Results of The PPI Online Survey

Focus Areas of Planned Reform
Assessing systems &

Initiatives evaluating performance
Top Areas of Capacity Building
DMCs Needed
12% to Developing reform
Improve Procurement Reforms16% &16% strategies
Strengthening
Practices 18% management
Aggregate 14% 14% Improving execution
14% 22%
17% 2%
Performance monitoring
18%
Develop procurement & oversight
professionals
12% Building capacity
22%
3% Profile of DMC Respondents
Regional
10% Others
9% Building procurement
capacity (Training of Central &
Local Trainers) SE Asia
16% West
15% Improving 11%
Asia
procurement South
22%
execution Asia East Asia
10% 14%
Strengthening 34% 22%
Pacific
8% procurement
12% management 11%
10%
Preparedness to Contribute to the PPI
Developing
9% procurement reform
strategies Online country
systems
Aggregate 17%
DMCs DMCs 57% 27% Issues & Challenges
Aggregate 26% 44% 30% Strategies & Goals
Results of the
PPI ONLINE NEEDS SURVEY
Manila, Philippines – May 2010

REPORT ON THE PPI ONLINE NEEDS SURVEY RESULTS
Executive Summary
A. Profile of Responses
1. There were a total of 75 validated survey respondents out of 400 invited procurement
professionals, translating to an overall average response rate of 19%. But while this response
rate may seem relatively low, this was compensated by good country representation totalling
27 countries worldwide, with almost half of these being ADB developing member countries
(DMCs).
2. When only governments of DMCs are considered, there were a total of 18 respondents from 13
countries at an average 21% response rate. Regional representation was likewise adequate,
having received a fair distribution of DMC respondents from all of ADB’s five geographic
regions.
B. Ongoing DMC Procurement Reform Initiatives
3. There exist about 35 ongoing procurement reform initiatives among DMCs who responded to
the survey, about a third of which are funded out of host country governments, 26% by the
World Bank, and the balance by AusAID, the ADB, and the EU/DFID. More than 60% of these
initiatives are valued at less than $1 million, with only about 11% that are below $150,000. The
vast amount of information received through the online survey can form the basis for further
downstream, more in-depth analyses on individual DMCs.
C. Identified Needs of Respondents
4. “More partnership and coordination between country’s procurement agency and development
partners” was considered most essential by DMCs in current (and presumably future)
procurement reform initiatives in their respective countries.
5. The prioritized needs of most respondents include information on 1) Best Practices, 2) Laws &
Regulations, 3) Funding Opportunities, 4) Case Studies, 5) Innovations in the internet and e-
procurement, and 6) Training Events/Conferences, covering such priority subject areas as i.
Building procurement capacity (primary), ii. Assessing procurement systems and evaluating
performance, iii. Improving procurement execution and management, and iv. Developing
reform strategies.
6. The types of assistance required for future initiatives include “e-procurement site
development”, “External training or study tours”, “In-country capacity building”, “Institutional
development”, and the availability or provision of “Technical experts” perhaps through the
engagement of procurement specialist consultants or web/systems developer consultants.
7. The most preferred medium of exchange is still via e-mail. This is followed by E-Learning tools,
downloadable documents, and open forum, all of which should be explored and developed in
the PPI website.
Report on PPI Online Needs Survey Results Page 2

Introduction and Background
8. The Asia Pacific Procurement Forum (APPF) Consultative Meeting held at the Asian
Development Bank (ADB) Headquarters last 24-25 August 2009 endorsed the establishment of
a platform for exchange of experiences and best practices in procurement reforms among the
ADB’s developing member countries (DMCs) and donor partner organizations. The participants
wanted a common agenda to move DMC’s national procurement systems closer to, or at par
with, good practices.
9. In response, ADB has approved the Asia Pacific Procurement Partnership Initiative (PPI), a
US$1.3 million regional technical assistance that will focus on developing collaborative
initiatives among DMCs to promote informed policy dialogue, improved knowledge sharing and
effective capacity building in procurement reform and implementation.
10. As part of the PPI’s initial activities, an online needs assessment survey was designed with the
following main objectives:
10.1. define ways in which the PPI beta website can be improved and formally
launched;
10.2. determine which are the areas in procurement reform and related areas that are
of priority interest to most respondents (or to particular classes of respondents);
10.3. determine what most respondents do NOT want to be covered in the website
because of redundancy or otherwise;
10.4. identify anything meaningful that can assist in defining the approach and
implementation of the PPI and PPF initiative.
11. In collaboration with ADB-COSO professional staff, two national consultants were engaged to
handle the survey design, implementation, results processing, and report writing.
12. The online survey was comprised of 27 questions in either a multiple choice format or for
subjective text input, and was organized into appropriate topic headings, namely: PROFILE (14
questions), INTERESTS (4 questions), NEEDS (2 questions), MEDIA CHANNELS (2 questions),
IMPACT (2 questions), and CONTRIBUTION (3 questions). A copy of the survey questions is
provided under Annex 9.
13. An email invitation to participate in the survey was sent to about 400 professionals, some 22%
of which are in government agencies directly involved in public procurement; 13% from
development partners; 2% from civil society organizations; and the balance from the private
sector (primarily addressed to participants at ADB’s Business Opportunities Fair held in
November 2009).
14. The online survey was officially launched on 29 January 2010, was closed on 10 March 2010,
and in between involved a couple of follow-up and additional invitees in mid-February.

