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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

Pakistan Institute of Management ii

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



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

Pakistan Institute of Management 1

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.


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.


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

http://www.undp.org/content/undp/en/home/operations/procurement/procurement_training/

http://www.undp.org/content/undp/en/home/operations/procurement/procurement_training/

http://seminars.eipa.eu/En/Activities09/Show/&Tid=5390


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/

http://masterpublicprocurement.itcilo.org/special-courses/supply-chain-management-logistics-insurance-policies-and-incoterms

http://masterpublicprocurement.itcilo.org/special-courses/copy2_of_e-procurement

http://masterpublicprocurement.itcilo.org/special-courses/copy2_of_e-procurement

http://masterpublicprocurement.itcilo.org/special-courses/procurement-management-for-goods-and-physical-services

http://masterpublicprocurement.itcilo.org/special-courses/works-procurement-management-wb-itcilo

http://masterpublicprocurement.itcilo.org/special-courses/advanced-contract-management

http://masterpublicprocurement.itcilo.org/special-courses/sustainable-procurement-social-economic-and-environmental-considerations-in-public-procurement

http://masterpublicprocurement.itcilo.org/special-courses/sustainable-procurement-social-economic-and-environmental-considerations-in-public-procurement

http://masterpublicprocurement.itcilo.org/special-courses/public-private-partnership-policies-legal-framework-and-competition-requirements

http://masterpublicprocurement.itcilo.org/special-courses/copy_of_e-procurement

http://masterpublicprocurement.itcilo.org/special-courses/copy_of_e-procurement

http://masterpublicprocurement.itcilo.org/special-courses/e-procurement

http://masterpublicprocurement.itcilo.org/special-courses


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



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.


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.


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


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.


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.


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.


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.

http://www.pim.com.pk/wp-content/uploads/Forms/TNA/Questionnaire.pdf


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


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.


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


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


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


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


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


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.


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.


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‟:


2. Preparing bidding documents

3. Bids evaluation

4. Supplier qualification / pre-qualification


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


15,421

4,720

20,141

Total 45,986 6,490 52,476


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


1818

322

2140


7,455

1051

8,506


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;


Autonomous bodies

Total


774

29

803


7,641

94

7,735


2,573

327

2,900

Total 10,988 450 11,438

Table 8: Estimated Number of Punjab Government Officers in Each Category


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;


Autonomous bodies

Total


210

17

227


5,287

55

5,342


2,165

192

2,357

Total 7,662 264 7,926

Table 10: Estimated Number of KPK Government Officers in Each Category


Autonomous bodies

Total


574

40

614


6,593

130

6,723


2,735

454

3,189

Total 9,902 624 10,526


The table below shows the number of officers in Balochistan Government Departments, and

Autonomous bodies in each procurement category;


Autonomous bodies

Total


120

8

128


93

25

118


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.


b) Training recommended for Mid-Level Procurement Planning & Execution Officers:


2. Procurement planning and budgeting


4. Prevention and detection of fraud, corruption, and collusion and procurement

ethics.

c) Training recommended for Procurement Execution And Support Staff:


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.


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.


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.


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.


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.


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


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.


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.


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.


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


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


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


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.



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.



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.



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.


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.


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;


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


Mid-level Procurement

Officers


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



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.



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.


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


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.


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


15,421

4,720

20,141

60,423,000

Total 45,986 6,490 52,476 181,941,000


46

Table 22: Total Estimated Funds Requirement for Phase-1

Table 23: Total Estimated Funds Requirement for Phase-2


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


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


47

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.


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.


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.


50

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


51

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. Development of Standardized

Training Modules

Training modules for Public Procurement Training based on Training Need Assessment


5. Selection and Partnering with

Training institutes

Agreements/Contracts with Training Institutes


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


52

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


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


53

ANNEXURES


54

ANNEXURE A: TNA QUESTIONNAIRE


55


56


57


58

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

http://www.statelife.com.pk/

http://www.nha.gov.pk/

http://www.caa.pakistan.com/

http://www.piac.com.pk/

http://www.qau.edu.pk/

http://www.secp.gov.pk/

http://www.nha.gov.pk/


59

B2: List of Sample Organizations –Punjab


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


60

B3: List of Sample Organizations - Sindh


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


61

B4: List of Sample Organizations - KPK


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

http://www.kth.gov.pk/


62

B5: List of Sample Organizations - Balochistan


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


63

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


64

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


65

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


66

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


67

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


68

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


69

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


70

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


71

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


72

36 Textile Industry 2 443

37 Water & Power 6 156,994

38 Prime Minister Secretariat (Public) 1 281

Total 207 369,285


73

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


74

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


75

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


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


76

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


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


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


77

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


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


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


1 Karakurum International University, Gilgit, Gilgit Baltistan Gilgit Federal Government


78

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

http://cda.gov.pk/index.asp

http://www.fab.gov.pk/

http://www.ipo.gov.pk/

http://www.nepra.org.pk/

http://www.ogra.org.pk/

http://www.pta.gov.pk/

http://www.pcp.gov.pk/

http://www.ppra.org.pk/


79

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


80

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


81

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)


82

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


83

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


84

G2: LIST OF PUNJAB GOVERNMENT DEPARTMENTS AND AUTONMOUS

BODIES


1 Education

2 Police

3 Health Services

4 Public Health

5 Agriculture

6 Civil Works

7 Housing and Physical Planning

TOTAL


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


86

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


87

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


1 Agriculture Department

2 C&W Department

3 Education Department

4 Health Department

5 Housing, Town Planning

6 Irrigation and Power Department

TOTAL


1 SINDH SPORTS BOARD

2 PROVINCIAL OMBUDSMAN

3 SINDH COASTAL DEVELOPMENT AUTHORITY

4 PROVINCIAL DISASTER MANAGEMENT AUTHORITY




89

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








90

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


91

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.


92

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.


93

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].

United Nations Development Programme. Procurement Training Introduction. Available from: http://www.undp.org/content/undp/en/home/operations/procurement/procurement_training/. [Accessed May 28, 2014].

United Nations Institute of Training and Research. Introduction to Public Procurement

(2014). Available from: http://www.unitar.org/event/introduction-public-

procurement-2014. [Accessed May 19, 2014].



http://masterpublicprocurement.itcilo.org/special-courses

http://www.lexxion.eu/training/past-trainings/public-procurement-a-eu-funds-june-2013

http://www.lexxion.eu/training/past-trainings/public-procurement-a-eu-funds-june-2013



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