
repo
rt
- A
ppro
ved
inv
estm
ent p
olic
y-
Inte
rest
ear
ned
1.3
Incr
ease
dfu
ndin
g fro
m th
eG
over
nmen
tth
roug
hE
xche
quer
rele
ases
2.0
Res
ourc
eut
ilizat
ion
0.5
11.
51.
52
7A
nnua
llyFi
nanc
e /
Inte
rnal
audi
tC
ertifi
ed a
nnua
lfin
anci
al s
tate
men
tsU
nqua
lified
aud
itce
rtifi
cate
from
KE
NA
O
Year
1 -
500
MYe
ar 2
- 5
50M
Year
3 -
650
MYe
ar 4
- 7
00M
Year
5 -
800
M
1
OP
DD
ecem
ber
&Ju
ne a
nnua
llyFi
nanc
e /
Pro
cure
men
t2.
1.4
cond
uct p
erio
dic
Sto
ck ta
king
Sto
ck ta
king
and
fixed
ass
ets
repo
rtR
econ
cile
d st
ock
taki
ng a
nd fi
xed
asse
ts re
port
s
53 |
ppo
a.go
.ke
Janu
ary
and
Apr
ilA
nnua
lly23
Fina
nce,
Pro
cure
men
t,H
uman
Res
ourc
ean
d A
dmin
istr
atio
nan
d IC
T M
anag
ers
3.1.
1 A
utom
ate
finan
cial
, pro
cure
men
t,hu
man
reso
urce
and
adm
inis
trat
ion
man
agem
ent a
ndfix
ed a
sset
sm
anag
emen
proc
esse
s
Inte
grat
e fin
anci
alm
anag
emen
t sys
tem
Fina
nce
/P
rocu
rem
ent /
Sup
plie
rs
3.1
Tim
ely
and
accu
rate
dat
aca
ptur
e
3.0
Aut
omat
ion
of fi
nanc
ial
syst
ems
Tim
ely
and
accu
rate
repo
rts
gene
rate
dfro
m th
e sy
stem
33
34
10
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
Tota
l
Res
our
ces
(Ksh
. Mill
ion)
per
yea
r
5
Con
tinuo
us
Con
tinuo
us
OP
D
OP
D
77.2
TO
TAL
Fina
nce
/P
rocu
rem
ent
4.1.
1 H
ave
list o
fsu
pplie
rs.
Get
dis
coun
ts fo
rgo
ods
/ se
rvic
espr
ocur
ed
4.1.
2 P
aym
ent o
fcr
edito
rs w
ithin
cre
dit
perio
d
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t sav
ings
Red
uced
com
plai
nts
4.1
Effi
cien
tse
rvic
es4.
0 S
uppl
ier
Man
agem
ent
Y 1
10%
of t
otal
cos
tsa
ving
s in
all
year
s
Pay
men
ts m
ade
with
in 3
0 da
ys o
fde
liver
y
Str
ateg
yE
xpec
ted
Out
com
e(s)
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ivit
yO
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ut In
dic
ato
rK
PIs
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lem
enti
ngA
cto
rsT
imel
ine
12
34
5To
tal
Res
our
ces
(Ksh
. Mill
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57 |
ppo
a.go
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Year
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OP
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
PPOA Strategic Plan 2013 - 2018
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)
PPOA Strategic Plan 2013 - 2018
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
PPOA Strategic Plan 2013 - 2018
PPOA Strategic Plan 2013 - 2018
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
PPOA Strategic Plan 2013 - 2018
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
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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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PPOA Strategic Plan 2013 - 2018
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%
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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