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Pakistan Institute of Management
TRAINING NEED ASSESSMENT AND TRAINING STRATEGY
FOR PUBLIC PROCUREMENT IN PAKISTAN
July 15, 2014
Ministry of Industries & Production, Govt. of Pakistan
PAKISTAN INSTITUTE OF MANAGEMENT Serving Business and Industry Since 1954
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TRAINING NEED ASSESSMENT AND TRAINING STRATEGY FOR PUBLIC
PROCUREMENT IN PAKISTAN
Contents ABBREVIATIONS AND ACRONYMS ........................................................................................................ IV
LIST OF TABLES AND FIGURES .............................................................................................................. V
EXECUTIVE SUMMARY .......................................................................................................................... VI
ACKNOWLEDGEMENTS .......................................................................................................................... X
PART 1: INTRODUCTION ........................................................................................................................ 1
1. SITUATION ANALYSIS .................................................................................................................... 1
2. GLOBAL TRENDS AND PRACTICES ON PUBLIC PROCUREMENT CAPACITY BUILDING .................. 3
3. PROJECT SCOPE ............................................................................................................................. 6
PART 2: TRAINING NEED ANALYSIS ...................................................................................................... 7
4. TNA SCOPE ..................................................................................................................................... 7
5. TNA METHODOLOGY ...................................................................................................................... 8
5.1 DOCUMENTS/REPORTS REVIEW ............................................................................................................................... 9
5.2 INTERVIEWS/DISCUSSION ......................................................................................................................................... 9
5.3 SYSTEMIC AUDIT OBSERVATIONS ........................................................................................................................... 10
5.4 THE QUESTIONNAIRE .............................................................................................................................................. 11
6. TNA FINDINGS .............................................................................................................................. 14
6.1 ESTIMATED NUMBER OF GOVERNMENT OFFICIALS ENGAGED IN PROCUREMENT ............................................... 14
6.1.1 GOVERNMENT DEPARTMENTS ........................................................................................................................ 14
6.1.2 AUTONOMOUS BODIES.................................................................................................................................... 18
6.2 TRAINING NEEDS ..................................................................................................................................................... 20
6.2.1 TRAINING CATEGORIES DEFINED ..................................................................................................................... 20
6.3 ESTIMATED TOTAL NUMBER OF GOVERNMENT OFFICERS IN EACH PROCUREMENT CATEGORY ......................... 22
6.3.1 RECOMMENDED TRAINING FOR EACH CATEGORY .......................................................................................... 25
7. RECOMMENDATIONS FOR TRAINING CURRICULUM .......................................................................... 27
PART 3: PUBLIC PROCUREMENT TRAINING STRATEGY ....................................................................... 28
8. VISION ........................................................................................................................................... 29
9. MISSION ........................................................................................................................................ 29
10. STRATEGIC APPROACH ................................................................................................................. 29
11. STRATEGY AT A GLANCE .............................................................................................................. 30
12. LEVELS OF STRATEGY IMPLEMENATION ..................................................................................... 32
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12.1 POLICY LEVEL ACTIONS ......................................................................................................................................... 32
12.2 ADMINISTRATIVE LEVEL ACTIONS ......................................................................................................................... 32
12.3 OPERATIONAL LEVEL ACTIONS.............................................................................................................................. 32
13. STRATEGIC ACTION 1 ................................................................................................................... 33
13.1 RECOMMENDED STRATEGIES ............................................................................................................................... 33
13.2 IMPLEMENTATION PLAN ....................................................................................................................................... 34
13.3 PHASES OF TRAINING IMPLEMENATION .............................................................................................................. 39
14. STRATEGIC ACTION 2 ................................................................................................................... 41
15. STRATEGIC ACTION 3 ................................................................................................................... 42
16. RECOMMENDED ACTIONS FOR PUBLIC PROCUREMENT TRAINING ............................................. 44
17. FINANCIAL REQUIREMENT AND POSSIBLE SOURCES OF FUNDS ................................................. 45
18. EXECUTION AND CONTROL MECHANISM ........................................................................................ 48
19. ACTION PLAN ................................................................................................................................ 50
ANNEXURE A: TNA QUESTIONNAIRE ........................................................................................................ 54
ANNEXURE B: LIST OF SAMPLE ORGANIZATIONS ...................................................................................... 58
ANNEXURE C: NUMBER OF EMPLOYEES IN GOVERNMENT AND ATTACHED DEPARTMENTS ........................ 63
ANNEXURE D: NUMBER OF AUTONOMOUS BODIES/CORPORATIONS AND THEIR EMPLOYEE STRENGTH ..... 71
ANNEXURE E: LIST OF RESPONDENT ORGANIZATIONS .............................................................................. 73
ANNEXURE F: LIST OF HEC RECOGNIZED PUBLIC SECTOR UNIVERSITIES AND DEGREE AWARDING
INSTITUTES ............................................................................................................................................. 75
ANNEXURE G: LIST OF FEDERAL DEPARTMENTS AND AUTONMOUS BODIES FOR PHASE-1 ......................... 78
BIBLIOGRAPHY ........................................................................................................................................ 91
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ABBREVIATIONS AND ACRONYMS
AGPR Accountant General Pakistan Revenues
ACR Annual Confidential Report
BPS Basic Pay Scale
CEO Chief Executive Officer
CIPS Chartered Institute of Purchasing and Supply
DG Director General
EIPA The European Institute of Public Administration
FWO Frontier Works Organization
F&A Facilities & Administrative
GFR General Financial Rules
GOP Government of Pakistan
HEC Higher Education Commission
ILO International Labor Organization
ITC International Trade Centre
KPK Key Performance Indicator
KPK Khyber Pakhtunkhwa
MD Managing Director
MoU Memorandum of Understanding
MPDD Management & Professional Development Department
MSME Micro, Small and Medium Sized enterprises
NIM National Institute of Management
NIP National Institute of Procurement
NPSL National Physical and Standards Laboratory
NSPP National School of Public Policy
PER Public Expenditure Review
PIDC Pakistan Industrial Development Corporation
PIM Pakistan Institute of Management
PKR Pakistan Rupee
PPRA Public Procurement Regulatory Authority
RFT Request for Tender
SO Section Officer
STI Secretariat Training Institute
S&GAD Services & General Administration Department
TNA Training Need Analysis
TOR Terms of Reference
TOT Training of Trainers
UNCTAD United Nations Conference on Trade and Development
UNDP United Nations Development Program
WB World Bank
WTO World Trade Organization
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LIST OF TABLES AND FIGURES
TABLES
Table 1: Estimated Number of BPS 16 – BPS 22 Officials in Federal and Provincial Governments
16
Table 2: Estimated Number of Procurement Officials in Government Departments 18
Table 3: Number of Autonomous Bodies at Federal and Provincial Levels, and the Estimated Total Number of Employees
18
Table 4: Questionnaire Response Rate 19
Table 5: The Number and Levels of Procurement Staff in Autonomous Bodies 19
Table 6: Estimated Total Number of Government Officers in Each Category 22
Table 7: Estimated Number of Federal Government Officers in Each Category 23
Table 8: Estimated Number of Punjab Government Officers in Each Category 23
Table 9: Estimated Number of Sindh Government Officers in Each Category 24
Table 10: Estimated Number of KPK Government Officers in Each Category 24
Table 11: Estimated Number of Balochistan Government Officers in Each Category 25 Table 12: Break-down of Activity 1 35 Table 13: Identified HEC recognized public universities as potential training institutes 36 Table 14: Identified training organizations as potential training institutes 36
Table 15: Training Institute selection criteria 37
Table 16: Break-down of Activity 2 38 Table 17: Break-down of Activity 3 39 Table 18: Estimated Number of Government Officers/Staff to be trained in Phase-1 40 Table 19: Estimated Number of Government Officers/Staff to be trained in Phase-2 40 Table 20: List of Universities and Institutes Offering Procurement Related Programs 43
Table 21: Estimated Funds Requirement for the Half Day training and Three day Class Room Training
45
Table 22: Total Estimated Funds Requirement for Phase-1 46 Table 23: Total Estimated Funds Requirement for Phase-2 46 Table 24: Action Plan 51
FIGURES
Figure 1: The TNA Methodology 8
Figure 2: The Procurement Function in Government Departments 15
Figure 3: Estimation of Government officials engaged in procurement 17
Figure 4: Strategy at a Glance 31
Figure 5: Action Plan 50
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EXECUTIVE SUMMARY
Introduction and Rationale of the Project
Public Procurement is by and large a fundamental and functional component in Public
Administration that plays pivotal role in discharging obligations of national interest. It is complex,
multi-dimensional and highly professional process that demands qualified, well-trained and
skilled personnel. Unfortunately, in Pakistan, Public Procurement has not been considered a
specialized profession within the close quarter of large Public sector and the outcome of this very
neglecting is principally tri-fold as:
Lack of required qualification and systematic training mechanism for officials engaged in
procurement process.
Lacks in procurement planning and sharp missing links between organizational budgets
and procurement plans
Spot procurements, expediencies and urgencies; especially concerning large projects, results
in inefficiencies and wastage of public funds.
Above captioned core and number of other related loops provided a broad-based rationale for
drawing out a systematic and comprehensive mechanism of capacity building of government
officials by focusing on training of existing and newly recruited government officials and inclusion
of public procurement in academic institutions. National Procurement Strategy (2013-16)
developed by PPRA has even highlighted the need of capacity building of procuring entities and
suppliers or contracting industry. This study on TNA and Training Strategy for Public
Procurement in Pakistan is even a comprehensive initiative (1st step) towards formalizing Training
need Assessment (TNA) of concerned officials involved in procurement; it is in fact a broad based,
well thought out and comprehensive plan focusing human capital development as captioned in
National Procurement Strategy. It is primarily a multi-dimensional derivative to implement
PPRA‟s National Procurement strategy in its widest possible sense. The purpose of this study was
to carry out a detailed assessment of training needs and develop a comprehensive training strategy
to professionalize the procurement function in Pakistan. The overall study comprised of the
following two major tasks:
Conducting Training Needs Assessment (TNA) for Government Officials engaged in
public procurement at federal and provincial level
Formulating a comprehensive Training Strategy for Government Officials involved in
public procurements.
Training need assessment and training strategy were developed in consultation with the PPRAs,
the World Bank Country Office in Pakistan and the Government Departments engaged in
procurement of goods, works and services.
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Training Need Assessment
TNA was conducted encircling federal and provincial Public sector offices including autonomous
bodies; quantitative and qualitative data collection tools {questionnaires, interviews} were adopted
to collect data.
During TNA process, it was explored that the procurement practices are all the way different when
we discuss Public sector department and autonomous bodies. It was observed that in Public Sector,
officers belong the ranks of BPS 16+ are involved in procurement while autonomous bodies either
have a dedicated procurement department or the administration, finance and store officers/staff
are engaged in procurement process.
Multiple sources of data like statistical bulletin of employees, federal and provincial budgets and
Data from S&GAD were utilized to estimate number of government officials engaged in
procurement. Interviews with various government officials including the government auditors
were the prime source of comprehending the purchasing process and identifying the training
needs in government departments.
Autonomous bodies were undertaken separately and a detailed questionnaire was developed and
circulated to federal and provincial autonomous bodies in order to gauge the number and training
needs of government officers/staff in autonomous bodies engaged in procurement process.
Although overall response rate was around 50%, but the responses from organizations with huge
procurement outlay like Pakistan International Airlines, Pakistan Railways, Pakistan State Oil,
State Life and Karachi Port Trust etc. were received.
The categorical study of Public sector organizations and departments has been charted out as
follows:
Grade/
Position
BPS 20-22
(CEO, MD, Director, GM, Divisional Head)
BPS 17-19
(Senior Managers and Managers)
BPS 16 or below
(Assistant Managers, Deputy Managers,
Technical/Purchase officers)
Training Category Defined
Senior Procurement Approving Authorities
Mid-level Procurement Planning and Execution Officers
Procurement Execution and Support Staff
Estimated Number of Govt. Officials
4,000 28,500 20,000
Categorical Population of Personnel involved in Procurement in Public Sector Offices and TNA
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Highlighted Areas for Training
Procurement governance and
overview of the PPRA rules.
Understanding of PPRA rules, procurement planning and
budgeting, contract administration, prevention and detection of fraud, corruption,
and collusion, and procurement ethics.
Understanding of PPRA rules, bidding document preparation, and contract administration and record
keeping.
Public Procurement Training Strategy
The strategic goal of this study is to “Improve Public Procurement process to ensure maximum and
effective utilization of ex-chequers‟ money.” The public procurement training strategy
recommends a three-pronged approach to achieve the strategic goal of professionalization of the
public procurements. The three elements of this approach are the People, the Systems, and the
Performance. All the corresponding trainings are to be planned keeping in view this tri-dimensional
model. This model clarifies that PPRA would make appropriate policies and mechanisms that only
trained professionals would undertake the process of procurement, extensive capacity building of
involved professionals be undertaken on defined intervals to ensure consistency in procurement
process, newly inducted officials would be trained at the very early stage of their careers and
performance measurement be linked with the outcome displayed by an individual while
discharging his/her procurement related obligations.
It is hereby mentioned that PPRA is the sole and authorized custodian of this strategy and further
to the bodies selected to play their roles in implementing this strategy referencing development of
training modules, duration plans, conduction of training, evaluations etc. will work under the
directives of PPRA, once they are selected to part the implementation process.
The public procurement strategy has set down three major strategic actions to professionalize the
procurement function in Pakistan.
1. Training of existing government officials engaged in procurement process.
2. Developing a mechanism for newly recruited government officials and having an ongoing
system of procurement training.
3. Incorporating public procurement modules in academic institutions for the continuous
availability of trained man-power on public procurement.
Training of existing government officials engaged in procurement will be performed by using
different methods of training like e-learning and class room training. E-learning can be used as a
basic method for the training of procurement officials. E-learning can facilitate the refresher
trainings and training of government officials at remote locations. This strategy suggests Half Day
courses for “Senior Approving Authorities”: whereas, separate Three Day training program are
recommended for “Mid-Level Procurement Planning and Execution Officers” and “Procurement
Execution and Support Officers”. It is suggested that trainings be designed based on the training
areas identified during the TNA process. It is captioned here that PPRA shall develop standardized
training module for E-learning, half day courses and three days programs.
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Public procurement training strategy highlights funding requirement for successful
implementation. Training cost for Half Day training is estimated to be PKR 2000 per person for
senior procuring authorities and the accumulated cost is PKR 7,822,000. The cost of conducting
three day training for Mid-level procurement officers is estimated to be PKR 4000 per person and
the total cost is PKR 113,696,000. The overall assessed cost of Three Day training for procurement
execution and support staff is PKR 60,423,000. The total estimated funding requirement for training
is nearly PKR 181,941,000 for training approximately 52,500 government officials. The possible
providers of funds may be federal and provincial governments and other funding resources like
donor agencies. Funding requirement of E-learning will be nominal as existing developed system
meet the requirement and might need few customizations.
A comprehensive action plan covering all the concerned tiers of officials involved in procurement
including details about major tasks, output, time frame and implementing agency for each task has
been drafted and under review. The core of this action plan is to implement the outlined strategy in
a standardized, documented and planned sphere, so that required and desired results can be
obtained with in due course of time.
End Note:
The captioned Executive summary duly encircles core areas and findings of the project undertaken.
The area of public procurement is of sheer significance and in this highly competitive environment,
it is needed to work upon sustainable competitive advantage and this sustainable competitive
advantage for any and every organization is its Human Resources. Human Capital development
theory highlighted extensively that only resource that can ensure lasting growth is human.
Training and development is the core activity focusing knowledge dissemination and inter-group
learning and it must be an ongoing and never ending process.
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ACKNOWLEDGEMENTS
This report under your perusal was prepared by Mr. Laiq-ur-Rehman, Mr. Adeel Zeerak, and Ms.
Husna Memon from Pakistan Institute of Management. Special thanks to the following individuals
for their support and advice in conducting this study on public procurement training in Pakistan:
1. Ms. Nazarat Bashir, Managing Director PPRA
2. Mr. Alam Zeb Khan, Director General, PPRA
3. Mr. Shahid Husain, MD PPRA Punjab
4. Mr. Muhammad Issa Memon, Director (Enforcement), PPRA Sindh
5. Mr. Rafique Mustafa Sheikh, Deputy Director, PPRA Sindh
6. Mr. Muhammad Adil , Managing Director PPRA KPK
7. Ms. Faryal Kazim , Deputy Director, PPRA KPK
8. Mr. Anwar ul Hassan Bukhari, D.G, STI
9. Mr. Shaheen Raja, D.G, NPSL
10. Mr. Shahnawaz Burni, G.M, F&A, State Enterprise Display Center
11. Mr. Pitafi, S.O. General, Establishment Division
12. Mr. Diyo, Deputy Secretary, Establishment Division
13. Mr. Ghulam Haider, Assistant Director, Management Services Wing
14. Mr. Saleem Noor, S&GAD Punjab
15. Mr. Haleem Sheikh, Additional Secretary, S&GAD Sindh
16. Mr. Khalil ur Rehman, Additional Secretary Finance, Government of Sindh
17. Mr. Maqbool Hussain, S.O, S&GAD KPK
18. Mr. Atiq ur Rehman, S.O General, S&GAD Quetta
19. Mr. Noor Ahmed Pirkani, D.G, Quetta Development Authority
20. Auditors team from Auditor General Office and Auditor General Sindh
21. Ms. Uzma Sadaf, Senior Procurement Specialist, World Bank
22. Mr. Khalid Bin Anjum, Procurement Analyst, World Bank
23. Mr. Abid Hussain, Director, Pakistan Institute of Management
24. Mr. Aslam Mustafa, Ex-General Manager, Pakistan Institute of Management
25. Mr. Yousuf Syed Ali, Deputy General Manager, Pakistan Institute of Management
26. Mr. Rizwan Junaid, Deputy General Manager, Pakistan Institute of Management
27. Mr. Aleem Habib, Chief Management Counselor, Pakistan Institute of Management
28. Mr. Imran Ghani, Business Development Manager, Pakistan Institute of Management
29. Ms. Asiyeh Kashani, Client Relationship Manager, Pakistan Institute of Management
30. Mr. Bilal Khichi, Business Development Manager, Pakistan Institute of Management
Laiq ur Rehman Deputy General Manager Team Lead – PIM Consulting Group Pakistan Institute of Management
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PART 1: INTRODUCTION
1. SITUATION ANALYSIS
The need for professionalization of public procurements in a country can be realized from the fact
that, according to The World Bank, 10% to 20% of the GDP of a country goes to public
procurements. Therefore an ineffective and inefficient public procurement mechanism in any
country can result in continuous waste of enormous national resources. If we take the case of
Pakistan, we can see much inefficiency in the public procurement system of our country that needs
to be improved on priority basis.