Data Processing Methodology
15. On the technical side, the software application used to extract, validate, and initially organize
the survey’s raw data responses is SPSS (statistical packet for social sciences). Secondary
processing involved the use of MS Excel and MS Word given these softwares’ universality.
16. The following process stages were applied: 1st Level Single Count Analysis, 2nd Level Multi-way
Analysis, Database Analysis, 3rd Level Priority/Rank Analysis, and Qualitative Analysis.
17. There were 5 respondents omitted from the original raw data of 80 respondents due to
duplicate and inadequate response (e.g. no response for more than 80% of the questions),
leaving a total of 75 valid sets of responses. The raw data results are on file for future
reference and any further analysis.
18. Position codes have been adopted to categorize from which level in an organization a
respondent belongs. This includes “top management” positions such as president, CEO,
minister, owner, directors, deputies, senior managers, etc.; “middle management” positions
such as managers, officers, specialists, analysts, assistant managers, etc.; and “staff” positions
such as account executives, business development representatives, consultants, etc.
19. The categorization of years of experience in public procurement was based on historical trends
in public procurement which could have impacted the capacity and competency of
procurement practitioners. These include the fact that in the early 1990’s, many western
countries began to put serious attention to the efficiency of public procurement; that a new
approach towards procurement reform was evident after the year 1994 with the adoption of
the UNCITRAL Model Law on Procurement and the Government Procurement Agreement of the
WTO in 1996; that MDBs (multilateral development banks) started actively assisting in DMCs
procurement reforms around 2000; that the Paris declaration and OECD-DAC JV on Public
Procurement came into the picture in 2005; and that in 2009/10, the ADB is taking the lead in a
new approach of networking and partnership with public procurement agencies (PPAs) in Asia
Pacific while the World Bank (WB) is bringing the political economy aspect and broader country
context into public procurement.
Detailed Findings Summary Breakdown of Respondents
20.Response Analysis:
20.1. The 75 validated Afghanistan
Bangladesh
survey respondents Bhutan
China
Georgia
translate to an overall Rest of India
DMC govts Indonesia
average response rate of World Kazakhstan
#18 (24%) Micronesia
19% coming from 27 #57 (76%)
Mongolia
countries. The private Nepal

Pakistan
PNG
sector (e.g. consultants,
contractors, suppliers,
etc.) accounted for more than half (i.e. 53%), followed by government (i.e. involved in
direct procurement) with 25%, and the balance by civil society (CSOs) and development
partners such as donor organizations, international financial institutions, and
embassies/trade commissions (Donors).
20.2. On a country basis, the Philippines expectedly came in with the most number of
respondents at 20%, followed by the USA with 16%; China and Bangladesh with 6.7%
each; Mongolia and India with 5.3% each; and Nepal, Pakistan and Indonesia with 4%
each, among others.
20.3. When the private sector responses are taken out in order to focus on the
perspective of procurement reform management and implementation, the average
response rate improves to 24%, where government now accounts for 54% of a total 35
respondents, followed by Donors with 29%, and CSOs with 17%.
20.4. When only governments of ADB developing member countries (DMCs) are
considered, we arrive at a total 18 respondents from 13 countries and an average 21%
response rate, with Mongolia posting the most number of respondents at 16.7% of
total, followed by Bangladesh, Indonesia and Nepal with 11.1% each, and the balance
equally shared by the remaining 9
countries. Regional Profile of DMC Respondents
20.5. Regional representation of
these 18 respondents is good as all Central &
SE Asia
West
Asia-Pacific regions were 11%
Asia
South
represented in the survey results. Asia
22%
East Asia
20.6. The succeeding analyses 34% 22%
Pacific
therefore reflect the findings either 11%
on an aggregate basis of 75
respondents from 27 countries, or
for the 18 respondents from 13 DMCs only, or both, and are indicated accordingly.
21. Analysis on Procurement Practitioners and Current Actions: The following sections
attempt to provide a bird’s eye-view of the individual profiles of survey respondents, including
who is doing what in terms of current procurement reform initiatives.
21.1. Current Position:
The absolute majority of
Position Profile of Respondents
aggregate respondents 24%
DMCs 59%
are from “middle 18%
management” positions Aggregate 25% 51% 25%
and up in their
respective organizations. Top Mgmt Middle Mgmt Staff

