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An easy-to-read 60 page introduction to the concept of organisational learning, with a focus on development organisations. This draws on Bruce's earlier paper, "The Learning NGO", looking at the same eight-function model as well as barriers to learning and possible tools.
<TABLE OF CONTENTS>
FOREWORD
ACRONYMS
EXECUTIVE SUMMARY
I. Introduction
II. Approach and themes
Mainstreaming
Capacity development
Benchmarking, monitoring and evaluation
III. The way forward
A FRAMEWORK FOR DEVELOPING EFFECTIVE PROCUREMENT SYSTEMS IN
DEVELOPING COUNTRIES: THE JOHANNESBURG DECLARATION
ANNEX
CHAPTER 1 MAINSTREAMING AND STRENGTHENING PUBLIC PROCUREMENT:
A STRATEGIC FRAMEWORK
I. Introduction
II. Purpose
III. The rationale for broad support and participation in mainstreaming Support for reform is based on recognition of the cost to the country of existing procurement practices
Success in implementing procurement reform is linked to being able to demonstrate the benefits realised from improvements
IV. Elements of a mainstreamed procurement strategy
V. Good Practices
Country ownership and management of reform
Procurement as a central element in the Government’s programme
Integrating efforts to improve procurement outcomes into broader work to enhance public sector performance.
VI. Conclusion
ANNEX 1: EMERGING THEORIES ON CHANGE MANAGEMENT
Background
Change Management Theory
Open Systems Theory and Analysis
"Rules of thumb"
Research into Large Scale Organisational Change
ANNEX 2: LIST OF POSSIBLE SUPPORTERS OF/STAKEHOLDERS IN PROCUREMENT
REFORM
National
Civil society
International
ANNEX 3: EFFECTIVE MESSAGES: THE IMPORTANCE OF STORIES
CHAPTER 2 GOOD PRACTICE PAPER ON PROCUREMENT CAPACITY DEVELOPMENT
Overview
Background
Objective
Definition of capacity development
Structure
Part I The capacity development context
Part II Principles for Capacity Development
Underlying principles
Procurement specific principles
Part III Stakeholders
Introduction
National institutions
Procurement entities
Individual procurement staff
Professional procurement institute
Other national stakeholders Donors
CHAPTER 3 GOOD PRACTICES FOR BENCHMARKING, MONITORING & EVALUATION
Overview
PART I BASELINE INDICATORS TOOL FOR ASSESSMENT OF A NATIONAL PUBLIC
PROCUREMENT SYSTEM
I. Introduction
II. Background
III. Objectives and expected results
IV. Analytical approach
Coverage of the system
Methodological basis for the system of indicators
V. Structure of a public procurement system
Policy objectives
Determining baselines
Proposed levels of achievement
Weighting of indicators
VI. Baseline indicators system
Pillar I. The Legislative and Regulatory Framework
Pillar II. Institutional Framework and Capacity
Pillar III. Procurement Operations and Public Procurement Market Practice
Pillar IV. Integrity and Transparency of the Public Procurement System
VII. Methodology for use of the baseline indicators system
VIII. Linking the baseline indicators assessment into the country dialogue on public financial
management
IX. Performance measurement
X. Capacity development and donor commitment
PART II MEASURING AND MONITORING OF PROCUREMENT PERFORMANCE IN THE
PUBLIC SECTOR
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I. Introduction
II. Methodology and approach
III. Guiding principles
IV. Initial steps
V. Main features of the indicators
VI. Conditions and requirements
PART III A DATA COLLECTION AND PERFORMANCE ASSESSMENT SYSTEM FOR
IMPLEMENTING ENTITIES
I. Introduction
II. Objectives and expected results
III. Analytical approach: Presentation of Results
IV. Analytical approach: How procurement entities are assessed
V. Implementation of the PPME
VI. Conclusion Tables
Table 0.A1 List of countries and agencies involved in the Round Table process
Table 1.1 Change in number of assets procured by the Philippines' education sector due to
improved procurement practices
Table 1.2 Size of procurement in select countries
Table 1.3 Frequency of bribes paid to secure public construction contract in selected countries
Table 1.4 Proportion of contract price paid in bribes to secure a public contract in selected countries
Table 1.5 Estimated savings realised by the Government of the Philippines as a result of posting procurement opportunities on its electronic procurement system
Table 1.A3.1 Seven types of messages
Table 3.1 Proposed assessment guide
Table 3.2 Key performance process monitoring indicators
Figures
Figure 1.1 Torchlight
Figure 2.1 The capacity development context
Figure 2.2 Critical success factors for procurement capacity development
Figure 2.3
Figure 3.1 Three key outputs of the Benchmarking, Monitoring and Evaluation Working Group
Figure 3.2 Internal Self-Evaluation
Boxes
Box 1.1 Example of an "integrated" procurement system
Box 1.A1 A formula for overcoming resistance to change
Box 1.A3.1 Example of a Message Enhanced by Storytelling
Box 1.A3.2 Features in Effective Stories to Spark Change
Box 1.A3.3 Features in Effective Stories with a Future Vision
Box 2.1
Box 2.2 A Definition of Capacity Development
Box 2.3 UNDP's 10 Default Principles for Capacity Development
Box 2.4 Lessons learned from procurement reform in Indonesia (Stakeholder involvement)
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