The general perception regarding public procurement in Pakistan is that it is not in line with the
procurement best practices. This perception is based upon many facts that were highlighted during
the course of this assignment while taking interviews of auditors and other experts of the field,
during data analysis, and from the procurement audit reports. Some of the facts depicting the
inefficiencies in the system are mentioned in the paragraphs below.
Despite the fact that heavy amounts are spent by many government organizations on
procurements, generally speaking the organizations‟ budgets are not linked with their
procurement plans. The absence of such linkage produces a lot of inefficiencies in the public
procurements. Deficiency in proper budget utilization is also observed in many public
organizations. One of the main reasons for this improper utilization is the limited procurement
capacities in procuring agencies.
It has been noticed that many procurements especially that of works are based upon expediencies
and urgencies that results in inefficiencies and waste of public funds. Many works procurement
involves payment delays, completion issues, lack of systematic monitoring, control, and
evaluation. Proper completion of the works with a well-documented PC-4 document is also
missing in many projects.
Procurement planning is one of the most important tasks of the overall procurement cycle. Proper
procurement planning ensures high quality during the execution phase of the procurements.
However, it has been noticed that a proper procurement planning process is missing in many
public procurements.
It has also been noticed that many officers and staff members in procuring agencies involved in
public procurements lack a thorough understanding of the PPRA rules applicable to them. Many
organizations feel that there should be public procurement training available all over Pakistan
where these organizations can send their officers and staff members for training.
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There is an absence of an organized and well-coordinated training mechanism on public
procurements at federal and provincial levels. Although some organizations like PPRAs and some
other training institutes are providing training on public procurement, these uncoordinated
individual organizational efforts are not properly integrated into a well formulated training
strategy that can produce synergy to the individual capacity building efforts.
There is also an absence of a training impact measuring mechanism for the officers and staff
trained on public procurement practices. As a result the training institutes are not sure that whether
their training are producing the desired results. And neither do the trainees‟ organizations can
measure the effectiveness of the training and justify the amounts spent on training.
Due to these problems and inefficiencies in the public procurement system in Pakistan there was a
dire need for a comprehensive study on the training needs assessment and the formulation of a
public procurement capacity building strategy that is applicable to federal and provincial levels.
The objective of this study is to professionalize public procurement practices in Pakistan.
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2. GLOBAL TRENDS AND PRACTICES ON PUBLIC PROCUREMENT CAPACITY
BUILDING
With the tremendous advances in the field of information technology, innovative methodologies of
training are now being utilized in addition to traditional methods of training. The use of E-learning
training methodology is on the rise as well as its conventional counter-part of class room training.
Each method of training has its advantages and its disadvantages. One advantage of E-learning is
that it breaks the geographical barriers. But on the other hand it can never match the training
impact created during the face-to-face class room training sessions.
As far as public procurement training are concerned, both E-learning and traditional class room
methods of training are being utilized globally. All types of programs like degree programs,
professional diplomas, certifications, and certificate courses are being utilized by various training
institutes.
The following text gives some examples for public procurement capacity building activities carried
out throughout the world:
The United Nations Development Program (UNDP) offers specialized procurement training
and certification1 to staff from the UN system, non-governmental organizations, international
development financing institutions and their borrowers, and governments. UNDP
procurement certification courses are accredited by the Chartered Institute of Purchasing and
Supply (CIPS) assuring compliance with high international qualification standards as well as
offering participants access to a world-wide community of procurement professionals.
All UNDP/CIPS procurement certification course content at Introductory (Level 2), Advanced
(Level 3), and Diploma (Level 4) levels is tailored to reflect common United Nations and public
procurement rules, policies and procedures.
UNDP and CIPS have been awarded the prestigious European Supply Chain Excellence Award
2012/2013 in recognition of the joint Procurement Training and Certification Program and its
success in professionalizing the UN and public procurement sector.
The European Institute of Public Administration (EIPA) conducts Introductory and
Practitioners Seminars2 on European Public Procurement Rules, Policy and Practice.
The seminar is intended for public officials from national, sub-national and local authorities and
other public bodies from the EU Member States, European institutions and European bodies
and candidate countries, who wish to familiarize themselves with European public
procurement rules, policy and practice, as well as for other interested persons working in this
field, for example representatives from industry and academia.
1 Procurement Training Introduction, Last Accessed May 28, 2014, http://www.undp.org/content/undp/en/home/operations/procurement/procurement_training/ 2 Introductory And Practitioners Seminar: European Public Procurement Rules, Policy And Practice, Last Accessed May 20, 2014, http://Seminars.Eipa.Eu/En/Activities09/Show/&Tid=5390
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The seminar covers the principles and procedures of European public procurement policy,
focusing on the Public Procurement Directives, relevant case law and the enforcement of the
procurement regime. It will address international aspects of and new initiatives in the EU‟s
procurement policy.
International Labor Organization (ILO) conducts the Master in Public Procurement
Management3 for Sustainable Development Program. Within the Master in
Public Procurement Management for Sustainable Development Program, The Sustainable
development and Government cluster of the ITCILO offers the following Specialized
Courses:
Supply Chain Management: Logistics, Insurance Policies and Incoterms
Balances Sheets Analysis and Financial Management Reporting Standards for
Procurement Practitioners
Procurement Management for Goods Physical Services and Consultancy Services
Works Procurement Management
Advance Contract Management
Sustainable Procurement : Social, Economic and Environmental Considerations in
Public Procurement
Public Private Partnerships
Procurement Audit and Systems for Prevention and Detection of Fraud and
Corruption
E-Procurement
These Courses are a focused and in depth look to each of the corresponding subjects,
enabling the target participant to attain a high degree of knowledge and proficiency in an
abridged amount of time.
The World Bank offers massive open online training (MOOC)4 on public procurement.
The overall aim of the program is to impart required knowledge and skills to undertake
effective procurement using best in class practices. This program expected to result in
Capacity Building and professionalization of Public Procurement in South Asian Countries.
Two types of programs offered are:
1. Professional Diploma in Public Procurement (PDPP)
2. Certificate Program in Public Procurement (CPPP)
3 Specialized Courses, last accessed may 20, 2014, http://masterpublicprocurement.itcilo.org/special-courses 4 Professional Diploma in Public Procurement, last accessed May 18, 2014, http://www.procurementlearning.org/
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United Nations Institute of Training and Research conducts a web-based five weeks
training on Introduction to Public Procurement5. The course consists of the following
modules:
Module 1: Introduction to Public Procurement and Legal Framework
Module 2: Methods of Public Procurement
Module 3: Contract Execution in Public Procurement
Module 4: Post-execution Phase of Public Procurement contracts
Module 5: Overview of General Terms and Conditions of Public Procurement
contracts
ALISON is a global social enterprise providing essential, certified, education and workplace
training skills free to any individual, anywhere, over the web. With 3 million learners in 200
countries, ALISON has global reach and a global reputation.
ALISON runs a Diploma in EU Public Procurement6. The course covers topics such as best
practices for developing specifications, what procedures are used during the procurement
process, how to write the Request for Tender (RFT) document, implementing the public
procurement process, and the ethics associated with the procurement process.
5 Introduction To Public Procurement (2014), Last Accessed on May 29, 2014,
http://www.unitar.org/event/introduction-public-procurement-2014
6 Diploma in EU Public Procurement, last accessed May 28, 2014, http://alison.com/courses/diploma-in-eu-public-procurement
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3. PROJECT SCOPE
The scope of the study consisted of both Federal and Provincial levels. The overall study can be
divided into two major tasks:
1. Conducting Training Needs Assessment (TNA) for public procurement training for officers
and staff members in government departments and autonomous bodies.
2. Formulating a comprehensive Training Strategy for capacity building of officers and staff
involved in public procurements.
The two major tasks mentioned above are interrelated as the output of the Training Needs
Assessment is the input for formulation of the Public Procurement Training Strategy.
The scope of the TNA involves estimation of number of procurement officers/staff both at federal
and provincial levels. It also covers assessment of the different levels of government officials and
the training needs for each level.
The scope of training strategy includes developing a broad framework for strategy formulation by
respective PPRAs. The strategy outlines strategic objectives, major initiatives, implementation
mechanism and estimated funding requirements.
The subsequent sections of the report are divided with respect to these two major tasks involved in
the study starting with the Training Needs Assessment.
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PART 2: TRAINING NEED ANALYSIS
4. TNA SCOPE
The purpose of the TNA was to assess the overall training needs with respect to procurement in
public sector. The three main objectives of conducting this TNA were;
Estimate the number of government officers and staff engaged in the public procurement
process.
Categorization of government officials based on their roles and responsibilities in the
procurement process.
Identification of training needs of each procurement category
A detailed TNA study was to be conducted keeping in view of the above-mentioned three objectives. The
outcomes and recommendations proposed as an outcome of this analysis have shaped the Training
Strategy.
The scope of the TNA comprised of both Federal and Provincial governments. It included all the
government offices, attached departments and the government autonomous bodies.
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5. TNA METHODOLOGY
In devising TNA methodology, the project team examined a body of literature on TNA and
conclusions drawn by researchers and experts on TNA the methodology. There is a strong case in
the literature that the initial assessment of training needs is among one of the best practices and
most common approach towards training. In addition, there is an agreement that a TNA is crucial
to deliver appropriate and effective training to the target audience.7
The process delineated below is one that was followed in determining training needs of the
government officials and staff members engaged in public procurements.
Figure 1: TNA Methodology
As evident from figure 1, there are three primary sources of data for the TNA, these are:
1. Structured questionnaires
2. Interviews from subject experts
3. Documents/reports review
Based on nature and complexity of the project, more than one data collection tools were used in
combination to get a wider picture of training needs. The data collection techniques for the TNA as
discussed as under;
7 Boydell and Leary 1996, Gupta 2007, Barbazette 2006., Buckley & Caple 2009.
•Designing Questionnaires (Physical / Online)
QUESTIONNAIRE DESIGN
•Administer Questionnaire
•Interview and documents Review
DATA COLLECTION
•Quantitative / Qualitative Analyses
•Determine categories and training needs
•Findings and Recommendations DATA ANALYSIS
•Key Findings
•TNA report REPORTING
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5.1 DOCUMENTS/REPORTS REVIEW
Document review focused on accessing the existing information to determine the approximate
population of government organizations at federal and provincial levels. In this regard, multiple
sources of data such as official government web sites, relevant divisions/departments‟ websites,
federal and provincial budgets 2013-14, FBR publications and, State Bank publications have been
examined. The data extracted from these various sources was consolidated to create a
comprehensive list of government departments and autonomies bodies.
In order to assess the number of Government Officials engaged in public procurement process at
federal level, Annual Statistical Bulletin of Federal Government Employees 2011-12 and Annual
Statistical Bulletin of Employees of Autonomous/Semi-Autonomous Bodies/Corporations under
the Federal Government 2011-12 were analyzed. Furthermore, Federal Government Employee
Census Report 2006 and Telephone Directory of Cabinet Division were also reviewed.
Estimates of Charged Expenditure & Demands for Grants 2013-2014 were reviewed to assess
number of government officials engage in procurement process.
Due to lack of any structured data available from government of Sindh, Employees payroll data
from a classified source is used to ascertain the number of Sindh government officials involved in
procurement.
List of Government Employees of KPK and Balochistan, provided by S&GAD departments of
respective provinces, were reviewed to assess the number of provincial government officers
involved in procurement process. Moreover, Telephone Directory published by S&GAD
departments of Government of KPK and Balochistan were also checked.
5.2 INTERVIEWS/DISCUSSION
Interviews and Discussions were also conducted to gauge the number and levels of government
officials and the training needs for the each level engaged in the procurement process.
These interviews/discussions were held with government officials like Secretaries, Deputy
Secretaries, and Section Officers of S&GAD, Federal and Provincial Auditors and other
government officials. Semi structured and unstructured interviews were conducted with these
officials in order to assess the training needs and to acquire data regarding officers and staff
working in government departments. In some instances, where a face-to -face interview was
difficult to arrange, a telephone interview was conducted. The officials of federal and provincial
PPRAs were visited for gathering required information.
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5.3 SYSTEMIC AUDIT OBSERVATIONS
The systemic audit observations, based on review of the Audit Reports and the interviews and
discussions with audit teams, are briefly discussed below:
1. Some government departments use alternative procurement methods such as quotations
and direct contracting instead of using the competitive bidding process. These departments
may declare some regular purchases as emergency purchases in order use direct contracting
method of procurement.
2. The bids should be evaluated not only in terms of price, but also whether they fulfill all the
requirements in the tender specifications and also on other factors such as quality,
reliability, timely delivery, etc. At times bid evaluations are not complied adequately, for
instance, it has been observed that the conditions of NTN, Sales Tax Registration, security
deposit, and earnest money may not fulfilled by the bidders.
3. Sometimes procurement advertisements fall short of the requirements set by PPRA due to,
Incomplete newspaper advertisement content
Not placing advertisement on the organizational website
Advertisement placement in newspaper with low readership or limited circulation
4. According to PPRA Rules, the minimum response time for bidders is 15 days. At times,
bidders are granted less response time than as required by PPRA. For instance, bidders may
be asked to submit the bids in, say, 10 days.
5. After the contract is awarded, the procuring agencies are required to promptly publish a
notice on their website that contract has been awarded along with relevant contract details.
This practice is not frequently followed.
6. In some departments/organizations, the level of understanding of PPRA rules is very low.
Similarly understanding of GFR requirements, especially GFR 10 and GFR 23, is also low.
GFR 23 states that procurement officers are personally liable for any loss due to negligence
or any action taken by them.
7. In some departments/organizations, absence or lack of a comprehensive procurement
strategy has been noticed. This, in turn, leads to inappropriate purchase decisions and
overall poor procurement results. Weak procurement planning leads to contract awards that
do not represent best value for money.
8. Suppliers often form cartels that often results in government organizations paying more
than the market rates. These malpractices have an immediate effect on government
expenditure. Procurement authorities and officials are not yet appropriately trained to
handle such malpractices by the suppliers.
9. Late fund releases may make the provision susceptible to manipulation by some tender
committees. This also results in an increase in emergency procurements.
10. Record of procurement process is not properly maintained by the organizations.
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5.4 THE QUESTIONNAIRE
One of the important tools used for data collection was a structured questionnaire. Questionnaires
were circulated to selected sample autonomous bodies at both federal and provincial levels.
Questionnaires were targeted to acquire data regarding number of departments, number of
staff/officers, and their involvement in procurement process and also type of competencies
required to required effective procurement. Questionnaire used for this survey is enclosed in
Annexure A.
Questionnaire remained an important tool for data collection from government autonomous
bodies. Respondents were asked to fill out self-administered questionnaires themselves. The
reasons for using this approach are that it does not demand interviewer time and lets respondents
maintain their anonymity (if required) and give honest feedback. The survey comprised mainly of
close-end questions to cover the scope of research.
Following discusses how the questionnaire was designed, validated, sample composition,
administration, and fieldwork limitations.
SURVEY QUESTIONS
The initial document review, discussion with the World Bank and PPRA officials at federal and
provincial levels provided crucial insight into developing the questionnaire. The TNA
questionnaire is divided into two sections.
The first section inquired participant to provide information related to organization. This included
the name, contact details, type and total number of employees of the organization. However, the
name and designation of the respondent was kept optional.
The second section was based on questions related to procurement activities/practices. The
participants were asked to specify,
The departments directly involved in procurement process and their roles
The personnel directly involved in procurement process
Types of procurement and the estimated annual procurement volume
The personnel directly involved in three major types of procurement i.e. goods, works
and services (non-consultancy).
The training competencies needed at different levels
QUESTIONNAIRE VALIDITY
The questionnaire was tested to measure its validity and ease of use. The sample questionnaire was
initially circulated to check the understanding of respondents and to check whether the
questionnaire was easy to understand and answers were easier to pick from the choices available.
This was done by locally distributing it to the participants from public organizations attending
training and diploma courses. Pilot testing of the survey questions provided ideas and comments
to improve the questionnaire.
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In order to validate the TNA questionnaire and its clarity and comprehension from the
respondents‟ perspective, a desk review of the questionnaire was also done. Before sending the
questionnaire to the target respondents it was filled in a controlled environment by a group of
individuals. This test group consisted of those people who were not involved in the questionnaire
development to ensure the essence of impartiality. A general feedback was taken from the test
group on the questionnaire and their inputs were incorporated for further improvement of the
TNA questionnaire. Most importantly, the questionnaire was discussed with the World Bank team
and later was emailed to PPRAs.
SAMPLE SIZE AND COMPOSITION
An initial list of sample organizations was developed for data gathering process. Questionnaires
were circulated to sample organizations. Annexure B provides a list of sample organizations that
selected for this study.
About 160 questionnaires were circulated to federal and provincial organizations and, in total, 71
responses were received. The questionnaires from organizations with the major procurement
outlays like Pakistan Railways, Pakistan International Airlines, Karachi Port Trust, and Trading
Corporation of Pakistan have been received. The complete list of organizations that responded has
been attached in Annexure E.