In terms of DMCs only, more than half of respondents are in “middle management”
positions, followed by the “top management” positions at 24%.
21.2. Years with Agency and in Post: An ideal majority of both the aggregate and
DMCs respondent samples have been in their posts for 3-15 years.
Years of Experience (Aggregate) Years of Experience (DMCs)

2 years or < 2 years or <
in Post in Post
3-8 years 3-8 years
in Agency in Agency
9-15 years 9-15 years
0% 50% 100% 0% 50% 100%
>15 years >15 years
21.3. Frequency of visits to procurement-related sites: The data show that most
respondents visit procurement-related websites up to 20 times in a quarter. The APPF
and OECD-DAC sites are the most visited, followed by those of CSOs, then Private
Procurement Associations and Bilaterals, other procurement-related sites, UN agencies,
the World Bank, and the ADB. A detailed chart of responses is provided as Annex 1.
21.4. Ongoing procurement reform initiatives in Respondent’s Agency – In summary,
about 35 ongoing initiatives have been
reported on the survey, most of which Ongoing DMC Initiatives by Fund
Source
(78%) are classified as national in WB-DFID EU
ADB
coverage, and about 8% regional coverage. DFID 3% 3%
11%
About a third of these initiatives are 6% AusAID
WB 20%
funded out of host country governments, 26%
26% by the World Bank, and the balance

by AusAID, the ADB, and the EU/DFID.
Governme
Some 60% of these initiatives are valued at nt
31%
Ongoing DMC Initiatives by $Value

$10.1M
$0.25M or
less than $0.5 million, 16% at $1-3
$3.1 to above
10M 12% less million, 8% at $3-10 million, and 12% at
28%
8% more than $10 million. Only four
initiatives were valued at less than
$0.25 to $150,000. Implementation periods
0.5M
$1.1 to 32% range from less than 6 months for about
3.0M
16% 18% of these initiatives, 6-18 months for
about 41%, 18-30 months for about
$0.51-1.0M
4% 18%, and more than 30 months for the

Ongoing DMC Initiatives by
remaining 20% or so. A more detailed Implementation Period (in months)
country-specific breakdown of these 30.1 or 6 or less
above 18%
ongoing procurement reform initiatives 23%
are provided in Annexes 2, 3 and 4. 24.1 to 6.1 to 12
30 29%
22. Analysis on Capacity and Interests: The 3%
following sections discuss the consolidated survey 18.1 to 24
12.1 to 18
15%
responses in terms of familiarity and experience in 12%
various subject areas of procurement-related work; in what specific focus areas are
procurement reform initiatives planned in the next 2 years; as well as what are hoped to be
seen in the PPI initiative and website.
22.1. Years of experience in procurement-related work: The table below presents a
rather complex set of respondents’ data from which could be derived multiple
evaluations of procurement experience. From a simplistic perspective in terms of the
total number of responses received according to the nature of procurement work,
there appears to be the most experience in “Building Procurement Capacity” in the
aggregate sample set (in yellow highlight), followed by “Strengthening Procurement
Management” (in brown). While in the DMCs sample set, “Developing Procurement
Reform & Strategies” (in yellow) posted the highest number of responses, followed by
“Strengthening Procurement Management” and “Building Procurement Capacity”
(equally in brown). When one begins to look into the number of responses only from
those with 2.1 to 15 years of procurement-related experience, DMC respondents reveal
the most experience in “Assessing Procurement Systems & Evaluating Performance”
together with “Procurement Performance Monitoring & Oversight” with 9 responses
each. In the aggregate sample set also for those with 2.1 to 15 years experience, the
greatest familiarity seems to remain in “Building Procurement Capacity” with a total of
34 responses.
# of
# of Responses- Responses-
Years of Experience in Procurement Work Aggregate Rank DMCs Rank
Assessing Procurement Systems & Evaluating

rd th
Performance 52 3 14 4
2 years or less 13 5
2.1 to 15 years 32 9
15.1 or more 7
Developing Procurement Reforms & Strategies 47 6

th
17 1
st
2.1 to 15 years 32 8
15.1 or more 1

Strengthening Procurement Management 53 2
nd
16 2
nd
2.1 to 15 years 30 7
15.1 or more 3
Improving Procurement Execution 51 4

th
14 4
th
2.1 to 15 years 32 8
15.1 or more 6 1
Procurement Performance Monitoring & Oversight 50 5

th
15 3
rd
2.1 to 15 years 30 9
15.1 or more 3
Building Procurement Capacity 56 1

