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• Target Values
• Indicator Name Baseline YR1
• Intermediate Results Indicators FY
• ANNEX 1: DETAILED PROJECT DESCRIPTION
• Component 1.1: Restructuring CPTU and Furthering Policy Reform

Name: Authority's officials in place compared with the staffing plan Percentage 0.00 70.00 Semi-annual Progress Report Authority Description: Name: Officials trained in reference to the training plan Percentage 0.00 75.00 Semi-annual Progress Report Consultant/ CPTU Female officials level of participation in training Percentage 0.00 20.00 Semi-annual Progress Report Consultant/ CPTU Description: Name: e-GP system generated procurement performance reports of SPSOs published in CPTU/ Authority's website Percentage 0.00 75.00 Semi-annual Progress Report CPTU/ Authority Description:

Target Values

Project Development Objective Indicators FY

Indicator Name	Baseline	YR1	YR2	YR3	YR4	YR5	End Target
NSPSOs procurement lead time reduced in NCB using e-GP system (invitation to contract award)	100.00	95.00	90.00	85.00	80.00	70.00	70.00
NSPSOs invite bids in National Competitive Bidding (NCB) through e-GP system	2.00	2.00	15.00	30.00	50.00	75.00	75.00
Selected sub-districts engage citizen monitoring in contract implementatiion	4.00	4.00	5.00	15.00	30.00	45.00	45.00
SPSOs’ projects implementation monitored on-line by IMED	0.00	0.00	5.00	10.00	25.00	45.00	45.00

Intermediate Results Indicators FY

Indicator Name	Baseline	YR1	YR2	YR3	YR4	YR5	End Target
Draft bill establishing the proposed Authority and amending the PPA 2006 placed in Parliament	N	N	Y				Y
Government approved organogram with staffing of the proposed Authority	N	N	Y				Y
Procuring entities of NSPSOs have at least one trained/certified procurement professional	5.00	5.00	10.00	30.00	60.00	80.00	80.00
PSPSOs' (RHD, LGED, BWDB, and BREB) contract completion rate within the original time schedule	0.00	0.00	0.00	10.00	30.00	50.00	50.00
Core procurement unit operationalized in each of the selected public sector organizations (SPSOs);	0.00	0.00	5.00	20.00	50.00	80.00	80.00
Procurement professionalization/accreditation certificates issued	0.00	0.00	5.00	20.00	40.00	70.00	70.00
e-contract magement module in e-GP system updated	N	N	Y				Y
Open contracting module developed and made functional	N	N	N	Y			Y
Citizen portal developed and made functional	N	N	N	Y			Y
IMED’s on-line project implementation monitoring module developed	N	N	Y				Y
Disposal policy drafted and issued	N	N	N	Y			Y
Authority's officials in place compared with the staffing plan	0.00	0.00	5.00	20.00	40.00	70.00	70.00
Officials trained in reference to the training plan	0.00	0.00	10.00	30.00	50.00	75.00	75.00
Female officials level of participation in training	0.00	0.00	5.00	10.00	15.00	20.00	20.00
e-GP system generated procurement performance reports of SPSOs published in CPTU/ Authority's website	0.00	0.00	10.00	25.00	45.00	75.00	75.00

2. Component 1.1: Restructuring CPTU and Furthering Policy Reform: Presently, CPTU, the procurement nodal agency of the government, is a unit of IMED created in 2002 under the Ministry of Planning (MOP), with appropriate reference in the Public Procurement Act (PPA). CPTU is fully funded from revenue budget of the Government. It has 25 officials and is headed by one Director General, supported by three Directors. Despite the challenging environment, CPTU, over the years, has demonstrated commendable commitment in reforming the public procurement environment by implementing two consecutive IDA credits with demonstrated outcomes. As per the Public Procurement Act 2006 (PPA), CPTU has the mandate to regulate and monitor public procurement for about 1300 organizations. Given such a gigantic mandate combined with the recent exponential growth of e-GP implementation, CPTU is constrained with its capacity in terms of its current legal structure, limited staffing, and inadequate analytical and research capability. In this context, under the ongoing PPRPII, a detailed strategic framework study was undertaken. Based on its recommendations, CPTU is expected to be transformed into an Authority as a regulator of public procurement by no later than 24 months after the effectiveness date of the project. Nevertheless, given the nature of its transformation, further analysis and review will be undertaken during the earlier stage of the implementation of the project.

1. 
   Inadequate structure and autonomy of the CPTU to function effectively as a regulator and discharge the assigned responsibilities in terms of a rapidly changing and evolving procurement environment;
   
2. 
   Staffing constraint to manage the day to day tasks of regulations, documentations, e-GP, capacity development, monitoring and managing global networking;
   
3. 
   Limited in-house technical specialist skills to analyze, deal, and provide with complex and sensitive procurement issues which is now mostly dependent on consultant’s support;
   
4. 
   Lack of in-house analytical and research capability to generate and accumulate data from the public procurement system in order to guide/influence/improve policy adjustments, strategy formulation, work force development;
   
5. 
   Limited or non-existent incentive structure and/or opportunity for career progression.