SURVEY ADMINISTRATION
The work for the TNA study was performed in April and May 2014. The questionnaire was sent to
the representative sample of federal and provincial autonomous bodies involved in the
procurement of goods, works, and services to collect quantitative data to estimate the number of
procurement practitioners and develop a comprehensive training methodology.
The participants were assured that there were no risk associated with taking part in this study and
their feedback would help us to assess procurement training needs in their organizations.
Furthermore, the participants are requested that while responding to the questionnaire to provide
their best possible estimates in areas where exact data/information is not known/available.
Questionnaire was email and couriered to sample organizations at federal and provincial level. The
participants were asked to complete and return the attached/enclosed questionnaire by May 10,
2014. An electronic version was also available for their convenience on our website at
http://www.pim.com.pk/wp-content/uploads/Forms/TNA/Questionnaire.pdf.
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SURVEY ANALYSIS
The responses from the questionnaire were codified and tabulated using computer spreadsheet.
Estimation mechanism was developed based on the total number of employees and number of
employees engaged in procurement. Based on estimation officials involved in procurement.
In order to assess the number of government officials at different levels, estimation for each level
was carried out. The results of this estimation were extrapolated to assess the total number of
government officials at different levels.
FIELDWORK LIMITATIONS
The fieldwork was constricted due to
Project time limitation
Long time to receive sufficient responses
Unable to physically visit some sample organizations
Focus on the responses from organizations with large procurement outlays
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6. TNA FINDINGS
During the data collection process, different government officials both at federal and provincial
levels identified that the procurement practices in government departments differ significantly
from those of autonomous bodies. Based on observations and the data gathered, the data findings
are grouped into two major sections.
Government departments
Autonomous bodies
6.1 ESTIMATED NUMBER OF GOVERNMENT OFFICIALS ENGAGED IN PROCUREMENT
The first section discusses the data findings of the Government and attached departments in
Pakistan. For Government departments, interviews and document review were major source of
data collection.
The second section discusses the data findings of the autonomous bodies. For autonomous bodies,
structured questionnaire was mainly used to collect data. This section also provides a complete
analysis of the data obtained through quantitative method.
6.1.1 GOVERNMENT DEPARTMENTS
Following are key observations on the basis of findings from interviews/discussion and reviewing
procurement process and related documents
Procurement function for every significant purchase within government setup is performed
by a group of 3 to 7 officers nominated by competent authority
This group of officers and staff may comprise of officers from BPS-17 to BPS-22.
Level/grade of officers varies based on the level/volume of procurement
Members of the group may change and other officers can be part of the committee.
Separate groups have to be formed depending upon estimated value of procurement (Small
value purchase, Quotations or Bids) or the nature of commodity (a technical item or a
general item) to be procured.
Superintendent/BPS-16 staff members are involved in document preparation and assist the
officers during procurement process.
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The procurement function in the government departments is depicted in Figure 2.
Figure 2: The Procurement Function in Government Departments
The analysis revealed that any officers/staff at the above mentioned positions can be part of
procurement process. The role of each level varies depending on type and level of procurement.
In a typical scenario BPS-20 and BPS-21 officers are involved in procurement approval process. It is
also observed that sometime BPS-19 officers may also approve the procurement as well as in some
cases they are among the highest authorities. These senior level officials discuss various
alternatives and approve the procurement of concerned items.
The officers from BPS-17 to BPS-19 are involved in developing and presenting procurement case
and management reporting. They are key individuals during the procurement process as they deal
with vendors/suppliers, identify various alternatives, develop comparative statements and
recommend appropriate procurement solution. These officers are basically Administrative
Supervisors. They are Secretary and member of the procurement committee. Their
essential function is to take minutes of meeting, prepare comparative statements, and manage
attendance of bidders, and security deposits/earnest money. Moreover, they are responsible for
assessment of company registration number, sales tax record and assessment of blacklisted
companies.
Staff members at BPS-16 or other grades are involved in document preparation. These staff
members are focused towards record keeping, preparing contract documents and assisting seniors
during the procurement process. The role of officers/officials in BPS-16 is that of Office
Superintendent. Their major responsibilities include drafting documents, newspaper ad placement,
and coordination with bidders/suppliers.
PROCUREMENT
FUNCTION
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The table below summarizes the estimated number of officers/staff from BPS-16 to BPS-22 in
federal government and each provincial government. Detailed list of employees based on
divisions/departments is attached in Annexure C.
BPS 22 BPS 21 BPS 20 BPS 19 BPS 18 BPS 17 BPS 16 Total
Federal8 108 519 1191 3316 7857 13678 26328 52997
Punjab9 6 110 658 2223 7786 15460 8578 34821
Sindh10 3 77 494 1640 7457 12880 9116 31667
KPK11 - 50 160 2388 5929 9306 7217 25050
Balochistan12 - 40 80 37 65 208 163 593
Total 117 796 2583 9604 29094 51532 51402 145,128
Table 1: Estimated Number of BPS 16 – BPS 22 Officials in Federal and Provincial Governments
Estimated Number of Procurement Officials in Government Departments
All officers/officials in Government and Attached Departments are not engaged in public
procurement. For instance, in line departments, that do not have dedicated procurement
department, procurement is carried out by officers on a needs basis with advice and support from
Senior Approving Authority.
The procurement process in government may include officers and staff from BPS 16 to BPS 22.
During the discussion and interviews with government officials in S&GAD department, auditors
and procuring agencies, it was highlighted that there are number of government departments like
Police, Education, and Health etc. in which there are various officers/staff in BPS 16 to BPS 19 but
they are rarely involved in procurement. Like school teachers in education and doctors in health
may have BPS 16 or above but they are not involved in procurement on a regular basis.
During the TNA process, it was observed that there are certain numbers of government officials
engaged in procurement process on a continuous basis. In order to gauge the number of
government officials engage in procurement, the average number committees formed and average
number of committee members in each committee in different department like education, and
health were assessed. It was observed that typical committee members constitute of 3 to 7
government officials.
8 Annual Statistical Bulletin of Federal Government Employees 2011-2012
9 Estimates of Charged Expenditure and Demand for Grants 2013-2014 10 Sindh Provincial Budget: Budget Estimates 11 S&GAD Department Government of KPK 12 S&GAD Department Government of Balochistan
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Total Number of Government Officials
Total Number of Government Officials
(BPS 16 – BPS 22)
All BPS 20-22 Officers
30% of BPS
16 – BPS 19
Therefore based upon these finding, the conclusion was drawn that all BPS 20 to BPS 22 officers are
engaged in procurement process on regular basis, whereas approximately 30% of BPS16 to BPS 19
officers and staff are engaged in procurement process.
To estimate the number of officers involved in public procurement, this percentage was applied to
the approximated total number of officials from BPS-16 to BPS-22 in Government Departments at
both federal and provincial levels.
The following figure delineates the process that was used to estimate the number of officials
involved in procurement from the total number of government employees in government
departments.
Figure 3: Estimation of Procurement Officials in Government Departments
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The estimated number of officials from BPS-16 to BPS-22 involved in public procurement function
in Government Departments at both federal and provincial levels is shown in Table 2.
Table 2: Estimated Number of Procurement Officials in Government Departments
6.1.2 AUTONOMOUS BODIES
The interviews/discussions with concerned individuals highlighted that the autonomous bodies
are involved in significant procurement outlay. In some autonomous organizations, there is a
specialized procurement department, whereas in others there are more than one procurement
departments such as local procurement department and international procurement department.
The autonomous bodies without a dedicated procurement department use services of
administration and finance personnel to conduct procurement. Senior level officers may also be
engaged in procurement process based on the significance and complexity of procurement
operations within the organization.
Initially, the total number of autonomous bodies existing at both federal and provincial levels was
ascertained through document review and with the assistance of respective provincial
Departments/S&GAD. Consequently, the number of employees at both the levels was assessed.13
The summary of the findings are presented in tabular form as under,
Number Employees
Federal 207 369,285 Punjab 67 33,576
Sindh 40 46,615
KP 45 19,724
Balochistan 18 8,773
Total 377 477,973 Table 3: Number of Autonomous Bodies at Federal and Provincial Levels, and the
Estimated Total Number of Employees
Annexure D contains a detail list of Federal Government autonomous bodies/corporations within
each division and their respective employees‟ strength.
13
Pakistan Public Administration & Research Centre, Establishment Division
(BPS 20 – BPS 22)
(BPS 17 - BPS19)
(BPS 16) Total
Federal 1,818 7,455 7,898 17,172
Punjab 774 7,641 2,573 10,988
Sindh 574 6,593 2,735 9,902
KPK 210 5,287 2,165 7,662
Balochistan 120 93 49 262
TOTAL 3,496 27,069 15,421 45,986
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As stated earlier in the report, a TNA questionnaire was developed for the estimation of population
of officers and staff involved in the procurement process for government organizations. For this
purpose, total 158 questionnaires were sent to various organizations. The responses were received
soon after the dispatch of the questionnaires. The list of organizations that responded to the
questionnaire is attached in Annexure E. The questionnaire response rate is as follows;
Division Federal Punjab Sindh KPK Balochistan Total
No. of Questionnaire Dispatched
41 38 28 25 26 158
No. of Questionnaire Received (As of 2nd June)
20 14 11 25 1 71
Percentage 48.78% 36.84% 39.29% 100% 3.85% 44.94%
Table 4: Questionnaire Response Rate
The data from duly filled questionnaires received was used to make an estimate of the population.
The data from questionnaires was used to ascertain the number and levels of procurement staff
involved in the procurement process. Similarly, overall and level-wise average figures for the
personnel involved in procurement process were calculated to make best estimates for the entire
population. These average figures drawn from the questionnaires were then used to make a
reasonable estimate of the population for this report. A synopsis of the findings from the data
analysis process is as below:
No. Government
Procurement Approving Authorities
Procurement Planning & Budgeting
Contract
Administration
Estimated officers
involved in procurement
1 Federal 322 1051 3661 5033
2 Punjab 29 94 327 450 3 Sindh 40 130 454 624
4 KPK 17 55 192 264 5 Balochistan 8 25 85 118
Total 415 1355 4720 6489
Table 5: The Number and Levels of Procurement Staff in Autonomous Bodies
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6.2 TRAINING NEEDS
The TNA was position based rather than individual based. In other words, the TNA focused on the
training needs of public procurement officials holding different positions. Since government
officials at varying level are performing different procurement functions, the needs of each position
vary considerably. The discussions, interviews and TNA questionnaire responses were used to
identify the training needs.
The TNA results highlighted the relevant/ required skills for personnel involved in public
procurement. Most of the respondent organizations are interested in building awareness and
understanding of procurement rules among procurement officials and their ability to give inputs in
the preparatory/planning stages of procurement. The varied levels of understanding of the PPRA
rules among the procurement staff were highlighted. The officers, supervisors in the procurement
function come from diverse specialized backgrounds. They are engineers, doctors, lawyers,
accountant, teachers, lawyers, journalists, agriculturists, architects etc.
A significant number of respondents emphasized the need for developing competencies for
effective budgeting and contract administration. A small percentage of respondents also stressed
the need of procurement officials to have clear understanding and appreciation of public
procurement.
The need to apply the appropriate reporting tools and methods to document the process,
observations etc., and to generate reports using standard formats was identified.
6.2.1 TRAINING CATEGORIES DEFINED
Based on TNA findings, procurement officers/staff are categorized into three major categories.
1. Senior procurement approving authorities
2. Mid-level procurement planning & execution officers
3. Procurement execution and support staff
These categories are based on the roles and responsibilities of procurement officials at different
levels of government setup. The brief description of these categories is as follows:
6.2.1.1 SENIOR PROCUREMENT APPROVING AUTHORITIES
Approvals are necessary at crucial stages of the procurement process. In government and attached
departments, the officials in BPS-20, BPS-21, and BPS-22 are the approving authority. In
autonomous bodies, on the other hand, the CEO, MD, Director, GM, Divisional Head are the
relevant approving authority. They are accountable for the overall procurement function and
ensure that procurement process complies with PPRA rules. Their role allows for a
system of checks and balances in the procurement process.
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The senior approving authorities have the discretion to consider the recommendation and may ask
for explanations from the case officer(s) before awarding the contract. Any proposed purchasing
requires approval by the pertinent /competent authority subject to the type and value of
procurement, before the procurement process can start. Approving Authorities are also in charge
for approval/release of payments, after they have confirmed that these payments are rightly due
and that goods, civil works and services have been received according to the contract.
The following training needs identified for „Senior Procurement Approving Authorities‟:
1. Procurement governance
2. General overview of the PPRA rules.
3. Procurement strategies and Strategic sourcing.
4. Contract types and their applications.
5. Global trends in procurement e.g. green purchasing, strategic sourcing, supply chains, etc.
6. Prevention and detection of fraud, corruption, and collusion.
6.2.1.2 MID-LEVEL PROCUREMENT PLANNING & EXECUTION OFFICERS
The role and responsibilities of BPS-17, BPS-18 and BPS-19 officials in the procurement process
corresponds to those of Senior Managers and Managers working in government autonomous
bodies/corporations. They are essentially the Case Officers. In some cases, BPS-19 officer may be
the approving authority. This depends on the complexity and size of the intended procurement.
Please note that although BPS-19 officers in some cases may be only involved in the approving
process and the officers under him/her will be doing all the execution work, BPS-19 have been
included into the second level category with BPS-17 and BPS-18 officers. The reason is that more
detailed training modules will be recommended for this group of officers as compared to BPS-20 –
21 officers. In this way BPS-19 officers will be adequately trained whether they are working at the
top level or the middle level with respect to public procurements.
Mid-level procurement officers are responsible for preparation of bidding documents, bids
evaluation, publication, communications, compliance with PPRA regulations etc. They manage
contracts to ascertain that the contract is fulfilled in accordance with the contractual requirements
and deal with potential issues. They ensure that procurement staff maintains proper records.
The following training needs identified for „Mid-Level Procurement Planning and Execution
Officers‟:
1. Comprehensive understanding on PPRA rules
2. Procurement planning and budgeting
3. Preparing bidding documents
4. Bids evaluation
5. Supplier qualification / pre-qualification
6. Contract types and application
7. Contract negotiation
8. Contract administration
9. Prevention and detection of fraud, corruption, and collusion.
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10. Supplier, Contractor and Consultant performance evaluation
11. Procurement record keeping and management reporting.
12. Procurement ethics
6.2.1.3 PROCUREMENT EXECUTION AND SUPPORT STAFF
The officers in BPS-16 and below in government and attached departments provide support
in preparing documents and maintaining records for supervisory checks and audit purposes.
Assistant Managers, Deputy Managers, Technical officers, Purchase staff, office staff in
Government Autonomous bodies perform almost the same function.
The following training needs identified for „Procurement Execution and Support Staff‟:
1. Comprehensive understanding on PPRA rules
2. Preparing bidding documents
3. Bids evaluation
4. Supplier qualification / pre-qualification
5. Contract administration
6. Procurement record keeping.
7. Procurement ethics
6.3 ESTIMATED TOTAL NUMBER OF GOVERNMENT OFFICERS IN EACH PROCUREMENT
CATEGORY
The following table presents the overall consolidated number of officials/officers, in government departments, and Autonomous Bodies/Corporation engaged in the procurement process;
Table 6: Estimated Total Number of Government Officers in Each Procurement Category
Category Government and Attached
Departments
Autonomous bodies
Total
Senior Procurement Authorities
3,496
415
3,911
Mid-level Procurement Officers
27,069
1,355
28,424
Procurement Execution and Support Staff
15,421
4,720
20,141
Total 45,986 6,490 52,476
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The following table indicates the total estimated number of federal government employees
involved in procurement process.
Category Government and Attached Departments
Autonomous bodies/Corporations
Total
Senior Procurement Authorities
1818
322
2140
Mid-level Procurement Officers
7,455
1051
8,506
Procurement Execution and Support Staff
7,898
3661
11,559
Total 17,171 5,034 22,205
Table 7: Estimated Number of Federal Government Officers in Each Category
The table below exhibits the number of officers in Government Departments, and Autonomous
bodies engaged in procurement in Punjab province;
Category Government and Attached Departments
Autonomous bodies
Total
Senior Procurement Authorities
774
29
803
Mid-level Procurement Officers
7,641
94
7,735
Procurement Execution and Support Staff
2,573
327
2,900
Total 10,988 450 11,438
Table 8: Estimated Number of Punjab Government Officers in Each Category
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The following table presents the number of officers in Sindh Government Departments, and
Autonomous bodies involved in procurement function;
Table 9: Estimated Number of Sindh Government Officers in Each Category
The table below displays the number of officers in Government Departments, and Autonomous
bodies engaged in procurement in KPK province;
Category Government and Attached Departments
Autonomous bodies
Total
Senior Procurement Authorities
210
17
227
Mid-level Procurement Officers
5,287
55
5,342
Procurement Execution and Support Staff
2,165
192
2,357
Total 7,662 264 7,926
Table 10: Estimated Number of KPK Government Officers in Each Category
Category Government and Attached Departments
Autonomous bodies
Total
Senior Procurement Authorities
574
40
614
Mid-level Procurement Officers
6,593
130
6,723
Procurement Execution and Support Staff
2,735
454
3,189
Total 9,902 624 10,526
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The table below shows the number of officers in Balochistan Government Departments, and
Autonomous bodies in each procurement category;
Category Government and Attached Departments
Autonomous bodies
Total
Senior Procurement Authorities
120
8
128
Mid-level Procurement Officers
93
25
118
Procurement Execution and Support Staff
49
85
134
Total 262 118 380
Table 11: Estimated Number of Balochistan Government Officers in Each Category
6.3.1 RECOMMENDED TRAINING FOR EACH CATEGORY
Although in the previous sections we have identified a number of training needed for the public
procurement officials, this section recommends the minimum training recommended for each
category. Every procurement official must undergo these trainings according to their cadre. The
modules of training recommended for each category are aimed to develop and increase within
each category;
The understanding of the procurement process and their duties in the procurement process
The capacity to plan, conduct and oversee the procurement process depending upon their
level of role and responsibility
Level of awareness of PPRA rules and regulations, and other provisions that govern the
system.