st
16 2
nd
2.1 to 15 years 34 7
15.1 or more 2
22.2. Subject areas of most interest to be seen in the PPI website: “Building
procurement capacity”, “Assessing procurement systems & evaluating performance”,
“Monitoring & Oversight”, and “Developing reform strategies” were the top four
subject areas that both sample sets of respondents would like featured in the PPI
website, as per the table below.
Responses Responses
Subject Area of Procurement Work (Aggregate) % of Total (DMCs) % of Total
Building procurement capacity 26 40% 7 41%
Assessing procurement systems & evaluating performance 25 40% 5 31%
Procurement performance monitoring & oversight 22 36% 7 41%
Developing procurement reform strategies 22 34% 7 41%
22.3. The 3 most wanted types of information respondents would like to see in the PPI
website: In both the aggregate and DMCs analysis presented in the table below,
“Procurement procedures best practices” (in yellow highlight) is the primary type of
information commonly desired by all for the website. Equally of second preference (in
brown) among 12% of DMC respondents are “Innovations, internet and e-
procurement” as well as “Procurement laws and regulations”. In the aggregate

analysis, second preference is “Funding opportunities for reform” at 10%, and equally
for third (in blue) are “Case studies” and “Training events/conferences”.
Type of information in the site Responses Responses

as indicated in the Question (Aggregate) % of Total (DMCs) % of Total
Technical reports 26 9.2% 7 10.8%
Procurement laws and regulations 26 9.2% 8 12.3%
Case studies 27 9.5% 7 10.8%
How To's 25 8.8% 4 6.2%
Training events/conferences 27 9.5% 5 7.7%
Who is doing what where 20 7.1% 4 6.2%
Funding opportunities for reforms 28 9.9% 7 10.8%
News from region 10 3.5% 1 1.5%
Profiles of procurement experts 11 3.9% 2 3.1%
Innovations, internet & e- 26
procurement 9.2% 8 12.3%
References on procurement reforms 8 2.8% 2 3.1%
Fraud and due diligence 7 2.5% 1 1.5%
Procurement procedures best
practices 41 14.5% 9 13.8%
Others 1 0.4% 0 0.0%
Total 283 100.0% 65 100.0%
22.4. Essential elements in current procurement reform initiatives in particular

country context: While all 4 selections were considered essential, evident by the
relatively small variances among them in the table below, “More partnership and
coordination between country’s procurement agency and development partners” (in
yellow highlight) received the most number of responses in both the aggregate and
DMCs analysis (32% and 27%, respectively). Among DMCs alone, of equal importance
to the first is “Common performance monitoring and oversight for both government
and foreign-assisted procurement”. In the aggregate analysis, of second importance at
26% is “Updated benchmarking and assessment of country procurement system using
common tools and methodology widely accepted and used for other countries”.
Considered essential in current

initiatives out of 13 indicated in Responses Responses
the Question (Aggregate) % of Total (DMCs) % of Total
More partnership & coordination…. 45 32% 9 27%
Common performance Monitoring & 32
Oversight 23% 9 27%
Targeted intervention for other…. 26 19% 7 21%
Updated benchmarking…. 37 26% 8 24%
Total 140 100% 33 100%

22.5. New procurement Focus Areas of Planned Reform
reform initiatives planned Initiatives Assessing systems &
evaluating performance
in the next 2 years and DMCs 12% Developing reform
16% strategies
the areas of focus: Very 16% Strengthening
18% management
much consistent in both Aggregate 14% 14% Improving execution
14% 22%
the aggregate and DMC- 17% 2%
Performance monitoring
18% & oversight
respondent samples, 12% Building capacity
22%
“Building procurement 3%
Others
capacity” is the common
primary area of focus for planned procurement reform initiatives identified by 22% of
both samples. The next ranked focus areas include “Improving procurement
execution” (18%), followed by “Strengthening procurement management” and
“Developing procurement reform strategies”.
23. Analysis on Needs and Desired Goals: After identifying the interests and plans of
respondents including a rough assessment of their present capacity to undertake future reform
initiatives, the following sections outline their priority needs and expected impact in pursuing
such initiatives.
23.1. Required 3 types of assistance for the reform initiative: The shaded table below
highlights that “e-procurement site development” and “External training or study
tours” were equally ranked first (in yellow) by 16% of DMC-respondents, which
happened to be equally ranked third in the aggregate analysis at 12%. “In-country
capacity building” came out first in the aggregate analysis at 13%. Ranked equally
second (in brown) by both the aggregate and DMC samples is “Institutional
development” at 13% of the respective sample base, although “Technical experts” was
also ranked second in the aggregate.
Type of Assistance indicated Responses Responses

in the Question (Aggregate) % of Total (DMCs) % of Total
Technical experts 25 13% 6 10%
Special studies (assessments,
diagnosis, etc. 12 6% 3 5%
e-procurement site development 24 12% 10 16%
Tools & manuals development 15 8% 4 6%
IT support (equipment & software 14 7% 6 10%
In-country capacity building 26 13% 5 8%
External training or study tours 24 12% 10 16%
Internship & secondment 12 6% 4 6%
Participation in conferences 22 11% 6 10%
Institutional development 25 13% 8 13%
Others 1 1% 1 2%
Total 200 100% 63 100%

