Model Training Strategy for the Professionalization - Capacity Building of the Procurement Workforce

Transcription

1 Model Training Strategy for the Professionalization - Capacity Building of the Procurement Workforce Paulo Magina Head of the Public Procurement Unit Public Governance Directorate Astana, Kazakhstan 18 th May 2016

2 Definition Capacity development is the process by which individuals, organizations, Institutions and societies develop abilities to perform functions, solve problems and set and achieve objectives. It needs to be addressed at three inter-related levels: individual, institutional and societal. United Nations 2

3 The 2015 Recommendation on Public Procurement: 12 integrated principles Transparency Accountability Access Participation E- Procurement Efficiency Evaluation Integrity Integration Balance Capacity Risk Management 3

4 Capacity Knowledge Skills Capacity Behaviour Competencies 4

5 Capacity in the OECD REC High Professional Standards Ensure that procurement officials meet high professional standards for knowledge, practical implementation and integrity by providing a dedicated and regularly updated set of tools Attractive Career Paths Provide attractive, competitive and merit-based career options for procurement officials Collaborative Approaches with Knowledge Centres Promote collaborative approaches with knowledge centres such as universities, think tanks or policy centres to improve skills and competences of the procurement workforce 5

6 The importance Capacity Building is a key pillar for an efficient public procurement system, it: Affects directly the overall performance of the public procurement system and impact most of the related subjects and principles Is an investment in the future sustainability of the financial and governance systems of the country Brings real benefits 6

7 The Problem Under-professionalisation, fragmented public procurement workforce Leads to inefficiencies, costly mistakes, additional complaints or litigation, and lack of stability Too often treated with ad hoc, short-term training events No model strategy on how to develop capacity and training in public procurement A challenge across procurement systems in emerging economies, MENA and OECD countries 7

8 The Challenge Developing Appropriate Capacity requires: Both short-term and long-term planning and prioritisation Coordination of stakeholders and actors across a number of public and private spheres Political will and a national strategy for the necessary gradual change 8

9 The Solution The Procurement Capacity Strategy which presents a series of steps and templates designed to guide the development of a professionalised, capable public procurement workforce. 9

10 The Steps 1 Creating the Steering Commitee Identifying the Issues Identifying the Goals Finding the Appropriate Training Solutions Strategic Action Plan Training Action Plan 7 Financing Solutions 8 Monitoring Results 10

11 1. The Steering Committee Should include all relevant stakeholders and define their commitments Should be established at a high level Underscores the links between public procurement capacity building and broader issues of good governance 11

12 1. The Steering Committee Coordinating the PP Capacity Building Program Conducting the needs assessment Identifying the goals of the strategy-prioritization Drafting the Action plan Coordinating with the Ministry in charge of civil service to include training on public procurement Revising the civil service laws and regulation (New provision on the procurement carrier, code of ethics ) 12

13 1. The Steering Committee Coordinating with the Ministry in charge of education Identifying potential sources of financing Accrediting the training, piloting and overseeing the training delivery Monitoring the results according to the requirements set by the committee Preparing lessons learned. Adapting and revising the action plan as needed 13

14 2. Identify the Issues All actors should consider taking a critical look to the situation: identifying gaps, bottlenecks and needs. Assessment of: Institutions capacities (PP cross sector function) Staff competencies (procurement, audit, private sector ) Procurement education system: Training institutions Training availability:initial or continuous education/ short or long duration training/basic certification or academic diploma/ private training offer 14

15 3. Identify the Goals Based on the report of existing issues + financing available, goals should be established regarding: People targeted To address: under-professionalization of procurement staff, lack of selective recruitment, lack of career perspectives, lack of incentives for individual staff. Institutions targeted To address: under-performance of the services, lack of clarity of responsibilities, costly mistakes during the planning process, and eventually high levels of complaint, litigation and staff turnover 15

16 3. Identify the Goals Professionalisation of the Procurement function and jobs: Recognition of the specificity of the procurement function + Profiling the procurement jobs+ setting requirements for Procurement positions+ incentives and rewarding salaries specialisation Enhancement of Public Procurement Training Availability Several questions arise when it comes to the design of the training set of choices: individuals targeted, content of the materials, quality of the trainers, duration, objectives and expected outputs Accreditation of the trainings Trust 16

17 4. Appropriate Training Solutions Identifying Appropriate Trainers and Institutions Involving local training institutions, prof. schools Best trainers: experienced procurement staff + university professors Best solution: procurement institute/specific diploma Customised Curriculum Short-, medium- and long-duration courses Specialised Programs (TtT, profs-to-profs) Integration with Degree Programs/ Master degree Tools Website Procurement Training Network Manual (accessible, relevant, clear, accurate, up-to-date) 17

18 5. Strategic Action Plan Identifies Scheduled Objectives, Tasks, Actions and Timeframes for all Stakeholders Developed and Approved by the Steering Committee Template included in the Procurement Capacity Building Strategy 18

19 6. Training Action Plan Include a detailed Implementation Plan Can be organised by: Type of training (short-, medium-, longduration) or Project (item from Strategic Action Plan). Simplified template in the Procurement Capacity Building Strategy 19

20 7. Financing the Strategy The Steering Committee should: Identify potential funding sources within the government and outside (fee from the contractors, trainees or their employers) Coordinate projects and proposals funded by external donors to ensure complementary efforts with no unnecessary duplication 20

21 8. Monitoring the Results The Steering Committee should ensure appropriate monitoring, both to validate the current efforts and to identify necessary changes (Kirkpatrick/Phillips Model). Improved Outcomes and Return on Investment can support additional training development. 21

22 For more information on OECD work on public procurement

23 Thank you for your attention. 23