The compulsory training recommended for the three cadres are:
a) Training recommended for Senior Procurement Approving Authorities:
1. Procurement governance
2. General overview of the PPRA rules.
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b) Training recommended for Mid-Level Procurement Planning & Execution Officers:
1. Comprehensive understanding on PPRA rules
2. Procurement planning and budgeting
3. Contract administration
4. Prevention and detection of fraud, corruption, and collusion and procurement
ethics.
c) Training recommended for Procurement Execution And Support Staff:
1. Comprehensive understanding on PPRA rules
2. Bidding document preparation.
3. Contract administration and record keeping.
As mentioned before, these are the minimum recommended training for each level that is to be
provided on priority basis to each and every one involved in public procurements. The training
strategy, later discussed in this report, takes into account these compulsory recommended training.
However individual officers depending upon their requirements can be given training on
specialized topics like Supply Chain Management, Strategic Sourcing, Green Purchasing, Supplier
Relationship Management, Contracts Management, etc.
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7. RECOMMENDATIONS FOR TRAINING CURRICULUM
The TNA study has highlighted the training needs of government officers and staff members with
respect to their cadres. The next step in this direction would be developing training modules for
these recommended trainings.
There are a number of training modules already available for this purpose. These ready-made
public procurement training modules will be reviewed for their adequacy as per training needs
recommended in the TNA. After the review, these modules can be used for conducting training
with required additions and omissions.
If deemed necessary customized training modules for each category should be developed. These
customized modules should focus on the needs of each category, practicality and applicability. The
customized training module should be developed by experts having a thorough understanding of
training curriculum development.
It is recommended that the standardization of training modules should be developed. In order to
ensure standardization, the training modules should be agreed by all concerned stakeholders and
coordination amongst all PPRAs is crucial at this stage.
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PART 3: PUBLIC PROCUREMENT TRAINING STRATEGY
National Procurement Strategy for the years 2013-2016 was formulated under the leadership of the
Public Procurement Regulatory Authority with the objective of making public procurement
process efficient and transparent in Pakistan. The National Procurement Strategy outlines a total
number of five goals for strengthening public procurement systems at the federal and provincial
levels. Among the five goals, goal number „e‟, as mentioned below, was also formulated that relates
to the capacity building of procuring entities and suppliers.
Goal # e: “Capacity Building of Procuring Entities and Suppliers.”
The following reforms related to Goal „e‟ are also proposed in the Training Strategy:
1. “Capacity building of procurement staff
2. Partnering with public and private sector universities and training institutions
3. E-learning
4. Procurement certification
5. Training of suppliers and other stakeholders”
Although, the National Procurement Strategy discusses some mechanisms for achieving the goal
„e‟ mentioned in the strategy document but requires a comprehensive strategy to achieve this goal.
This strategy will take forward the foundation laid by the National Procurement Strategy for
capacity building of government officials engaged in procurement. There are a few points that
must be kept in mind while reading and implementing this proposed capacity building strategy:
The strategy is formulated keeping in view the training needs of both federal and provincial
government departments and autonomous bodies. Therefore it is applicable all over Pakistan.
Although the strategy applies to all Federal and provincial PPRAs, the ground reality is that there
is a great variation among the PPRAs with respect of their working and overall development. Some
PPRAs are already at an advanced stage of their development whereas the others are still in the
inception stage. Therefore it will not be practical that all the PPRAs will have the same pace of
strategy implementation. However, this proposed training strategy document would function as a
general guideline for all the PPRAs from which they would develop their own implementation
plans considering their respective ground realities. Therefore it may happen that some PPRAs that
are at the moment at the inception stage may require longer timelines for the strategy
implementation as compared to the timelines mentioned in this report.
These preliminary points must be kept in mind before going through the proposed strategy
mentioned in this document. The following sections first gives the vision and mission statements
for the strategy followed by the overview of strategic approach and presentation of the strategy at a
glance before going into the detailed explanations of the strategy.
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8. VISION
“A socially responsive, efficient, and effective public procurement system in
Pakistan.”
9. MISSION
“Establishment of a sustainable training mechanism accessible to all public
procurement officials of Pakistan”
10. STRATEGIC APPROACH
The strategic goal of this study is to “Improve Public Procurement process to ensure maximum and
effective utilization of ex-chequers‟ money.” The public procurement training strategy
recommends a three-pronged approach to achieve the strategic goal of professionalization of the
public procurements. The three elements of this approach are the People, the Systems, and the
Performance.
The People component of the strategy highlights the various groups of government officials to be
trained on public procurements. The first group consists of the existing officials involved in the
procurement activities in various government organizations. The second group consists of those
people who are not currently working in government organizations as yet but will be hired in
some future time by the government organizations. The third group consists of general public who
get education from universities and may be chosen to work in future for government organizations
during the course of their professional career.
The Systems component of the strategy specifies a systematic approach of capacity building to the
identified groups of people. The capacity building system developed by PPRA will ensure that
minimum mandatory qualification of public procurement staff/officer be met. The training of
existing government officials will be conducted through E-learning, Half day and three day
training programs. Inclusion of procurement training modules in federal and provincial service
academies and continuous training programs will ensure the training of newly inducted
government officials. General capacity building mechanism for university graduates will be
ensured through induction of procurement modules in academic curriculum as well as on the job
training.
The capacity building mechanisms consist of class room trainings and e-learning for various
groups of government officials. E-learning mechanism will also be developed by PPRAs for the
training of government officers. E-learning mechanism will also be an effective tool for capacity
building of officers working at remote locations.. Half day trainings will be arranged for Senior
Procurement Approving Authorities: whereas, separate three day trainings will be arranged for Mid-
level Procurement Planning & Execution Officers and Procurement Execution & Support Staff. The
contents of the trainings as identified in the TNA section will be used for training these various
cadres of officers.
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PPRAs will also develop public procurement education modules to be included in the regular
curricula of universities offering bachelor‟s and Master‟s programs. This step would ensure
availability of human resources in the job market that are already trained in public procurements.
Such modules with a little fine tuning will also be utilized in public service training academies to
train newly hired government officers.
The Performance component of the strategy recommends a training performance review mechanism
to measure the impact of trainings on procurement performance. Baselines and benchmarks would
be developed by the PPRAs to assess the training impact on actual procurement performance of
government officials. The various forms of criteria may be developed for this purpose; reduction of
audit objections on procurement, reduction of procurement cycle time, reduction of procurement
expenses, etc., can be used for the performance review. A formal review mechanism should be
established to assess the procurement performance in due time period.
11. STRATEGY AT A GLANCE
Although, this Procurement Training Strategy report gives complete details of the Strategic Actions
formulated along with recommended strategies and implementation plans, Figure 1 on next page
gives the readers an opportunity to have a bird‟s eye view over the complete recommended
strategy before going into details.
The figure depicts the three key inputs to training strategy; National Procurement Strategy, Global
Trends and Practices, and the Public Development Agenda. The three strategic actions formulated
are; Capacity building of current government officials, developing a sustained model for capacity
building, and inclusion of public procurement modules in public education. The figure also shows
that the strategic action 1 will be achieved in a total two phases in order of provide training to
those organizations on priority basis that have significant procurement outlays.
The smooth implementation of the strategy requires some positive forces that are defined as key
enablers in the figure. The three key enablers identified are; Sustainable implementation,
availability of adequate funds, and some recommended actions proposed in the strategy.
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Figure 4: Strategy at a Glance
The National Procurement Strategy (2013 – 2016)
Goal-E (Capacity Building of Procurement Entities
and Suppliers)
Global Trends and Practices
Training Strategies for Public Procurement in
Other Countries
Public Procurement Training Strategy
GOAL: Improve Public Procurement process to ensure maximum and
effective utilization of ex-chequers’ money.
STRATEGIC ACTION 1
Capacity Building of
Govt. Officials
STRATEGIC ACTION 2
Sustainable Mechanism
for Continuous Development
STRATEGIC ACTION 3
Inclusion of Procurement Modules in
Public Education
Phase-1 Significant
Procurement Outlay
Phase-2
All Public Procurement
Capacity Building on
a Continuous
Basis
Recommended Modules/Topics
for Academic Programs
1. Su
stainab
le Im
ple
me
ntatio
n
2. R
eco
mm
en
de
d A
ction
s
3. A
deq
uate
Fun
din
g
ENABLERS
Public Development Agenda
Effective Utilization of Public Funds
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12. LEVELS OF STRATEGY IMPLEMENATION
The strategy recommends the following actions to be taken at the three levels by the PPRAs, that is,
at the policy level, the administrative level, and the operational level. The details of these actions
will be discussed in the subsequent sections of this report.
12.1 POLICY LEVEL ACTIONS
1. The general outline of this recommended strategy to be agreed by all the Federal and
Provincial PPRAs.
2. The Federal and Provincial PPRAs will customize this recommended strategy for
implementation in their respective regions as per their circumstances and resources
availability.
3. It also has to be agreed at the policy level that after the implementation of the Strategic
Action 1 of the strategy, only those officers and staff would be allowed to conduct public
procurements that have received the minimum recommended training with respect to their
cadres.
12.2 ADMINISTRATIVE LEVEL ACTIONS
1. Making the resources available for the execution of the strategy. This includes the
arrangement of the required funds.
2. Development of a performance measuring mechanism for the training conducted.
3. Partnering with universities and training organizations for providing public procurement
training.
4. Phase-wise communication and liaison with various target government departments and
autonomous bodies.
5. Selection and/or establishment of an appropriate E-learning mechanism.
6. Convincing HEC to prescribe universities for the inclusion of public procurement modules
in their curricula.
12.3 OPERATIONAL LEVEL ACTIONS
1. Identification and initial screening of the potential partner training organizations.
2. Proposals and discussions with screened potential training organizations.
3. Finalization of training partnership agreement
4. Development of the trainees‟ and trainers‟ modules
5. Conducting ToTs for training partner organizations.
6. Phase-wise communication and liaison with various government departments and
autonomous bodies for providing training.
7. Review of The World Bank and other online training modules for adequacy.
8. Development of a new on-line training mechanism in case the already available modules are
not adequate according to our requirement.
9. Development of public procurement modules to be included in curricula of the universities.
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13. STRATEGIC ACTION 1
Capacity building of the estimated number 45,000 government officers and staff members currently
directly or indirectly involved in public procurements
TIME-FRAME
A total time frame of approximately 4 years is recommended to achieve this strategic action.
RATIONALE
This strategic action relates to the current training needs for the officers and staff presently
employed by the government organizations. The training are immediately required to be carried
out for the professionalization of current procurement practices. Under this strategic action, a huge
number of officers and staff members would be trained on priority basis. These personnel may be
(a) a part of full-fledge procurement department, (b) a part of any other department with
additional responsibility of procurement, or (c) a part of the committees formed for various
procurement assignments.
13.1 RECOMMENDED STRATEGIES
This refers to the Strategic action 1 regarding current training needs of government officers and
staff. This strategic action is needed to be accomplished within a time-frame of four years. PPRAs
would develop standardized training modules based on training needs identified during the TNA
process. The following training mechanisms are recommended to achieve this strategic action.
13.1.1 HALF DAY TRAINING
The Half day training will be organized for the training of senior level officers that are referred as
„Senior Procurement Approving Authorities‟ in the TNA. Depending upon the organization
structure these people will consist of CEOs, MDs, Secretaries, Directors, General Managers, and
Divisional Head. All the BPS 20 – 22 officers are the target trainees of these Half Day trainings. A
total number of 3,264 officers are targeted to be trained during a period of 4 years.
13.1.2 THREE DAY CLASS ROOM TRAINING
The class room training will be organized for the training of middle and junior level officers that
are referred as „Mid-level Procurement Planning and Execution officers‟ and „Procurement
Execution and Support Staff‟ respectively in the TNA. Depending upon the organization structure
these people will consist of Section officers, Technical officers, Managers, Senior Managers,
Purchase Officers, Office Staff and Purchase Staff. All the BPS 16 – 19 officers are the target trainees
of the class room training. A total number of 42,000 officers and staff members are targeted to be
trained during a period of 4 years.
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13.1.3 E-LEARNING
E-learning would be considered as an additional training mechanism. It would work in parallel to
the other training mechanisms of Half Day training and Three day class room training. Typical
trainees for this option are:
People who have already attended the class room training and want to have a refresher
course.
People who have already attended the shorter-term class room training and now wants to
have do a longer-term online diploma program.
People who somehow missed the Three day class room training and Half Day training.
People in remote areas within Pakistan.
People outside Pakistan for example commercial attaches and other embassy staff.
13.2 IMPLEMENTATION PLAN
The following main activities must be performed for the implementation of the plan:
1. Selecting and partnering with training institutes at selected geographical locations.
2. Phase-wise communication and strong liaison with various target government departments and
autonomous bodies to explain them the rationale of training, to motivate them to send their
people to training, and to get the exact data of the officers and staff to be trained.
3. Selection and/or establishment of an appropriate e-learning mechanism.
The following text will further breakdown these three main activities into sub-activities with
important recommendations wherever necessary.
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13.2.1 ACTIVITY 1
Selecting and partnering with training institutes at selected geographical locations.
Recommended Time-Frame: This activity can be completed within 4 Months.
The tables below present the sub-activities within the Activity 1, potential training institutes, and
training institute selection criteria
No. Sub-Activity Time-frame
Responsibility/Comments
1.1 Identification of potential partner training organizations.
Completed Tables 3 and 4 show the identified universities and training organizations.
1.2 Development of the Training Institute selection criteria
Completed Table 5 shows the selection criteria.
1.3 Initial screening of potential partner organizations on the selection criteria.
1 month Project Implementation Committee (will be discussed in later sections)
1.4 Proposals and discussions with screened training organizations
2 months Project Implementation Committee
1.5 Finalization of the training partnership agreement
1 week Project Implementation Committee
1.6 Development of Trainees‟ and Trainers‟ modules
2 months Project Implementation Committee. A consultant may be hired for this task. This activity will start parallel with activity 1.3
1.7 Conducting ToT for training partner organizations
2 weeks Project Implementation Committee
Table 12: Break-down of Activity 1
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The following table presents the proposed HEC recognized universities as potential training
institutes;
Region Sr. No. Location University/Degree awarding institute name
FEDERAL
1 Islamabad Allama Iqbal Open University
2 Islamabad Quid-i-Azam University
3 Islamabad Pakistan Institute of Development Economics
4 Islamabad Bahria University
PUNJAB
5 Lahore University of Engineering & Technology
6 Lahore University of Punjab
7 Multan Bahauddin Zakariya University
8 Faisalabad Government College University
9 Faisalabad University of Agriculture
10 Bahawalpur Islamia University
11 Taxila University of Engineering & Technology
12 Sarghoda University of Sarghoda
SINDH
13 Karachi NED University of Engineering & Technology
14 Karachi University of Karachi
15 Jamshoro University of Sindh
16 Jamshoro Mehran University of Engineering & Technology
17 Nawabshah Quaid-i-Awam University of Engineering &
Technology
18 Khairpur Shah Abdul Latif University
KHYBER PUKHTUN
KHWA
19 Peshawer Islamia College University
20 Peshawer NWFP University of Engineering & Technology
21 Peshawer University of Peshawer
BALOCHISTAN
22 Quetta Balochistan University of Information Technology &
Management Sciences
23 Quetta University of Balochistan
Table 13: Identified HEC Recognized Public Universities as Potential Training Institutes
Note: Annexure F shows a total list of HEC recognized universities and degree awarding institutes in Pakistan.
The following table presents the proposed training organizations;
Sr. No. Location Organization Name
1
Karachi, Lahore, Islamabad, Peshawar, Quetta
National Institute of Management (NIM)
2 Peshawar Institute of Management Sciences
Table 14: Identified Training Organizations as Potential Training Institutes
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The following table displays the criteria for selecting the training institutes;
ATTRIBUTE A
WEIGHTAGE B
RANKING C
SCORE d = b x
c EXCELLENT 4
VERY GOOD
3
GOOD 2
FAIR 1
POOR 0
i. Training facilities
0.3
ii. Desired geographical Location
0.2
iii. Availability of trainers
0.3
iv. Organizations training experience
0.1
v. General reputation
0.1
TOTAL SCORE
Important Note: Attributes i, ii, and iii are must for each organization to be selected. Any organization completely
missing any of these attributes will not be considered for further evaluation.
Table 15: Training Institute Selection Criteria
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13.2.2 ACTIVITY 2
Phase-wise communication and strong liaison with various target government departments and
autonomous bodies to explain them the rationale of training, to motivate them to send their people
to training, and to get the exact data of the officers and staff to be trained.
Recommended Time-Frame: It would be a repeated activity throughout the achievement of
Strategic action 1.
The following table delineates the sub activities within the Activity 2 and their respective
timeframe.
No. Sub-Activity Time-frame
Responsibility/Comments
2.1 Selection of target organizations. The whole cycle can take up to a month or
more.
Federal and provincial PPRAs to do this cycle on
repeated basis with identified government
departments and autonomous bodies
2.2 Appointment to be taken with top management (preferably including CEO and secretory in case of government line departments).
2.3 A comprehensive presentation to be given to the management regarding the whole project and importance of public procurement training and its proposed mechanism
2.4 A commitment form the top management would be taken
2.5 Management would be asked to nominate a contact person for future liaison
2.6 A comprehensive list of target training participants will be obtained from the organization.
2.7 The list would be examined and further discussed (if deemed necessary) with the organization.
2.8 The officers/staff from the finalized list will then be invited to the training at the nearest training venue.
2.9 Follow-up meetings with the contact person on training progress and miscellaneous issues to be made on quarterly basis or as per requirement.