23.2. The 3 most important areas of capacity building needed to improve procurement
reforms and procurement
Top Areas of Capacity Building Needed to practices: It came out consistent
Improve Procurement Reforms & in both the aggregate and DMCs
Practices analysis that “Building
procurement capacity (Trainers’
Develop procurement Training)” and “Improving
professionals
procurement execution” are the
10%
9% Building procurement first and second most important
capacity (Training of
Local Trainers) areas of capacity building,
16%
15% Improving respectively. As to the third most
procurement
execution important area, “Developing
10% 14%
Strengthening procurement reform strategies”
8% procurement
management
came out in the aggregate
12%
10% Developing analysis. DMCs on the otherhand
9% procurement reform felt that “Strengthening
strategies
Aggregate
procurement management” was
DMCs of third importance.
23.3. Preferred media channels and
exchange activities on the site: In Channels of Exchange Most
both the aggregate and DMCs Preferred in the Website
analysis, the most preferred
exchange media is through e-mail
(21% and 18%, respectively),
followed by e-learning (16% and 16%
e-Learning
17%, respectively), downloadable 17%
documents (17% and 16%, 12% Open Forum
respectively), and open forum (12% 11%
and 11%, respectively). The other 17% Downloadable
suggested channels such as you 16% documents
tube, links, skype, chat, photos, e-mail
21%
survey and polls, which received less 18%
than 11% of responses, were not
included in the chart. Aggregate DMCs

23.4. The 3 most important impact of future procurement reform initiatives that are
expected to take place in the country: Despite the wide selection of possible answers
provided under this question, the dominant responses were limited to only four, and
are the ones shown
on the chart for
Desired Impact Towards the Country
visual simplicity. Of
these four, “Efficient Develop human
capacity
project delivery” DMCs 16% 16% 18%
20% Reduce corruption
was ranked first by
17% in the
Institutional
aggregate analysis Aggregate 11%16%15% 17%
development
and by 20% of DMC- Efficient project
respondents. delivery
Ranked second by
18% of DMCs is “Institutional development”, which however ranked third in the
aggregate analysis at 15%. “Reduce corruption”, which ranked second in the aggregate
analysis, was ranked third by DMC-respondents co-equally with “Develop human
capacity”, all at 16%.
23.5. The 3 most important impact of future procurement reform initiatives that are
expected in ADB and foreign-aided projects? – Responses to this question were more of
a mixed bag in that “Improved transparency” was ranked first by 21% of respondents in
the aggregate analysis.
“Increased use of country
Desired Impact Towards ADB/Foreign
systems” was considered
Aided Projects
most important by 23% of
Better coordination & DMC-respondents, but
DMCs 17% 17% 15% implementation
23% ranked third by 16% of
Efficient funds respondents in the
utilization
aggregate analysis.
Aggregate 16% 18% 21% Improved
16% transparency Commonly ranked of second
Increased use of
importance by both
country systems respondent samples was
“Efficient funds utilization”.
24. Analysis on the Contribution and Partnership Ideas: The following results show the
ways by which respondents have indicated their readiness to voluntarily contribute and
participate in the PPI.

24.1. Willingness and preparedness to contribute country’s procurement information
for the purpose of open exchange and sharing with other DMCs and PPI website
members: The
responses to this Preparedness to Contribute to the PPI
question were
Online country
consistent in both
systems
the aggregate and DMCs 17% 57% 27% Issues & Challenges
DMC analyses.
Aggregate 26%
Some 44% of all 44% 30% Strategies & Goals
respondents and
57% of DMC-
respondents are most willing and prepared to share information on country-specific
procurement issues and challenges. It is encouraging to see that 17% of DMCs and 26%
of total respondents are willing and/or prepared to share online, real-time country
procurement systems information.
24.2. The best ways by which Agency representatives can contribute to the
procurement partnership: In both the aggregate and DMCs’ responses, “Participating
in meetings and
Forms of Contribution to PPI webinars”, “Membership
in regional and sub-
DMCs 16% 9% 5% 13% regional groups” and
22% 13% 20% 2%
15% 8%6%11%
“Contributing articles”
Aggregate
26% 15% 18% 1% were the top three forms
of contribution
Articles News identified.
Photos Links
24.3. A list of
suggested ideas on how
Meetings/Webinars Member Steering Comm.
to make the future PPI
Member Reg/SubReg Grps Other
more meaningful to its
partner members and Agency as shared by respondents is presented in Annex 5 (a list
from DMC respondents only are in Annex 6).
24.4. A list of other suggested procurement colleagues who may be interested in
participating in the Procurement Partnership Initiative website are being reviewed, and
validated contacts may be invited to the future PPI activities.
24.5. A list of other suggested procurement-related and frequently visited website
resources are compiled under Annex 7. These sites will be reviewed and upon
validation, links to such sites will be provided within the PPI’s resources webpage.

