Enabling PPA’s to participate in national development policies formulation and monitoring their implementation: The Tanzania Case Welcome Welcome Karibuni Karibuni Ramadhan S. Mlinga Chief Executive Officer Public Procurement Regulatory Authority P.O. Box 49 Tel: +255 22 2121236/7, Fax: +255 22 2121238 Email: ceo@ppra.go.tz Websit: www.ppra.go.tz Dar-es-Salaam Tanzania 1
Regulatory Framework of Procurement in Tanzania The Public Procurement (Goods, Works, Non-Consultant Services and Disposal of Public Assets by Tender) Regulations GN. No 97 of 2005 Guidelines for Preparation of Other Circulars periodically Tender Evaluation Guidelines d t n n r e a e Responsive bids issued by PPRA ) d d s s m Public s r t n n g n a t n n o e n o e r e i T Procurement i m B e t d m a v d e h r l o u u r e e s Act No. 21 of a G c g d c i d l o o e n b n l D R 2004 r a e a P a T c t t s o S E L ( The Public Procurement (Employment and Selection of Consultants) Regulations GN. No 98 of 2005 2
Economic Significance of Public Procurement in Tanzania 3 � 2007/08 – 153 PEs – approx Tshs. 1,800,974 million � 2008/09 – 216 PEs – Tshs. 2,963,476 million � TANROADS -Tshs. 1.14 trillion out of total. This is about 39 percent of the total volume of procurement � Only five PEs has volume above Tshs. 100 billion � Only 14 PEs had volume above Tshs. 10 billion 1US$ is approx Tshs. 1,300
Goods 34% Works 56% 4
Goods 54% Works 32% 5
Why link Procurement Reforms with National Development Policies? Public Value Legitimacy & Operational Capacity Support • Organisational structure – how and where resources are deployed and described; • Networks of capacity –regulations, technical assistance, partnerships, coalitions (shapping/guiding the behavior of others outside your organisation • Administrative systems including finance and control, human resources, performance and information; • Work systems, processes, protocols and procedures (SOPs)- how we organize the work • Organizational culture (norms and beliefs that help us interpret events and which influence behaviors); • Leadership and managerial action Figure 1: Strategic Triangle 6
It all translates to MEETING STAKEHOLDERSEXPECTATIONS CITIZENS OF CSOs TANZANIA Board of MPs and Directors PPRA Councillors Staff Training Inst/ Providers Political Leaders PEs PCCB MOF Procurement Professional Oversight Body – Associations Trade procurement system which is transparent, Associations Trade fair, effective, efficient Associations and able to offer value Suppliers/ for money contractors/ PSPB consultants Media PPAA Procurement DPs CRB/ experts ERB/ AQRB 7
Linkage to the National Development Vision 8 2025 + National Strategy for Growth and Reduction of Poverty Procurement Plans aligned with PEs strategic Procurement Plans aligned with PEs strategic plans and NSGRP Targets plans and NSGRP Targets PPRA staff understanding of linkages between PPRA staff understanding of linkages between NSGRP and the public procurement system. NSGRP and the public procurement system. PPRA and PEs capacity in undertaking value for PPRA and PEs capacity in undertaking value for money and NSGRP responsive public procurement money and NSGRP responsive public procurement assessments. . assessments. .
Linkage between public procurement 9 management and the national anti – corruption drive Collaboration with other state organs especially Collaboration with other state organs especially PCCB to fight corruption in public procurement PCCB to fight corruption in public procurement PPRA capacity to monitor, evaluate and control PPRA capacity to monitor, evaluate and control corruption in public procurement corruption in public procurement PPA 2004, Regulations and PPRA guidelines in PPA 2004, Regulations and PPRA guidelines in preventive measures against corruption in public preventive measures against corruption in public procurement procurement
Linkage between public procurement 10 management and the national anti – corruption drive PCCB officials’ knowledge of PPA 2004, PCCB officials’ knowledge of PPA 2004, Regulations and PPRA guidelines Regulations and PPRA guidelines Mass media and civil society involvement in the Mass media and civil society involvement in the fight against corruption in public procurement fight against corruption in public procurement Establish whistle blowing and witness protection Establish whistle blowing and witness protection system in tackling corruption in public procurement system in tackling corruption in public procurement
Linkage between public procurement 11 management and the national anti – corruption drive Systematic building of research/ data base on Systematic building of research/ data base on corruption in public procurement evidence –based corruption in public procurement evidence –based strategies strategies Information on prices for goods and services for Information on prices for goods and services for better decision making in public procurement better decision making in public procurement enhance the knowledge and skills of financial enhance the knowledge and skills of financial accountants and auditors in fighting corruption accountants and auditors in fighting corruption and waste in public procurement and waste in public procurement
Linkage between public procurement 12 management and the national anti – corruption drive Work with the public procurement stakeholders in Work with the public procurement stakeholders in the fight against corruption in procurement the fight against corruption in procurement
13 Monitoring Implementation Through a number of short, medium and long term Through a number of short, medium and long term results as per Monitoring and Evaluation Plan results as per Monitoring and Evaluation Plan
14 THANK YOU FOR YOUR ATTENTION
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