Table 16: Break-down of Activity 2
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13.2.3 ACTIVITY 3
The prime focus of Activity 3 will be the selection and/or establishment of an appropriate e-
learning mechanism.
Recommended Time-Frame: This activity may take from 1 month to 6 months depending upon the
results of the review of currently available on-line public procurement training modules.
The following table outlines the sub activities within the Activity 3 and their respective timeframe.
No. Sub-Activity Time-frame
Responsibility/Comments
3.1 Review of The World Bank online training modules for South Asia Region
1 month PPRAs. A consultant may be hired for this activity.
3.2
Go-ahead for the present on-line World Bank procurement training modules in case the modules are confirmed OK during activity 3.1
- PPRAs
3.3
Development of a new on-line training mechanism in case the modules are not confirmed OK during activity 3.1
6 months PPRs with the help consultants.
Table 17: Break-down of Activity 3
13.3 PHASES OF TRAINING IMPLEMENATION
As per the philosophy of 80:20 Rule, those organizations must be targeted first for conducting
training where the overall outlay of procurement expenditure is comparatively on the higher side.
By doing so rapid desired results in public procurements can be produced. Therefore, it is
recommended that the training should be conducted in two phases as described below:
13.3.1 PHASE 1:
Phase 1 mainly targets autonomous organizations and key line departments with high
procurement expenditures of Federal, Punjab and Sindh governments. A total of 17,244 officers and
staff members would be trained during this phase of training. Kindly see Annexure G for details.
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The time-frame for the completion of Phase 1 is 1.5 years. The estimated total number of
participants to be trained in each category is as under;
Senior Procurement Authorities
Mid-level Procurement
Officers
Procurement Execution
and Support Staff
Total No. of
Participants
Federal 499 2218 4868 7585
Punjab 209 5519 1750 7478
Sindh 260 4979 1836 7075
KPK
Balochistan
Total 968 12,716 8,454 22,138
Table 18: Estimated Number of Government Officers/Staff to be trained in Phase-1
13.3.2 PHASE 2:
Phase 2 covers all the remaining government officers and staff after the completion of Phase 1 of
the project. A total of 28,021 officers and staff members would be trained during this phase of
training.
The time-frame for the completion of Phase 2 is 2.5 years. The estimated total number of
participants to be trained in each category in Phase 2 is as under;
Table 19: Estimated Number of Government Officers/Staff to be trained in Phase-2
Senior Procurement Authorities
Mid-level Procurement
Officers
Procurement Execution and Support Staff
Total No. of Participants
Federal 1641 6288 6691 14620
Punjab 594 2216 1151 3961
Sindh 354 1744 1352 3450
KPK 227 5342 2357 7926
Balochistan 128 118 134 380
Total 2,944 15,708 11,685 30,337
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14. STRATEGIC ACTION 2
Establishing a sustained capacity building mechanism for officers and staff that would be
continually hired by the procuring agencies
TIME-FRAME
A total time frame of 1 year is recommended to achieve this strategic action.
RATIONALE
After the achievement of Strategic Action 1, there will be still a need for a mechanism for
continuous public procurement training. This is because with the passage of time current officers
will ultimately retire and new officers will be inducted by the procuring agencies. Failure to
achieve Strategic Action 2 will again bring back the inefficiencies in the public procurements with
the passage of time.
RECOMMENDED STRATEGIES
In order to accomplish this strategic action PPRAs would develop recommendations for inclusion
of public procurement training modules for newly hired government officials. These training
modules will be included in curriculum of federal and provincial academies to equip the
participants with understanding of public procurement rules and practices.
The learning mechanisms Half Day training, Three day class room training, and E-learning, as in
Strategic Action 1, would be used in the achievement of Strategic Action 2.
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15. STRATEGIC ACTION 3
Establishing a proactive mechanism with the help of universities or other training organizations
for the continuous availability of trained man-power on public procurement in the job market
TIME-FRAME
Although this activity will continue for a longer term, but initially a period of 2 years is required to
convince Higher Education Commission (HEC) to recommend relevant universities to include
public procurement modules in the curricula.
RATIONALE
There is also a need for a comparatively more proactive strategy for public procurement capacity
building. By achieving this Strategic Action there will always be a pool of trained professionals
available in the society that can be inducted into government procurement jobs.
Strictly speaking, this Strategic Action is not related to training strategy as it comes under the
jurisdiction of education. However some recommendations presented in this strategy document
will facilitate the achievement of this Strategic Action.
RECOMMENDED STRATEGY
The achievement of this Strategic Action will only be possible if various universities and other
education institutes include public procurement training modules in their curricula. And this task
would be very easily achieved if Higher Education Commission (HEC) is taken on board. It is
therefore proposed that HEC should be convinced to recommend various relevant universities to
include public procurement training modules in their curricula.
Initially those universities and institutes can include public procurement modules in their curricula
that already are offering programs related to procurement for instance Supply Chain Management,
Procurement Management, and Contracts Management.
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The following related programs currently being offered by various universities and institutes have
been identified;
Degree /diploma/
Certification
Program title University/Institute Location
MBA Supply Chain Management
Muhammad Ali Jinnah University Karachi
Hamdard University Karachi
University of Management & Technology
Lahore
Iqra University Islamabad
Dow University of Health Sciences Karachi
National University of Modern Languages
Lahore
MS Supply Chain Management
Muhammad Ali Jinnah University Karachi
Lahore Leads University Lahore
National University of Modern Languages
Lahore
University of Management & Technology
Lahore
The Institute of Management Sciences Lahore
The Superior University Lahore Diploma Supply Chain
Management Chartered Institute of Logistics & Transport
Karachi
Pakistan Institute of Management Karachi & Lahore
Institute of Modern Studies (Distance learning program)
Dow University of Health Sciences Karachi
Sarhad University Peshawer
Center for Advanced Studies in Engineering
Islamabad
M. Phil Supply Chain Management
Leads University Lahore
Institute of Management Sciences Lahore
Diploma Procurement National Institute of Modern Languages & Sciences
Pakistan Institute of Modern Sciences (Distant Learning Program)
Certification Procurement Pakistan Institute of Modern Sciences (Distant Learning Program)
Diploma Contract Management
Center for Advanced Studies in Engineering
Islamabad
Table 20: List of Universities and Institutes Offering Procurement Related Programs
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16. RECOMMENDED ACTIONS FOR PUBLIC PROCUREMENT TRAINING
It is recommended that the following actions regarding Public Procurements must be introduced
by the federal and provincial governments:
16.1 FOR ORGANIZATIONS WITH PROCUREMENT DEPARTMENTS OR A SINGLE
DEPARTMENT HANDLING PROCUREMENTS:
It is mandatory for all the government officers and staff involved in the procurement departments
or in a single department handling procurements to get the recommended training by the end of 4
years. The officers and staff who fail to acquire public procurement recommended training will not
be promoted further in their jobs. Whereas the departmental heads who fail to acquire
recommended training will be removed from their departmental head positions.
16.2 FOR ORGANIZATIONS WHERE THERE IS NO SINGLE DEPARTMENT WITH
PROCUREMENT RESPONSIBILITY AND WHERE PROCUREMENT COMMITTEES ARE
FORMED FOR VARIOUS PROCUREMENT ASSIGNMENTS:
After the time period of 4 years, only those members will be included in the procurement
committees that have undergone recommended training on public procurement. This action would
be applicable for the committees formed for procurement value of above PKR 100,000. The
procuring agencies must ensure that a reasonable number of people must get recommended public
procurement training so that committees can be formed comprising of such trained people. Within
the period of 4 years, it is not necessary that all the committee members are trained, however, the
procuring agency must try to include at least one such member in the procuring committee who
has received the recommended training on public procurement.
The introduction of such actions by the government is very beneficial as it will provide a push
force on procuring agencies to send their officers and staff on recommended public procurement
training. The procuring agencies may not cooperate in the capacity building process in the absence
of such regulations.
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17. FINANCIAL REQUIREMENT AND POSSIBLE SOURCES OF FUNDS
Successful implementation of every project requires smooth and timely flow of adequate funds.
The same is true for the implementation the National Procurement Training Strategy. The
implementation of the training strategies may start only after the arrangement of adequate funds
for the project. The possible providers of funds for this project may be:
1. Federal government
2. Provincial governments
3. Funding or donor agencies
This section will first discuss the estimated requirements of funds for implementing the strategy
and then proposes steps to be taken to convince potential funding organizations to provide
funding for the project.
17.1 ESTIMATED FUNDS REQUIREMENTS
In this section an estimation of funds requirement is made for achievement of the Strategic Action
1, that is, capacity building of current government officer and staff.
17.1.1 FUNDS REQUIREMENT FOR HALF DAY TRAINING AND THREE DAYCLASS ROOM
TRAINING:
The Table 11 shows the total estimated funds requirement for the Half Day training and the Three
Day class room training for the government officers and staff.
Table 21: Total Estimated Funds Requirement for the Half Day training and Three Day Class Room Training
Since the training strategy implementation comprises of two major phases, phase 1 and phase 2
respectively. Table 22 and Table 23 presents phase wise estimated total cost with respect to each
category of training.
Category Government and
Attached Departments
Autonomous bodies
Total No. of Participants
Total Cost
Senior Procurement Authorities 3,496 415 3,911 7,822,000
Mid-level Procurement Officers 27,069 1,355 28,424 113,696,000
Procurement Execution and Support Staff
15,421
4,720
20,141
60,423,000
Total 45,986 6,490 52,476 181,941,000
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Table 22: Total Estimated Funds Requirement for Phase-1
Table 23: Total Estimated Funds Requirement for Phase-2
Senior Procurement Authorities
COST Mid-level
Procurement Officers
COST
Procurement Execution
and Support Staff
COST Total No. of Participants
Total Cost
Federal 499 998,000 2218 8,872,000 4868 14,604,000 7585 24,474,000
Punjab 209 418,000 5519 22,076,000 1750 5,250,000 7478 27,744,000
Sindh 260 520,000 4979 19,916,000 1836 5,508,000 7075 25,944,000
KPK
Balochistan
Total 968 1,936,000 12,716 50,864,000 8,454 25,362,000 22,138 78,162,000
Senior Procurement Authorities
COST Mid-level
Procurement Officers
COST Procurement
Execution and Support Staff
COST Total No. of Participants
Total Cost
Federal 1641 3,282,000 6288 25,152,000 6691 20,073,000 14620 48,507,000
Punjab 594 1,188,000 2216 8,864,000 1151 3,453,000 3961 13,505,000
Sindh 354 708,000 1744 6,976,000 1352 4,056,000 3450 11,740,000
KPK 227 454,000 5342 21,368,000 2357 7,071,000 7926 28,893,000
Balochistan 128 256,000 118 472,000 134 402,000 380 1,130,000
Total 2,944 5,888,000 15,708 62,832,000 11,685 35,055,000 30,337 103,775,000
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17.1.2 FUNDS REQUIREMENT FOR DEVELOPING AN E-LEARNING SYSTEM:
As discussed under the heading 6.1.3 of Chapter 6, a review will be made for the on-line training
modules already available. If the on-line modules available are found to be appropriate for our
purpose then no funds will be required under this head. If there will arise a necessity of developing
a new e-learning system then approximately Rs. 2 to 3 million will be required for the purpose.
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18. EXECUTION AND CONTROL MECHANISM
The Federal and Provincial PPRAs will be responsible for the execution the training strategy at
their respective levels. Although the strategy applies to all Federal and provincial PPRAs, the
ground reality is that there is a great variation among the PPRAs with respect of their working and
overall development. Some PPRAs are already at an advanced stage of their development whereas
the others are still in the inception stage. Therefore it will not be practical that all the PPRAs will
have the same pace of strategy implementation. However, this proposed training strategy
document would function as a general guideline for all the PPRAs from which they would develop
their own implementation plans considering their respective ground realities.
The following actions will be undertaken by the PPRAs for the execution of the strategy:
1. The general outline of this recommended strategy to be agreed by all the Federal and
Provincial PPRAs.
2. The Federal and Provincial PPRAs will customize this recommended strategy for
implementation in their respective regions as per their circumstances and resources
availability.
3. PPRAs will discuss the customized strategies with their respective PPRA boards to seek the
board approval.
4. A formal training performance management will be developed by the PPRAs for their
regions. This performance management system will include the following two categories:
a. Monitoring of the training being conducted
b. Post-training „Training Impact Analysis‟.
PERFORMANCE MEASURES
The following measures of performance may be used by the PPRAs to measure the periodic and
overall performance of the training. These performance metrics includes both Quantitative and
Qualitative measures.
QUANTITATIVE METRICS
Number of people trained till date.
Percent target achieved. The formula for this would be;
(Number of officers and staff trained till date / Overall officers and staff to be trained) x 100
Percent of trainees marking „Excellent‟, „Very Good‟, „Good‟, „Fair‟, or „Poor‟ in the training
feedback form.
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QUALITATIVE MEASURES:
Overall feedback for the training by the contact person in each targeted organization.
Overall feedback from Training institutes and Trainers.
Training impact analysis can be measured with the help of auditors‟ reports. A comparison of
the pre-training and post-training audit reports can be a helpful tool to measure the public
procurements training impact on public sector organizations.
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19. ACTION PLAN
The following figure delineates the steps needed to successfully implement the public procurement training strategy.
Review of Training
Strategy by PPRAs
Customization of Training Strategy &
Approval by Respective
PPRA Boards
Development of Public Procurement Training
Policy
Development Of Standardized Training Modules For Training
Institutes And Academia
Development / Selection of E-Learning Mechanism
Development Of Sustainable Mechanism
For Government Officials Recruited In Future
Inclusion Of Procurement Modules In
Academic Institutions
Half Day & Three Day Training Programs
(Phase 1)
Half Day & Three Day Training Programs
(Phase 2)
Selection & Partnering With Training
Institutes
Figure 5: Action Plan
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The following table outlines the action plan for this training strategy. It presents major activities, output, time frame and implementing agency for
each action. As indicated in Figure 5, some actions can be performed in parallel whereas some actions need to be undertaken one after the other. The
time frame is based on best possible estimates; it is recommended that PPRAs should develop timeline for each action based on resource constraints
and other limitations S.NO. MAJOR TASKS OUTPUT TIME
FRAME RESPONSIBILITY
1. Review of Training Strategy by the
PPRAs
Recommendations to implement Public Procurement Training Strategy
1 Months
Federal and Provincial PPRAs
2. Customization of Training Strategy
and Approval by Respective PPRA
Board
Customized Public Procurement Training Strategy at Federal and Provincial Level
2 Months Federal and Provincial PPRAs
3. Development of Public Procurement
Training Policy
Mandatory and optional Recommendations for Procuring Departments and Organizations
4 Months Federal and Provincial PPRAs
4. Development of Standardized
Training Modules
Training modules for Public Procurement Training based on Training Need Assessment
4 Months Federal and Provincial PPRAs
5. Selection and Partnering with
Training institutes
Agreements/Contracts with Training Institutes
3 Months Federal and Provincial PPRAs
6. Half Day and Three Day Class Room
Training (Phase-1)
Certified Government Officials to Undertake Procurement Function
1.5 Years Government Departments and PPRAs
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7. Half Day and Three Day Class Room
Training (Phase-2)
Certified Government Officials to Undertake Procurement Function
2 Years Government Departments and PPRAs
8. Selection/Development of E-
Learning Mechanism
E-learning Portal 2 Years Federal and Provincial PPRAs
9. Development of Sustainable
Training Mechanism for Continuous
Development
Training Mechanism for New Recruited Government Officers
6 Months Federal and Provincial PPRAs
10. Inclusion of Procurement Modules
in Public Universities
Revised Academic Programs Focusing on Procurement and Public Procurement Practices
2 Years Federal and Provincial PPRAs
Table 24: Action Plan
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ANNEXURES
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ANNEXURE A: TNA QUESTIONNAIRE
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ANNEXURE B: LIST OF SAMPLE ORGANIZATIONS
B2: List of Sample Organizations –Federal
SNO Organization Name SNO Organization Name
1. Printing Corporation of Pakistan (Pvt) Limited 22 National Telecommunication Corporation
2. Earthquake Recons. & Rehab. Authority 23 Pakistan Software Export Board
3. Capital Development Authority (CDA) 24 NADRA
4.
Trade Development Authority 25 Directorate General of Immigration and Passport
5.
Trading Corporation of Pakistan 26 National Assembly
6.
State Life Insurance Corporation of Pakistan 27 Pakistan Institute of Medical Science
7.
National Highway Authority 28 Primary Health Care
8.
NLC 29 Pakistan State Oil (PSO)
9.
Civil Aviation Authority 30 Pakistan Petroleum Limited (PPL)
10.
Pakistan International Airline 31 SSGC
11.
Quaid-i-Azam University 32 Oil & Gas Development Company Ltd
12.
Accountant General of Pakistan Revenues 33 National Highway Authority
13.
Securities & Exchange Commission of Pakistan 34 Karachi Port Trust
14.
Pakistan Public Works Department 35 Pakistan National Shipping Corporation
15.
National Housing Authority 36 Pakistan Post
16.
National Fertilizer Corporation 37 Pakistan Railways
17.
Pakistan Steel 38 COMSAT
18.
Utility Stores Corporation of Pakistan 39 WAPDA
19.
Heavy Industries Texla 40 IESCO
20.