Conclusions and Recommendations
25. Overall Quality of Survey Results:
25.1. The vast amount of information received through the online survey can form the
basis for further downstream, more in-depth analyses on individual DMCs.
25.2. While the overall average response rate may seem relatively low at 19%, this
was compensated by good country representation totalling 27, with almost half of
these being DMCs.
25.3. Regional representation was likewise adequate, having received a fair
distribution of respondents from all of ADB’s five geographic regions.
25.4. More than half of total survey respondents come from the top two levels in their
respective organizations; and still greater seniority among DMC respondents.
25.5. Given that a clear majority of respondents have had 3-15 years experience
across the spectrum of public procurement subject areas speaks rather well about the
relevance of responses received, and bodes well for the exchange and collaboration
envisioned for the PPI.
26. Recommended Focus for PPI Activities:
26.1. There is a general consensus that “greater partnership and coordination
between PPAs and development partners” is very essential in current (and presumably
also in future) reform initiatives.
26.2. The prioritized needs of most respondents include information on Procurement
Best Practices, Laws & Regulations, Funding Opportunities, Innovations, Internet and e-
procurement, Case Studies, and Training Events/Conferences, in such priority subject
areas as Building procurement capacity (primary), Assessing procurement systems and
evaluating performance, Improving procurement execution and management, and
Developing reform strategies.
26.3. The priority subject areas outlined above could perhaps serve as guidance to
development partners in prioritizing and developing future reform initiatives together
with DMCs public procurement agencies (PPAs).
26.4. In terms of desired goals, “efficient project delivery” as an expected impact of
future reform initiatives towards their country, and “improved transparency” and
“increased use of country systems” as expected impact towards ADB and foreign-aided
projects, may also serve as basis for planned future initiatives and policy dialogues.
26.5. The types of assistance required for future initiatives, which include “e-
procurement site development”, “External training or study tours”, “In-country
capacity building”, “Institutional development”, and “Technical experts”, are the

potential types of proposals which could be (or likely to be) considered under the PPI
framework.
26.6. The list of respondents and other suggested procurement colleagues should be
retained and considered as active members of the network, and invited for future
activities of the PPI.
26.7. Among the other suggested ideas (Annex 5), some interesting activities that may
require future actions include: a) It would be a good first step to conduct in-country
workshops to orient government and non-government entities on PPI to obtain their
cooperation in its implementation; b) There needs to be open analyses and debate, for
example on QCBS. The best consultants are avoiding ADB projects due to the strong
emphasis on cost; c) The PPI would be more useful to us if we can get the development
partners and the country agencies to align their procurement strategies to best
practice. In this way, we could achieve an improvement in project coordination and
execution; d) Special interest groups, maybe an extranet to post information -
Benchmark information - Good practice information - Links to thought leadership
information; e) Annual conference for the PPI members should be arranged which will
be very effective to boost understanding and sharing of experiences; f) Include the site
in future ADB training and awareness conducted internally Feedback on progress on
what is coming up ahead of time; g) Sharing of important results of any study with
recommendation through mail and sharing country specific experience in a regional
round table conference.
27. Recommended Focus for Improving the PPI Website:
27.1. Given that the majority of respondents claim to visit procurement-related
websites up to 20 times every quarter or an average 1.5 times per week, a weekly
update of the PPI website is recommended.
27.2. The most preferred medium of exchange is still via e-mail. This is followed by e-
Learning tools, downloadable documents, and open forum, all of which should be
explored and developed for the effective use of the PPI website.
27.3. Efforts should be made to have something new in the PPI website in terms of an
article or downloadable report, a new resource site, occasional webinars, and
contributed materials from website members (these are among the priority
information that most respondents are willing to contribute and/or participate in).
27.4. A good majority of respondents are willing and prepared to share information on
country-specific procurement issues & challenges, strategies & goals, and country
systems on-line. Appropriate templates could perhaps be designed and placed online
for PPI members to complete, update, and regularly access.

27.5. Apparently, the PPI (formerly APPF) website is already a popular procurement-
related site among the majority of survey respondents. Efforts should be made to cater
further to the interests and needs identified by respondents. A list of other suggested
procurement-related website resources (Annex 7) will be reviewed and upon
validation, links to such sites will be provided within the PPI’s resources webpage.
27.6. Among the other suggested ideas (Annex 5), those relevant to website
improvement include: a) access by Apple iMac users; b) a real-time feedback system so
as to immediately act on issues/situations/concerns that may arise from transactions or
projects; c) development of a more harmonized and user friendly information system
that will minimize confusion in the use of the PPI; d) PPI should be the portal where
DMCs can share their procurement experiences, challenges, and best practices, and
gain useful information and feedback; e) special column/link to publicize ADB-funded
procurement opportunities and its follow-up status of relevant contracts; f) timely
update of ADB-funded procurement information at all stages of the related projects. It
seems that the last two suggestions will be dependent on the feasibility of linking the
ADB Business Opportunities web pages to the PPI website.