PMTF 41 LESCO
21 Pakistan Television Corporation
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B2: List of Sample Organizations –Punjab
SNO Organization Name SNO Organization Name
1. Health Department 20. Punjab Skill Development Fund
2. Jinnah Hospital Lahore 21. Punjab Power Development Company
3. Service Hospital 22. Punjab Power Management Unit
4. Ganga Ram Hospital 23. Housing, Urban Development and Public Health Engineering
5. General Hospital 24. Lahore Development Authority
6. Children Hospital 25. Multan Development Authority
7. District Hospitals Faisalabad 26. WASA - Lahore
8. District Hospitals Multan 27. WASA - Multan
9. Punjab University 28. Communication and Works Department
10. UET 29. High Way Departments
11. Faisalabad Agriculture University 30. Irrigation Department
12. King Edward Medical College 31. Agriculture Department
13. Fatima Jinnah Medical College 32. Live Stock & Dairy Development
14. Higher Education Department 33. Punjab Seed Corporation
15. Literacy and Non Formal Basic Education 34. Punjab Agriculture and Meat Company
16. School Education 35. Youth Affairs, Sports, Archeology and Tourism
17. Special Education 36. Punjab Emergency Services (Rescue 1122)
18. Punjab Text Book Board 37. Punjab Mines and Mineral Development Authority
19. Punjab Education Foundation 38. Bank of Punjab
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B3: List of Sample Organizations - Sindh
SNO Organization Name SNO Organization Name
1. Jinnah Hospital 15. Hyderabad Development Authority
2. Hyderabad Civil Hospital 16. Karachi Water Board
3. Larkana District Hospitals 17. Karachi Metropolitan Corporation
4. Health Department 18. Hyderabad Metropolitan Corporation
5. Karachi University 19. Works and Services Department
6. Sindh University 20. Irrigation Department
7. NED 21. Agriculture Department
8. Mehran University 22. Live Stock & Fisheries Department
9. Sindh Medical College 23. Food Department
10. Education/Special Education Department 24. Sindh Seed Corporation
11. Sindh Text Book Board 25. Information Science and Technology
12. Coal And Energy Development Department Government Of Sindh
26. Sports and Youth Affairs Department
13. Housing, Urban Development and Public Health Engineering
27. Coastal Development Authority Sindh
14. Karachi Development Authority 28. Sindh Bank
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B4: List of Sample Organizations - KPK
SNO Organization Name SNO Organization Name
1. Lady reading Hospital 14. Works and Services Department
2. Khyber Teaching Hospital Peshawar 15. Peshawar Development Authority
3. Peshawar District Hospital 16. Kohat Development Authority
4. Charsada District Hospital 17. Irrigation Department
5. Health Department 18. Agriculture Department,
6. Elementary and Secondary Education Department
19. Conservator Of Forests Wild Life, K.P.K
7. Directorate of Higher Education 20. Seed Department
8. Khyber Medical Hospital 21. Information and Culture
9. KPK Text Book Board 22. Directorate Of Sports And Youth Affairs.
10. U.E.T Peshawar 23. Directorate Of Sports Board,
11. Frontier Education Foundation 24. Mines And Mineral Development Department,
12. Khyber Pakhtunkhwa Text Book Board 25. Bank of Khyber
13. Energy and Power Department KPK
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B5: List of Sample Organizations - Balochistan
SNO Organization Name SNO Organization Name
1. Health Department 14. Punjab Power Development Company
2. Bolan Medical Complex, Balochistan . 15. Punjab Power Management Unit
3. District Hospital Quetta 16. Building and Roads Department, Balochistan .
4. District Hospital Khuzdar 17. Balochistan Development Authority
5. Education Department 18. Gawadar Development Authority
6. Balochistan Engineering College, Khuzdar 19. Quetta Development Authority
7. Balochistan University 20. Quetta Water Board
8. BUITMS 21. Communication And Works Department
9. Bolan Medical College 22. Irrigation Department
10. Directorate School, Balochistan . 23. Agriculture Department
11. Special Education 24. Livestock And Dairy Development Department.
12. Balochistan Text Book Board 25. Balochistan Sports Board
13. Balochistan Education Foundation 26. Director Mineral Resources Development, Balochistan
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ANNEXURE C: NUMBER OF EMPLOYEES IN GOVERNMENT AND ATTACHED
DEPARTMENTS
C1: Estimated Number of Employees in Federal Government and Attached Departments
Sr. No DEPARTMENT/DIVISION
BPS 16
BPS 17
BPS 18
BPS 19
BPS 20
BPS 21
BPS 22
TOTAL
1 Cabinet 52 123 24 34 20 3 1 257
2 Capital Administration & Development
5651 2194 1071 492 83 6 3 9500
3 Climate Change 19 9 18 14 3 1 1 65
4 Commerce 72 133 94 52 21 7 1 380
5 Communication 1193 118 63 19 8 4 2 1407
6 Defence 2646 1036 722 328 39 7 1 4779
7 Defence Production 3 9 15 6 3 1 1 38
8 Economic Affairs 19 67 4 15 7 2 1 115
9 Education 43 47 41 19 11 2 1 164
10 Election Commission 152 172 46 14 9 2 1 396
11 Establishment 133 84 148 57 23 4 1 450
12 Federal Tax Ombudsman 9 16 6 7 2 0 2 42
13 Finance 8058 2339 1508 254 148 34 7 12348
14 Foreign Affairs 31 114 158 108 107 35 12 565
15 Housing & Works 124 326 110 31 9 4 0 604
16 Human Resource Development 54 61 23 15 9 1 2 165
17 Human Rights Division 35 17 22 9 4 1 1 89
18 Industries 16 6 30 8 3 1 1 65
19 Information & Broadcasting 76 119 85 49 18 5 2 354
20 Information Technology and Telecommunications
34 24 29 12 9 5 2 115
21 Inter Provincial Coordination 6 30 8 11 6 1 1 63
22 Interior 1598 2089 752 335 41 13 2 4830
23 Kashmir Affairs 1278 1035 558 203 21 3 1 3099
24 Law, Justice & Parliamentary 83 158 74 40 120 203 18 696
25 Narcotics Control 186 116 74 25 11 2 1 415
26 National Accountability Bureau 200 231 131 90 27 9 1 689
27 National Assembly Secretariat 64 92 89 81 15 6 1 348
28 National Food Security & Research 93 179 59 34 13 15 2 395
29 National Harmony 1 9 0 2 1 0 1 14
30 National Heritage & Integration 53 48 26 27 7 4 2 167
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31 National Regulation & Services 20 123 18 9 3 0 1 174
32 Overseas Pakistanis Division 1 11 4 5 1 1 1 24
33 Petroleum & Natural Resources 38 177 98 37 11 2 1 364
34 Planning & Development 199 138 176 116 44 7 2 682
35 Ports & Shipping 24 18 36 13 7 1 1 100
36 Postal Services 372 146 75 32 15 7 2 649
37 President`s Secretariat (Personal) 9 9 17 9 3 0 0 47
38 President`s Secretariat (Public) 6 7 14 13 4 3 3 50
39 Prime Minister`s Secretariat ( Internal) 15 7 12 4 2 0 0 40
40 Prime Minister`s Secretariat (Public) 28 26 67 48 24 10 4 207
41 Privatization 1 4 4 1 1 0 1 12
42 Production Division 2 7 7 4 0 2 1 23
43 Railways 1165 534 349 104 54 12 2 2220
44 Religious Affairs, Zakat & Ushr 30 35 33 13 6 1 1 119
45 Revenue 2138 699 624 349 135 71 3 4019
46 Science & Technology Division 2 7 16 10 5 1 1 42
47 Senate Secretariat 57 94 35 25 7 3 3 224
48 State and Frontier Division 90 23 14 6 5 2 1 141
49 Statistics 57 510 107 41 22 2 1 740
50 Supreme Court of Pakistan 44 48 68 28 9 1 2 200
51 Textile Industry 8 18 25 6 4 0 1 62
52 Wafaqi Mohtasib 23 20 3 34 17 8 1 106
53 Water and Power 17 16 37 18 14 4 2 108
TOTAL 26328 13678 7827 3316 1191 519 108 52967
Data Source: Annual Statistical Bulletin of Federal Government Employees 2011-2012
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C2: Number of Employees in Punjab Government and Attached Departments
Sr. No
Department BPS 16
BPS 17
BPS 18
BPS 19
BPS 20
BPS 21
BPS 22
Total
1 Land Revenue 6 2 1
1
10
2 Provincial Excise 13 6
2 0
21
3 Stamps 15 2 1 0 0
18
4 Forest 200 107 52 10 4
373
5 Registration 1 0 0 0 0
1
6 Motor Vehicle 4 4 1 3 1
13
7 Tax and Duties 10 19 5 1 1
36
8 Irrigation and Land Reclamation
120 586 143 37 9 1
896
9 General Administration 1186 2085 772 220 87 48 4 4402
10 Administration of Justice 1429 576 1051 106 353 37 1 3553
11 Jails and Convict Settelments 378 136 53 22 6 1
596
12 Police 3607 877 214 73 38 14 1 4824
13 Education 419 8597 4110 1489 95
14710
14 Health Services 344 241 201 48 20
854
15 Public Health 57 172 51 18 3
301
16 Agriculture 165 1086 629 37 5
1922
17 Fisheries 16 75 20 4 1
116
18 Veterinary 45 232 196 53 13
539
19 Co-opertion 26 8 4 6 0
44
20 Industries 90 84 41 15 3
233
21 Miscellaneous Departments 38 206 77 24 6 9
360
22 Civil Works 96 110 44 18 3
271
23 Communications 70 76 43 14 3
206
24 Housing and Physical Planning 54 31 27 11 1
124
25 Relief 6 5 2 0 0
13
26 Stationary & Printing 11 4 2 1 0
18
27 Miscellaneous 28 104 32 7 4
175
28 Civil Defence 8 4 2 1 0
15
29 State Trading in Food Grains 132 22 12 2 0
168
30 State Trading In Medical Stores 4 3 0 1 1
9
Total 8578 15460 7786 2223 658 110 6 34821
Data Source: Estimates of Charged Expenditure and Demand for Grants 2013-2014
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C3: Estimated Number of Employees in Sindh Government and Attached Departments
Sr. No
Department BPS 16
BPS 17
BPS 18
BPS 19
BPS 20
BPS 21
BPS 22
TOTAL
1 ORGAN OF STATE 675 605 192 108 44 8 2 1634
2 LAW DEPARTMENT 144 429 170 43 31 817
3 FINANCE DEPARTMENT 132 207 176 11 5 531
4 BOARD OF REVENUE 237 60 25 13 7 8 350
5 PLANNING 14 54 30 12 20 1 131
6 WEIGHT & MEASURE 34 64 18 3 1 120
7 STATISTICS 10 136 13 4 1 164
8 INFORMATION 10 66 36 13 2 127
9 ADMINISTRATIVE TRAINING 6 17 5 2 1 31
10 JUSTICE LAW COURTS 110 104 322 13 103 51 703
11 POLICE 1994 438 140 42 22 6 1 2643
12 JAIL & DETENTION 136 74 18 7 3 1 239
13 CIVIL DEFENCE 31 8 1 40
14 TRAINING & RESEARCH 65 26 9 2 2 1 105
15 ADMINISTRATION WORKS 156 530 128 43 9 866
16 PUBLIC HEALTH SERVICES 39 115 33 6 1 194
17 URBAN TOWN PLANNING 5 8 1 14
18 HEALTH 3961 6745 5367 1130 192 1 17396
19 MAN POWER & LABOR MANAGEMENT 281 133 57 24 3 498
20 SPORTS & RECREATION FACILITIES 13 26 8 4 2 53
21 SOCIAL SECURITIES & SOCIAL WELFARE 111 378 65 16 5 575
22 NATURAL CALAMITIES & OTHER DISASTERS 3 6 3 1 1 14
23 RELIGIOUS AFFAIRS 36 57 15 6 4 118
24 AGRICULTURE & FOOD 336 1378 223 52 9 1998
25 LAND MANAGEMENT 20 6 2 4 1 33
26 ANIMAL HUSBANDRY 36 444 91 6 4 581
27 FORESTRY 124 26 36 10 2 198
28 FISHING 25 77 31 7 1 141
29 CO-OPERATION 10 42 11 2 1 66
30 IRRIGATION 116 328 64 21 8 537
31 LAND RECLAMATION 30 64 19 5 1 119
32 FULE & POWER 16 56 24 6 1 103
33 RURAL DEVELOPMENT 28 113 89 5 1 236
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34 INDUSTRIES & MINIRAL RESOURCES 72 49 27 14 5 167
35 STATE TRADING 100 11 9 4 1 125
TOTAL 9116 12880 7457 1640 494 77 3 31667
Data Source: Sindh Provincial Budget Volume III
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C4: Estimated Number of Employees in KPK Government and Attached Departments
S.No. DEPARTMENT BPS-16 BPS-17 BPS-18 BPS-19 TOTAL
1 Provincial assembly 76 38 27 7 148
2 General administration 202 184 42 15 443
3 Treasuries 133 47 20 8 208
4 Finance department 43 50 18 8 119
5 Local fund audit 45 27 14 1 87
6 Planning & development 15 32 18 15 80
7 Bureau of statistics 12 10 1 1 24
8 Information technology 9 14 4 3 30
9 Revenue & estate 192 338 72 36 638
10 Excise and taxation 40 39 13 3 95
11 Home department 158 94 52 47 351
12 Jails & convicts settlement 79 56 17 5 157
13 Police 628 236 75 29 968
14 Administration of justice 252 60 401 74 787
15 Higher education, archives & libraries 77 2,436 1,939 1,023 5,475
16 Health 4,714 4,462 2,662 918 12,756
17 Communication and works 98 152 51 19 320
18 Public health engineering 90 81 36 12 219
19 Local government 34 37 5 2 78
20 Agriculture 77 480 247 94 898
21 Animal husbandry 16 220 109 45 390
22 Co-operation 26 4 4 1 35
23 Environment and forestry 160 168 81 19 428
24 Forestry (wildlife) 29 21 17 2 69
25 Fisheries 12 20 4 1 37
TOTAL 7217 9306 5929 2388 24840
Data Source: S&GAD Department Government of KPK
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Data Source: S&GAD Department Government of KPK
C5: Estimated Number of Employees in Balochistan Government and Attached Departments
Sr No.
Departments BPS 17 BPS 18 BPS 19
1 Afghan Refugees Organization - - -
2 Agriculture & Cooperative Department 10 3 2
3 Balochistan Development Authority - - -
4 Chief Minister Inspection Team - - -
5 Civil Defense - - -
6 Coastal Development Authority - - -
7 Communication & Works Department - - -
8 Culture, Tourism and Archives Department 4 1 1
9 Education Department - - -
10 Environment, Sports & Youth Affairs Department
5 1 2
11 Finance Department 24 6 2
12 Fisheries Department 5 2 1
13 Food Department 5 1 1
14 Forest & Wild Life Department 6 2 1
15 Gwadar Development Authority - - -
16 Health Department 12 4 3
17 Home & Tribal Affairs Department 15 5 4
18 Irrigation & Power Department 5 4 1
19 Industries & Commerce Department 6 2 2
20 Information Department 3 1
21 Information Technology Department 4 2
22 Inter Provincial Coordination Department 4 1 1
23 Law & parliamentary Affairs Department 7 2 2
24 Labor & Manpower Department 6 2 1
25 Levies Force - 1
26 Livestock & Dairy Development 6 2 1
27 Local Government & Rural Development Department
7 2 1
28 Mines & Mineral Development Department 5 2 1
29 Planning & Development Department 4 - 1
30 Police Department - - -
31 Population Welfare Department 4 1 1
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32 Prison Department - - -
33 Prosecution Department 4 2 2
34 Provincial Transport Department 4 1 -
35 Public Safety Commission Department 4 - -
36 Public Health Engineering Department 7 2 1
37 Public Relations - - -
38 Quetta Development Authority - - -
39 Revenue, Land Utilization, Transport Relief, Settlement, Excise & Taxation
- - -
40 Religious and Minorities Affairs Department 7 2 -
41 Services & General Administration Department 25 6 2
42 Social Security Institution - - -
43 Social Welfare, Special Education: Literacy, Non Formal Education Department
5 2 1
44 Technical / Vocational Training Center - - -
45 Urban Planning & Development Department 2 2 1
46 Water & Sanitation Authority - - -
47 Women Development Department 3 1 1
48 Workers Welfare Board - - -
Total 208 65 37
Data Source: S&GAD Department Government of Balochistan
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ANNEXURE D: NUMBER OF AUTONOMOUS BODIES/CORPORATIONS AND
THEIR EMPLOYEE STRENGTH
Federal autonomous bodies/ corporations and their employees 2011-12 by Division
S.No Division Number Employees
1 Cabinet 15 19,995
2 Commerce 7 5,241
3 Communications 1 1,212
4 Culture 4 373
5 Defence 2 28,306
6 Defence Production 2 2,784
7 Education 42 10,342
8 Environment 2 176
9 Establishment 8 1,872
10 Finance 10 25,267
11 Food, Agriculture & Livestock 4 4,898
12 Foreign Affairs 3 124
13 Health 11 2,438
14 Housing & Works 3 575
15 Industries Production and Special Initiatives 14 25,599
16 Information & Broadcasting 5 8,264
17 Information Technology and Telecom. 8 6,094
18 Interior 2 11,064
19 Kashmir Affairs & Northern Areas 1 650
20 Labor & Manpower 3 1,208
21 Law, Justice &Parliamentary Affairs 1 58
22 Livestock & Dairy Development 1 60
23 Minorities Affairs 1 1,059
24 Overseas Pakistanis 1 1,718
25 Petroleum & Natural Resources 10 31,339
26 Planning and Development 1 188
27 Population Welfare 2 100
28 Privatization & Investment 1 84
29 Port & Shipping 6 7,758
30 Religious Affairs, Zakat &Ushar 1 104
31 Science & Technology 18 10,438
32 Sports 1 373
33 States & Frontier Regions 1 196
34 Social Welfare & Special Education 1 1,194
35 Tourism 5 416
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36 Textile Industry 2 443
37 Water & Power 6 156,994
38 Prime Minister Secretariat (Public) 1 281
Total 207 369,285
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ANNEXURE E: LIST OF RESPONDENT ORGANIZATIONS
S. No Federal S. No Punjab
1 State Life Insurance 1 Civil Services Academy
2 National Logistic Cell 2 Punjab Information Technology Board
3 Oil & Gas Development Corporation 3 Directorate of Public Libraries
4 COMSATS 4 Communication & Works Department
5 Utility Stores Corp. 5 Punjab Education Foundation
6 Pakistan International Airline 6 Jinnah Hospital, Lahore
7 Securities and Exchange Commission of Pakistan 7 University of Punjab
8 Pakistan Standards & Quality Control Authority 8 Faisalabad Agriculture University
9 Pakistan Television Corporation 9 Punjab Text Book Board
10 Civil Aviation Authority 10 Punjab Power Development Company
11 Trading Corporation of Pakistan 11 Punjab Seed Corporation
12 Sui Southern Gas Company 12 Livestock & Dairy Development
13 Karachi Port Trust 13 Punjab Mines & Minerals Development
14 Pakistan Railways 14 Punjab Agriculture and Meat Company
15 Printing Corporation of Pakistan
16 Capital Development Authority
17 Quaid-e-Azam University
18 Pakistan Software Export Board
19 Pakistan State Oil
20 Pakistan Oil Fields
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S. No KPK S. No Sindh
1 PDMA 1 Works & Services Dept.
2 Director of Sports Board 2 Sindh Coastal Development Authority
3 Lady Reading Hospital 3 Sindh Municipal Services
4 Energy & Power Dept. 4 Jinnah Hospital
5 C & W 5 Karachi University
6 Health Dept. 6 Housing, Urban Development and Public Health Engineering
7 Directorate of Sports & Youth Affairs 7 Karachi Development Authority
8 Tourism Development 8 Karachi Water Board
9 Urban Policy Unit 9 Sindh Seed Corporation
10 Mines & Minerals Development 10 Information Science and Technology
11 SNGPL 11 Sindh Bank
12 Forest Department S. No Balochistan
13 Elementary & Secondary Education 1 Quetta Development Authority
14 Irrigation Dept.
15 Water Management
16 Social Welfare of Women
17 Agriculture Dept.
18 Provincial Housing Authority
19 Bank of Khyber
20 District Hospital Peshawar
21 FEF
22 University of Peshawar
23 University of Engineering & Technology
24 Institute of Management Sciences
25 Peshawar Development Authority
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ANNEXURE F: LIST OF HEC RECOGNIZED PUBLIC SECTOR UNIVERSITIES AND
DEGREE AWARDING INSTITUTES
Universities/DAI’s in Federal Capital
S. No University/DAI Name Main Campus Location Charter
1 Air University, Islamabad Islamabad Federal Government
2 Allama Iqbal Open University, Islamabad (AIOU) Islamabad Federal Government
3 Bahria University, Islamabad Islamabad Federal Government
4 COMSATS Institute of Information Technology, Islamabad Islamabad Federal Government
5 Quaid-i-Azam University, Islamabad Islamabad Federal Government
6 Federal Urdu University of Arts, Sciences & Technology, Islamabad Islamabad Federal Government
7 Institute of Space Technology, Islamabad (IST) Islamabad Federal Government
8 International Islamic University, Islamabad Islamabad Federal Government
9 National Defense University, Islamabad (NDU) Islamabad Federal Government
10 National University of Modern Languages, Islamabad (NUML) Islamabad Federal Government
11 National University of Sciences & Technology, Rawalpindi (NUST) Islamabad Federal Government
12 Pakistan Institute of Development Economics (PIDE), Islamabad Islamabad Federal Government
13 Pakistan Institute of Engineering & Applied Sciences, Islamabad (PIEAS) Islamabad Federal Government
Universities/DAI’s in Punjab
S. No University/DAI Name Main Campus Location Charter
1 Bahauddin Zakariya University, Multan Multan Government of Punjab
2 Fatima Jinnah Women University, Rawalpindi Rawalpindi Government of Punjab
3 Government College University, Faisalabad Faisalabad Government of Punjab
4 Government College University, Lahore Lahore Government of Punjab
5 Islamia University, Bahawalpur Bahawalpur Government of Punjab
6 King Edward Medical University, Lahore Lahore Government of Punjab
7 Kinnaird College for Women, Lahore Lahore Government of Punjab
8 Lahore College for Women University, Lahore Lahore Government of Punjab
9 University of Agriculture, Faisalabad Faisalabad Government of Punjab
10 University of Arid Agriculture, Rawalpindi Rawalpindi Government of Punjab
11 University of Education, Lahore Lahore Government of Punjab
12 University of Engineering & Technology, Lahore Lahore Government of Punjab
13 University of Engineering & Technology, Taxila Taxila Government of Punjab
14 University of Gujrat, Gujrat Gujrat Government of Punjab
15 University of Health Sciences, Lahore Lahore Government of Punjab
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16 Virtual University of Pakistan, Lahore Lahore Federal Government
17 Pakistan Institute of Fashion and Design, Lahore Lahore Federal Government
18 National Textile University, Faisalabad Faisalabad Federal Government
19 University of Sargodha, Sargodha Sargodha Government of Punjab
20 University of the Punjab, Lahore Lahore Government of Punjab
21 University of Veterinary & Animal Sciences, Lahore Lahore Government of Punjab
22 National College of Arts, Lahore (NCA) Lahore Federal Government
Universities/DAI’s in Sindh
S. No University/DAI Name Main Campus Location Charter
1 DOW University of Health Sciences, Karachi Karachi Government of Sindh
2 Institute of Business Administration, Karachi Karachi Government of Sindh
3 Liaquat University of Medical and Health Sciences, Jamshoro Sindh. Jamshoro Government of Sindh
4 Mehran University of Engineering & Technology, Jamshoro Jamshoro Government of Sindh
5 NED University of Engineering & Technology, Karachi Karachi Government of Sindh
6 Peoples University of Medical and Health Sciences for Women, Nawabshah (Shaheed Benazirabad) Nawabshah Government of Sindh
7 Quaid-e-Awam University of Engineering, Sciences & Technology, Nawabshah Nawabshah Government of Sindh
8 Shah Abdul Latif University, Khairpur Khairpur Government of Sindh
9 Shahaeed Mohtarma Benazir Bhutto Medical University, Larkana Larkana Government of Sindh
10 Sindh Agriculture University, Tandojam Tandojam Government of Sindh
11 Sukkur Institute of Business Administration, Sukkur Sukkur Government of Sindh
12 University of Karachi, Karachi Karachi Government of Sindh
13 University of Sindh, Jamshoro Jamshoro Government of Sindh
14 Dawood College of Engineering & Technology, Karachi Karachi Federal Government
15 Pakistan Naval Academy, Karachi Karachi Federal Government
Universities/DAI’s in Khyber Pakhtunkhwa
S. No University/DAI Name Main Campus Location Charter
1 Abdul Wali Khan University, Mardan Mardan Government of KPK
2 Frontier Women University, Peshawar Peshawar Government of KPK
3 Gomal University, D.I. Khan D.I.Khan Government of KPK
4 Hazara University, Dodhial, Mansehra Manshera Government of KPK
5 Institute of Management Sciences, Peshawar (IMS) Peshawar Government of KPK
6 Islamia College University, Peshawar Peshawar Government of KPK
7 Khyber Medical University, Peshawar Peshawar Government of KPK
8 Kohat University of Science and Technology, Kohat Kohat Government of KPK
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9 Khyber Pakhtunkhwa Agricultural University, Peshawar Peshawar Government of KPK
10 NWFP University of Engineering. & Technology, Peshawar Peshawar Government of KPK
11 Shaheed Benazir Bhutto University, Sheringal, Dir Dir Government of KPK
12 University of Malakand, Chakdara, Dir, Malakand Malakand Government of KPK
13 University of Peshawar, Peshawar Peshawar Government of KPK
14 University of Science & Technology, Bannu Bannu Government of KPK
15 University of Swat, Swat Swat Government of KPK
16 Pakistan Military Academy, Abbottabad (PMA) Abbottabad Federal Government
Universities/DAI’s in Balochistan
S. No University/DAI Name Main Campus Location Charter
1 Balochistan University of Engineering & Technology, Khuzdar Khuzdar Government of Balochistan
2 Balochistan University of Information Technology & Management Sciences, Quetta Quetta Government of Balochistan
3 Lasbela University of Agriculture, Water and Marine Sciences Lasbela Government of Balochistan
4 Sardar Bahadur Khan Women University, Quetta Quetta Government of Balochistan
5 University of Balochistan, Quetta Quetta Government of Balochistan
Universities/DAI’s in Azad Jammu & Kashmir
S. No University/DAI Name Main Campus Location Charter
1 Mirpur University of Science and Technology (MUST), AJ&K Mirpur Government of AJ&K
2 University of Azad Jammu & Kashmir, Muzaffarabad, Azad Kashmir, Muzaffarabad Muzaffarabad Government of AJ&K
Universities/DAI’s in Gilgit Baltistan
S. No University/DAI Name Main Campus Location Charter
1 Karakurum International University, Gilgit, Gilgit Baltistan Gilgit Federal Government
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ANNEXURE G: LIST OF FEDERAL DEPARTMENTS AND AUTONMOUS BODIES
FOR PHASE-1
G1: LIST OF FEDERAL GOVERNMENT DEPARTMENTS AND AUTONOMOUS
BODIES
S.No Government Departments
1 Commerce
2 Defence
3 Housing & Works
4 Railways
5 Water and Power
S.No Depts./Autonomous
1 Capital Development Authority (CDA).
2 Federal Post Graduate Medical Institute
3 Frequency Allocation Board (FAB)
4 Health & Service Academy
5 Intellectual Property Organisation (IPO-P)
6 National Book Foundation (NBF)
7 National Electric Power Regulatory Authority (NEPRA)
8 National Institute of Health
9 Oil & Gas Regulatory Authority (OGRA)
10 Pakistan Medical Research Council
11 Pakistan Telecommunications Authority (PTA)
12 Printing Corporation of Pakistan (PCP)
13 Public Procurement Regulatory Authority (PPRA)
14 Shaikh Zaid Postgraduate Medical Institute
15 Sheikha Fatima Institute of Nursing
16 Women Chest Desies Hospital
17 Private Educational Institutions Regulatory Authority (PEIRA)
18 Federal Government College of Home Economics
19 National Tariff Commission
20 Pakistan Reinsurance Company Limited
21 Pakistan Tobacco Board
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22 State Life Insurance Corporation of Pakistan
23 Trading Corporation of Pakistan
24 National Insurance Company Limited
25 Pakistan Horticulture Development & Export Company
26 National Highway Authority
27 National Disaster Management Authority
28 Pakistan Environmental Planning & Architectural Consultants Ltd.
29 Global Change Impact Studies Center
30 Civil Aviation Authority
31 Pakistan International Airline
32 Karachi Shipyard & Engineering Works (KS&EW)
33 Higher Education Commission (HEC)
34 Area Study Center, University of Peshawar
35 Area Study Center, Quaid e Azam university
36 Allama Iqbal Open University (AIOU)
37 Area Study Center, University of Karachi
38 Area Study Center, University of Balochistan
39 Area Study Center, University of Sindh
40 Area Study Center, University of Punjab
41 Center of Excellence in Water Resources, University of Engineering Lahore
42 Center of Excellence in marine Biology, University of Karachi
43 Center of Excellence in Solid State Physics, University of Punjab
44 Center of Excellence, Mineralogy, University of Balochistan
45 Center of Excellence in Gender Studies, Quaid e Azam University
46 Federal Board of Intermediate & Secondary Education
47 Federal Urdu University of Arts & Science, Karachi
48 International Islamic University (IIU)
49 National Educational Foundation
50 National Center of Excellence in Analytical Chemistry, University of Sindh
51 National Center of Excellence in Molecular Biology, University of Punjab
52 National Center of Excellence in Geology, University of Peshawar
53 National Institute of Psychology, Quaid e Azam University
54 National Center of Excellence in Physical Chemistry, University of Peshawar
55 National Institute of Historical and Cultural Research, Quaid e Azam University
56 National Institute of Pakistan Studies, Quaid e Azam University
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57 National University of Modern Languages (NUML)
58 Pakistan Study Center, University of Punjab
59 Pakistan Study Center, University of Sindh
60 Pakistan Study Center, University of Peshawar
61 Pakistan Study Center, University of Balochistan
62 Pakistan Study Center, University of Karachi
63 Quaid e Azam University Islamabad
64 Sheikh Zayed Islamic Center, University of Punjab
65 Sheikh Zayed Islamic Center, University of Peshawar
66 Sheikh Zayed Islamic Center, university of Karachi
67 National Commission of Human Development
68 National Education Assessment System
69 National Vocational and Technical Training Commission, Islamabad
70 Federal Employees Benevolent & Group Insurance Funds, Islamabad
71 Pakistan Academy for Rural Development, Peshawar
72 National Institute of Management, Karachi
73 National Institute of Management, Quetta
74 National Institute of Management, Peshawar
75 National School of Public Policy Secretariat
76 Civil Services Academy
77 Zarai Taraqiati bank Ltd. Islamabad
78 First Women Bank Ltd, Karachi
79 House Building Finance Corporation
80 Industrial Development Bank of Pakistan, Karachi
81 Competition Commission of Pakistan
82 National Bank of Pakistan, Karachi
83 National Investment Trust
84 Pakistan Security Printing Corporation
85 State Bank of Pakistan
86 S.M.E Bank, Islamabad
87 Financial Monitoring Unit. Karachi
88 Security & Exchange Commission of Pakistan
89 Foregin Services Academy
90 Institute of Strategic Studies (ISS)
91 Strategic Export Council Division
92 National Construction Limited (NCL)
93 Pakistan Housing Authority
94 Federal Government Employees Housing Foundation
95 Employees Old Age Benefits Institution
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96 Overseas Employment Corporation
97 Workers Welfare Fund
98 Engineering Development Board (EDB)
99 Export Processing Zone Authority (EPZA)
100 National Fertilizer Corporation (NFC)
101 Pakistan Institute of Management (PIM)
102 Pakistan Industrial Technical Assistance Centre (PITAC)
103 Small and Medium Enterprises Development Authority (SMEDA)
104 Utility Stores Corporation (USC)
105 National Productivity Organization (NPO)
106 Associated Press of Pakistan
107 Institute of Regional Studies (IRS)
108 Pakistan Broadcasting Corporation
109 Pakistan Television Corporation
110 Pakistan Electronic Media Regulatory Authority
111 Press Council of Pakistan (PCP), Islamabad
112 National Telecommunication Corporation (NTC)
113 Special Communication Organization (SCO)
114 Telephone Industries of Pakistan
115 Pakistan Telecommunication Employees Trust
116 Virtual University (VU) of Pakistan
117 Pakistan Software Export Board (PSEB)
118 Telecom Foundation (TF)
119 Universal Service Fund (USF)
120 National Information CT Research Development Fund
121 Malam Jabba Resort Limited
122 National College of Arts
123 Pakistan Cricket Board
124 Pakistan Sports Board
125 Pakistan Tourism Development Corporation
126 Pakistan Viterinary Medical Council
127 Pakistan Boys Scouts Association
128 Pakistan Girls Guide Association
129 National Police Academy (NPA)
130 National Database and Registration Authority
131 Northern Areas Transport Corporation
132 Federal judicial Academy
133 Pakistan Agriculture Research Council
134 Pakistan Agricultural Storage & Services Corporation (PASSCO)
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135 Pakistan Dairy Development Company (PDDC)
136 Livestock and Dairy Development Board (LDDB)
137 Fisheries Development Board (FDB)
138 Evacuee Trust Property Board
139 Pakistan Academy of Letters
140 Quaid e Azam Academy, Karachi
141 Iqbal Academy Pakistan, Lahore
142 Aiwan-e-Iqbal Complex, Lahore
143 National Institute of Folk & Traditional Heritage, Islamabad
144 Pakistan National Council of the Arts, Islamabad
145 Quaid e Azam Mazar Management Board, Karachi
146 Pakistan Medical and Dental Board
147 Pakistan Nursing Council
148 National Council for Tibb
149 National Council for Homeopathy
150 Pharmacy Council of Pakistan
151 College of Physicians & Surgeons, Karachi
152 Overseas Pakistanis Foundation
153 Government Holding Pvt Ltd
154 Hydrocarbon Development Institute of Pakistan
155 Lakhra Coal Development Corporation
156 Oil & Gas Development Corporation (OGDC)
157 Pakstan Mineral Development Corporation
158 Pakistan Petroleum Limited, Karachi
159 Pakistan State Oil Company Ltd. (PSO)
160 Saindak Metals Ltd. Quetta
161 Sui Southern Gas Companies Ltd. (SSGC)
162 Sui Northern Gas Pipelines Ltd. (SNGPL)
163 Inter State Gas System (Pvt) Limited
164 Pakistan Instutite of Development Economics
165 National Institute of Population Studies
166 National Trust for Population Welfare
167 Privatization Commission
168 Karachi Port Trust
169 Pakistan National Shipping Corporation
170 Port Qasim Authority
171 Gawadar Port Authority
172 Gawadar Fish Harbour
173 Pakistan Marine Academy
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174 Korangi Fisheries Harbour