Frequency of Visits to Procurement-Related Websites Annex 1
11. How many times in a quarter do you visit the following procurement-related sites?
ADB 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60 Total
Civil Society 5 0 0 0 1 0 6
Donor organization (e.g. USAID, 3 0 0 0 0 3
AusAid, CIDA, etc.) 0
Foreign Embassy/Trade 1 1 0 0 0 2
Commission 0
Government (direct procurement) 17 0 0 1 0 1 19
International Financial Institution 2 0 0 2 1 5
(e.g. World Bank, IsDB, etc.) 0
Private sector (e.g. contractor, 30 1 2 2 5 40
consultant, supplier, etc.) 0
Total 58 2 0 3 5 7
APPF 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
Commission 0
Total 74 0 0 1 0 0
OECD DAC 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
Commission 0
Total 74 1 0 0 0 0
The World Bank 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
Commission 0
Total 67 2 0 2 2 2
UN Agencies 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
Commission 0
Total 69 1 0 2 1 2
Bilateral 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
Donor organization (e.g. USAID, 3 0 0 0 0 0 3
AusAid, CIDA, etc.)
Foreign Embassy/Trade 2 0 0 0 0 0 2
Commission
International Financial Institution 5 0 0 0 0 0 5
(e.g. World Bank, IsDB, etc.)
Private sector (e.g. contractor, 38 0 1 0 0 1 40
consultant, supplier, etc.)
Total 72 1 1 0 0 1
NGOs 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
AusAid, CIDA, etc.)
Commission
Total 73 0 0 0 1 1
Private Procurement
Associations 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
AusAid, CIDA, etc.)
Commission
Total 72 0 0 0 1 2
Others 0-20 20.1-30 30.1-40 40.1-50 50.1-60 >60
AusAid, CIDA, etc.)
Commission
Total 70 1 1 2 0 1

Annex 2
Ongoing Reform Initiatives by DMC by Source of Funding
CODES:
1. Government
2. AusAID
3. ADB
4. WB
5. EU
6. WB-DFID

Annex 3
Ongoing Reform Initiatives by DMC by Dollar Values
CODES:
1. US$ 0.25 Million or less
2. 0.25 to 0.5 Million
3. 0.51 to 1.0
4. 1.1 to 3.0
5. 3.1 to 10
6. 10.1 and above

Annex 4
Ongoing Reform Initiatives by DMC by Implementation Period (in Months)
CODES
1. 6 months or less
2. 6.1 to 12
3. 12.1 to 18
4. 18.1 to 24
5. 24.1 to 30
6. 30.1 or above

Annex 5
Recommended Ideas (All Respondents)
 As a central agency for procurement policy, i would like all implementing agencies in Bhutan
and the procurement personnel to learn from other via through the net and if possible by
attending meetings and sharing the experiences of other nations.
 It would help if there would be better communication, coordination and collaboration between
PPI and its suppliers
 Meaningful interaction, information/ideas sharing, sincere cooperation, and periodic fellowship

of procurement experts and contributors
 Any system must be coherent with current needs and requires increased interacitve
participation to "buy-in" else believe even the best systems may not yield. Nothing is permanent
except chnage and best change management will prevail!!
 It would be a good first step to conduct in-country workshops to orient government and non-
government entities on PPI to obtain their cooperation in its implementation. In the
infrastructure sector, the CoST Initiative Philippines was launched on 27 Jan 2010, and could
be a good partner in procurement reform. Also, the Confederation of Filipino Consulting
Organizations (COFILCO), of which I was a former President, should be invited to be a PPI
partner in implementing procurement reform. That first workshop will be an excellent
opportunity for PPI and other key players in the Philippine Government (particularly the
Government Procurement Policy Board or GPPB, chaired by the Department of Budget and
Management or DBM) and the private sector (including consulting organizations, NGOs like the
Transparency and Accountability Network) to plan for joint procurement reform initiatives.
 Yes, Later
 Latest reform initiatives in the field
 The PPI will be meaningful if it can provide effective & advanced knowledge to the stakeholders
of procurement in any AP countries in a easy mode.
 I'm involved with capacity building of local staff. Sometimes you have to cover the material a
time or five before irt 'takes'. What ever initiatives you go with, be sure to stay with them until
they 'take'
 More venues for exchange of views on PPI
 Yes and available to discuss how on the email address or tel no as detailed above
 The PPI will be successful if opportunities are given to consultants who have experience in any
country instead of saying that one has no international experience which come only when
opportunity is given. If given so surely PPI will be sucessful.
 In my opinion sharing of information, holding conferences and giving representation in the

regional and subregional groups will go a long way in making the PPI more meaningful for my
Authority
 would be very useful information about e-procurement and the gaps of this system. also
providing different regulations