175 Directorate Seamen Welfare
176 Pakistan Industrial Development Corporation (PIDC)
177 Pakistan Automobile Corporation (PACO)
178 Pakistan Steel Mills Corporation (Pvt) Ltd. (PASMC)
179 Sindh Engineering Pvt. Ltd
180 Pakistan Gems & Jwewllary Development
181 State Engineering Corporation of Pakistan (SEC)
182 ENAR Petrotech Services (Pvt) Ltd.
183 Council of Islamic Ideology
184 Council for Work and Housing Research (CWHR)
185 Center For Applied & Molecular Biology (CAMB)
186 National Institute for Oceanography, Karachi
187 National Institute for Electronics, Islamabad
188 National University of Science and Technology (NUST)
189 Pakistan Council for Scientific and Industrial Research
190 Pakistan National Accreditation Council (PNAC)
191 Pakistan Science Foundation (PSF)
192 Pakistan Scientific and Technological Information Center
193 Pakistan Council for Renewable Energy
194 Pakistan Standards And Quality Control Authority (PSQCA)
195 Pakistan Council for Research in Water Resources
196 Pakistan Council for Science and Technology (PCST)
197 COMSATS (CIIT)
198 STEDEC Technology Commercialization Corporation of Pakistan (Private) Limited
199 Pakistan Engineering Council (PEC)
200 Pakistan Museum of Natural History
201 Cadet Collee, Razmak
202 Pakistan Cotton Standards Institute (PCSI),Karachi
203 National Textile University, Faisalabad
204 Synthetic Fiber Development Center
205 Indus River System Authority (IRSA)
206 National Power Construction Company (NPCC)
207 Water and Power Development Authority (WAPDA)
208 Alternative Energy Development Board
209 Pakistan Electric Power Company
210 National Engineering Services Pakistan(NESPAK)
211 Pakistan Bait ul Mall
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G2: LIST OF PUNJAB GOVERNMENT DEPARTMENTS AND AUTONMOUS
BODIES
S.No Government Departments
1 Education
2 Police
3 Health Services
4 Public Health
5 Agriculture
6 Civil Works
7 Housing and Physical Planning
TOTAL
S.No Depts./Autonomous
1 Market Committees Provincial Fund Board
2 Pir Mehr Ali Shah University of Arid Agriculture Rawalpindi
3 PuNjab Agricultural Research Board (PARB)
4 Punjab Seed Corporation
5 University of Agriculture Faisalabad
6 Punjab Auqaf Organization
7 Punjab Privatization Board
8 Lahore Ring Road Authority
9 Punjab Cooperative Board for Liquidation (PCBL)
10 Punjab Power Development Board (PPDB)
11 Punjab Revenue Authority
12 Allama Iqbal Medical College / Jinnah Hospital Lahore
13 Faisalabad Institute of Cardiology
14 Fatima Jinnah Medical College for Women / Sir Ganga Ram Hospital
15 King Edward Medical University
16 Multan Institute of Cardiology
17 Nishtar Medical College & Hospital Multan
18 Nursing Examination Board
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19 Punjab Pharmacy Council
20 Punjab Medical Faculty
21 Quaid-e-Azam Medical College & B.V. Hospital Bahawalpur
22 Rawalpindi Medical College & Allied Hospital Rawalpindi
23 Postgraduate Medical Institute & Lahore General Hospital
24 Punjab Medical College & Allied Hospital Faisalabad
25 Punjab Institute of Cardiology Lahore
26 Punjab Health Foundation
27 Provincial Quality Control Board
28 Services Institute of Medical Sciences & Services Hospital Lahore
29 Sheik Zayed Medical College & Hospital Rahim Yar Khan
30 University of Health Sciences (UHS)
31 Boards of Intermediate and Secondary Education Bahawalpur
32 Boards of Intermediate and Secondary Education Dera Ghazi Khan
33 Boards of Intermediate and Secondary Education Gujranwala
34 Boards of Intermediate and Secondary Education Faisalabad
35 Boards of Intermediate and Secondary Education Lahore
36 Boards of Intermediate and Secondary Education Multan
37 Boards of Intermediate and Secondary Education Rawalpindi
38 Boards of Intermediate and Secondary Education Sargodha
39 Baha-ud-Din Zikaryia University Multan
40 Fatima Jinnah Women University Rawalpindi
41 Government College University Lahore
42 Government College University Faisalabad
43 Islamia University Bahawalpur
44 Lahore College for Women University
45 University of Gujrat
46 University of Education Lahore
47 University of Engineering & Technology Lahore
48 University of Engineering & Technology Taxila
49 University of the Punjab
50 University of Sargodha
51 Govt. S.E. College Bahawalpur
52 Govt. Sadiq Degree College (W), College Road Bahawalpur
53 Govt. Postgraduate College, Tehsil Chowk Chakwal
54 Govt. College for Women, Chakwal
55 Govt. Post Graduate College D.G.Khan
56 Govt. College for Women D.G.Khan
57 Govt. Post Graduate College, Samanabad Faisalabad
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58 Govt. Islamia Post Graduate College for Women, Eidgah Road Faisalabad
59 Govt. College for Women, Madina Town Faisalabad
60 Govt. Post Graduate College for Women, Satellite Town Gujranwala
61 Govt. Post Graduate College, Peoples Colony Gujranwala
62 Queen Mary College Lahore
63 Govt. College of Science, Wahdat Road Lahore
64 Govt. Islamia College Civil Lines Lahore
65 Govt. M.A.O. College Lahore
66 Govt. Post Graduate College for Women, Samanabad Lahore
67 Govt. College for Women, Bilal Ganj Lahore
68 Govt. College for Women, Gulberg Lahore
69 School of Mathematical Sciences Lahore
70 Govt. College of Science, Bosan Road Multan
71 Govt. College Civil Lines, Chowk Katchery Multan
72 Lawrence College, Ghora Gali Murree
73 Govt. Post Graduate College for Women, Satellite Town Rawalpindi
74 Govt. Gordon College Rawalpindi
75 Govt. Post Graduate College Sahiwal
76 Govt. Postgraduate College for Women Sahiwal
77 Govt. Murray College Sialkot
78 Govt. Post Graduate College for Women Sialkot
79 Govt. Ambala Muslim College Sargodha
80 Govt. College for Women, Block No. 23/A Sargodha
81 Quaid-e-Azam Library, Bagh-e-Jinnah Lahore
82 Punjab Public Library Lahore
83 Punjab Library Foundation Lahore
84 Child Protection and Welfare Bureau, Punjab
85 Punjab Emergency Service (Rescue 1122)
86 Punjab Forensic Science Agency
87 Faisalabad Development Authority
88 Gujranwala Development Authority
89 Improvement Trust, Murree
90 Improvement Trust, Sargodha
91 Lahore Development Authority
92 Multan Development Authority
93 Parks & Horticulture Authority (PHA)
94 Punjab Housing & Town Planning Agency (PHATA)
95 Rawalpindi Development Authority
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96 Punjab Board of Technical Education
97 Punjab Small Industries Corporation (PSIC)
98 Punjab Engineering Academy
99 Punjab Irrigation & Drainage Authority (PIDA)
100 Bahawalpur Museum
101 Bab-e-Pakistan Trust
102 Punjab Council of Arts
103 Lahore Arts Council
104 Lahore Museum
105 Punjab Institute of Language, Art and Culture (PILAC)
106 Punjab Journalists Housing Foundation
107 Punjab Employees Social Security Institution
108 Punjab Workers Welfare Board
109 Punjab Judicial Academy
110 Punjab Livestock & Dairy Development Board
111 Punjab Agriculture & Meat Company (PAMCO)
112 Punjab Poultry Research and Development Board
113 Society for the Prevention to Cruelty to Animals (SPCA)
114 University College of Veterinary and Animal sciences, Islamia University Bahawalpur
115 University of Veterinary and Animal Sciences Lahore
116 Veterinary College Jhang
117 Veterinary Faculty, Baha Uddin Zakaria University Multan
118 Veterinary Faculty, Pir Mehr Ali Shah University of Arid Agriculture Rawalpindi
119 Bahawalpur Development Authority
120 Punjab Local Government Board
121 Punjab Local Government Commission
122 Punjab Municipal Fund Devlopment Company (PMFDC)
123 Punjab Rural Support Programme (PRSP)
124 Punjab Mineral Development Corporation (PUNJMIN)
125 Cholistan Development Authority
126 Punjab Economic Research Institute (PERI)
127 Punjab Information Technology Board
128 Cadet College Hassan Abdal
129 Daanish Schools and Centers of Excellence Authority
130 Government Central Model School Lower Mall Lahore
131 Punjab Examination Commission
132 Punjab Education Foundation
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133 Punjab Text Book Board
134 Punjab Teachers‟ Foundation
135 Punjab Government Employees Welfare Fund Board
136 Punjab Government Servants Benevolent Fund Board
137 Punjab Government Servants Housing Foundation
138 Punjab Procurement Regulatory Authority (PPRA)
139 Punjab Bait-ul-Maal Council
140 Punjab Social Services Board
141 Punjab Welfare Trust for the Disabled
142 Punjab Fund for Rehabilitation of Special Persons
143 Punjab Road Transport Corporation (Defunct)
144 Punjab Sports Board
145 Tourism Development Corporation of Punjab (TDCP)
G3: LIST OF SINDH GOVERNMENT DEPARTMENTS AND AUTONMOUS
BODIES
S.No Government Departments
1 Agriculture Department
2 C&W Department
3 Education Department
4 Health Department
5 Housing, Town Planning
6 Irrigation and Power Department
TOTAL
S.No Depts./Autonomous
1 SINDH SPORTS BOARD
2 PROVINCIAL OMBUDSMAN
3 SINDH COASTAL DEVELOPMENT AUTHORITY
4 PROVINCIAL DISASTER MANAGEMENT AUTHORITY
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5 SINDH ALTERNATE ENERGY DEVELOPMENT BOARD
6 CADET COLLEGE PETARO
7 CADET COLLEGE LARKANA
8 CADET COLLEGE SANGHAR
9 SINDH EDUCATION FOUNDATION
10 SINDHI ADABI BOARD
11 SINDHI LANGUAGE AUTHORITY
12 SINDH TEACHERS TRAINING AUTHORITY
13 SINDH TEXT BOOK BOARD
14 MALIR DEVELOPMENT AUTHORITY
15 LARKANA DEVELOPMENT AUTHORITY
16 SEHWAN DEVELOPMENT AUTHORITY
17 LYARI DEVELOPMENT AUTHORITY
18 HYDERABAD DEVELOPMENT AUTHORITY
19 SINDH LOCAL GOVERNMENT BOARD
20 PROVINCIAL LOCAL GOVERNMENT COMMISSION
21 SINDH KACHI ABADI AUTHORITY
22 SINDH BUILDING CONTROL AUTHORITY
23 SINDH COOPERATIVE BANK
24 SINDH INDUSTRIAL TRADING ESTATE LTD
25 KORANGI FISH HARBOUR AUTHORITY
26 KARACHI FISH HARBOUR AUTHORITY
27 SINDH TOURISM DEVELOPMENT CORPORATION
28 GORAKH HILL DEVELOPMENT AUTHORITY
29 THAR COAL ENERGY BOARD
30 SINDH COAL AUTHORITY
31 SINDH EMPLOEES SOCIAL SECURITY INSTITUTE
32 SINDH WORKERS WELFARE BOARD
33 SINDH PUBLIC SERVICE COMMISSION
34 SINDH PUBLIC SAFETY COMMISSION
35 BENEVOLENT FUND
36 SINDH ELECTION COMMISSION
37 SINDH TECHNICAL VOCATIONAL EDUCATION TRAINING AUTHORITY
38 PEOPLES HOUSING CELL
39 ZULFIQAR ABAD DEVELOPMENT AUTHORITY
40
ENDOVEMENT FUND TRUST FOR PRESERVATION OF HERITAGE OF SINDH
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41 SINDH IRRIGATION DRAINAGE AUHTORITY
42 SINDH BANK
43 SINDH REVENUE BOARD
44 SINDH PUBLIC PRIVATE PARTNERSHIP BOARD
45 SINDH PUBLIC PROCUREMENT REGULATORY AUTHORITY
46 FUND MANAGEMENT HOUSE
47 SINDH BOARD OF INVESTMENT
48 BOARD OF INTERMEDIATE AND SECONDARY EDUCATION SUKKUR
49 BOARD OF INTERMEDIATE AND SECONDARY EDUCATION LARKANA
50 BOARD OF INTERMEDIATE AND SECONDARY EDUCATION HYDERABAD
51 BOARD OF INTERMEDIATE AND SECONDARY EDUCATION MIRPUR KHAS
52 BOARD OF INTERMEDIATE EDUCATION KARACHI
53 BOARD OF SECONDARY EDUCATION KARACHI
54 SINDH BOARD OF TECHNICAL EDUCATION KARACHI
55 SINDH NURSING BOARD KARACHI
56 MEHRAN UNIVERSITY OF ENG & TECH JAMSHORO
57 UNIVERSITY OF SINDH JAMSHORO
58 KARACHI UNIVERSITY
59 LIAQUAT UNIVERSITY OF MEDICAL SCIENCES JAMSHORO
60 NED UNIVERSITY OF ENG. & TECH KARACHI
61 DOW UNIVERSITY OF HEALTH SCIENCES KHI
62 QUAID E AWAM UNIVERSITY OF ENGINEERING & TECHNOLOGY BENAZIRABAD
63 NAWABSHAH MEDICAL COLLEGE BENAZIRABAD
64 SARDAR GHULAM MOHAMMAD KHAN MAHAR MEDICAL COLLEGE SUKKUR
65 SHAHEED MOHTARMA BENAZIR BHUTTO MEDICAL UNIVERSITY LARKANA
66 IBA SUKKUR
67 IBA KARACHI
68 SINDH AGRICULTURE UNIVERSITY TANDO JAM
69 SHAH ABDUL LATIF UNIVERSITY KHAIRPUR
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BIBLIOGRAPHY
Government Publications/Reports
Pakistan. Administration Department, Government of N-W.F.P. (2009). Telephone Directory.
Pakistan. Cabinet Division (2012). Telephone Directory. Cabinet Secretariat , Islamabad.
Pakistan. Establishment Division (2011-12). Annual Statistical Bulletin of Federal Government Employees. Pakistan Public Administration Research Center, Management Services Wing, Islamabad.
Pakistan. Establishment Division (2011-12). Annual Statistical Bulletin of Employees of Autonomous/Semi-Autonomous Bodies/Corporations under the Federal Government. Pakistan Public Administration Research Center, Management Services Wing , Islamabad.
Pakistan. Finance Division (2013-14). Federal Budget: Demands for Grants and Appropriations. Finance Division, Islamabad. (Volume 1 – Volume 3)
Pakistan. Finance Division (2011-12). Federal Budget: Demands for Grants and Appropriations. Finance Division, Islamabad. (Volume 1 – Volume 3)
Pakistan. Finance Department, Government of Punjab (2013-14). Punjab Provincial Budget: Estimates of Charged Expenditure & Demands for Grants (Current Expenditure). Volume 1 and 2.
Pakistan. Finance Department, Government of Sindh (2013-14). Sindh Provincial Budget: Budget Estimates (Current Expenditures). Volume III
Pakistan. Planning & Development Department, Government of Sindh (2011). Development Statistics of Sindh. Bureau of Statistics, Sindh.
Pakistan. Services and General Administration Department, Government of Balochistan(2011). Telephone Directory.
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Books
Barbazette, Jean (2006). Training Needs Assessment: Methods, Tools, and Techniques.
Pfeiffer
Boydell, T. and Leary, M. (1996). Identifying Training Needs. Institute of Personnel and Development, London, UK.
Buckley, R., & Caple, J. (2009). The theory and practice of training. London: Kogan Page. 6th Edition
Creswell, J.W. (1994). Research Design: Qualitative & Quantitative Approaches. London:
SAGE Publications.
Gupta, Kavita (2007). A Practical Guide to Needs Assessment. Pfeiffer; 2 edition
Weiss, Neil A. (2005). Introductory Statistics. Pearson Education, ISBN 81-317-1122-6. 7th
Edition
Magazines, Journals and Publications
Chiu, W., Thompson, D., Mak, W. and Lo, K.L. (1999). Re-thinking training needs analysis: A proposed framework for literature review. Personnel Review 28(1/2)
Iqbal, M. Z. and Khan, R.A (2011). The growing concept and uses of training needs assessment: A review with proposed model. Journal of European Industrial Training 35(5)
Noor, Muhammad A., Khalfan, Malik M.A., Maqsood, Tayyab (2013). The role of procurement practices in effective implementation of infrastructure projects in Pakistan. International Journal of Managing Projects in Business, Vol. 6 Iss: 4.
United Nations. Department of Economic and Social Affairs (2007). Excellence and
Leadership in the Public Sector: The Role of Education and Training. New York: United
Nations.
Wittig, Wayne A.(2003). Public Procurement and the Development Agenda. Geneva, Switzerland: International Trade Centre.
2008. International Handbook of Public Procurement (Public Administration and Public Policy). Auerbach Publications.
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Websites
Alison. Diploma in EU Public Procurement. Available from:
http://alison.com/courses/diploma-in-eu-public-procurement. [Accessed May 28, 2014].
CIPS. Certificate in procurement and supply operations. available from:
http://www.cips.org/en-sg/qualifications/about-cips-qualifications/certificate-in-
procurement-and-supply-operations/. [Accessed May 25, 2014].
European Institute of Public Administration. Introductory and Practitioners Seminar:
European Public Procurement Rules, Policy And Practice. Available from:
http://Seminars.Eipa.Eu/En/Activities09/Show/&Tid=5390. [Accessed May 20, 2014].
Institute for Supply Management. Certified Professional in Supply Management (CPSM™)
Program. Available from:
http://www.ism.ws/certification/content.cfm?ItemNumber=5722&navItemNumber=2
2290 . [Accessed May 22, 2014].
International Training Centre of the ILO.Specialized Courses. Available from:
http://masterpublicprocurement.itcilo.org/special-courses. [Accessed May 20, 2014].
Lexxion Training. Public Procurement & EU Funds June 2013. Available from:
http://www.lexxion.eu/training/past-trainings/public-procurement-a-eu-funds-june-
2013. [Accessed May 22, 2014].
Procurementlearning.org. Professional Diploma in Public Procurement. Available from: http://www.procurementlearning.org/. [Accessed May 18, 2014].
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