 Yes, Ideas like develop the country by helping eg.. Project loan, Knowledge about a trade
improvement
 It seems you are set up to deal with only large organizations. Smaller groups, like ours, does
not have the time or ability to go through the paperwork and time over and over and not getting
some work. We have tried a number of times but not gotten anywhere. We know there is a
serious need yet we do not get an opportunity. Too many times we are "expected' to put
serious up front money BEFORE we get any consideration. Vietnam, Philippines, Indonesia
and HK expect to be paid in advance. We put $20K down in HCMC and got nothing in return. A
Philippino asked for 5 first class round trip tickets, first class hotel room, meal expenses and
more just to go to Manila, from USA, to "introduce" our ideas to clients. We took three years to
get past all the corruption and sabotage in S. Africa before we got the order.
 There needs to be open analyses and debate on QCBS. The best consultants are avoiding
ADB projects due to the strong emphasis on cost.
 Having first hand information and updates in a timely manner. Allowing the receiver to properly
prepare and respond. Having a direct link or contact within the organization where immediate
information can be retrieved to meet datelines. Open up to more USA small business, women
owned, hubzone companies to compete with other foreign companies. Obtain more support
within the organization to assure equal opportunities, especially to disadvantage USA
companies.
 since time is very important, I would like to suggest for a real-time feedback system so as to
immediately act on issues/ situation/ concerns that may arise from transactions or projects.
 The PPI would be more useful to us if we can get the development partners and the country
agencies to align their procurement strategies to Best practice. In this way, we could achieve
an improvement in project coordination and execution.
 Be suitable for people using Apple iMac Computers with Safari or Firefox to access and provide
input.
 Be receptive to having individual consultant participate more than they do now. Work more
with private companies both small and large for short term staff assignments
 Including the real issues which may be shared as lesson learned for future development.
Themetic Articals in different Areas of Public Procurement.
 - Special interest groups, maybe an extranet to post information - Benchmark information -

Good practice information - Links to thought leadership information
 The development of a more harmonized and user friendly information system will minimize
confusions in the use of the PPI.
 electronic procurement support
 Annual conference for the PPI members should be arranged which will be very effective to
boost understanding and sharing of experiences.

 In question 21 I placed question marks for e-learning, because I believe it would be useful, but
it is very demanding to make both sufficiently interesting and simultaneusly sufficiently
informative.
 Include the site in future ADB training and awareness conducted internally Feedback on
progress on what is coming up ahead of time
 Yes
 Sharing of important results of any study with recommendation through mail and sharing
country specific experience in regional round table conference.
 By implementing the Answers given in the above paragraphs
 Special colume to publicize ADB-funded procurement opportunities and its follow-up status of
relevant contracts
 Timely update the ADB-funded procurement information at all stages of the related projects
 PPI should be the portal where DMCs can share their procurement experiences, challenges,
and best practices, and gain useful information and feedback.

Annex 6
Recommended Ideas (DMC PPAs only)
 As a central agency for procurement policy, i would like all implementing agencies in Bhutan
and the procurement personnel to learn from other via through the net and if possible by
attending meetings and sharing the experiences of other nations.
 Yes, Later
 Latest reform initiatives in the field
 The PPI will be meaningful if it can provide effective & advanced knowledge to the stakeholders
of procurement in any AP countries in a easy mode.
 I'm involved with capacity building of local staff. Sometimes you have to cover the material a
time or five before it 'takes'. Whatever initiatives you go with, be sure to stay with them until
they 'take'
 In my opinion sharing of information, holding conferences and giving representation in the

regional and subregional groups will go a long way in making the PPI more meaningful for my
Authority
 would be very useful information about e-procurement and the gaps of this system. also
providing different regulations
 Including the real issues which may be shared as lesson learned for future development.
Themetic Articals in different Areas of Public Procurement.
 electronic procurement support

 Yes
 Sharing of important results of any study with recommendation through mail and sharing
country specific experience in regional round table conference.
 PPI should be the portal where DMCs can share their procurement experiences, challenges,
and best practices, and gain useful information and feedback.

Annex 7
Other Suggested Procurement-related Websites
 I also frequently visit the website of Chaterd Institute of Purchasing and Supply (CIPS). I also
visit UNPCDC website which I have recommanded to upload in ADB procurement initiative and
I can see UNPCDC website there.
 other partner organization websites ie. Open Society Forum, International Budget Partnership,
Transparency International
 transparency international
 Philgeps
 N/A
 other partner organizations such as Open Society Institute, and International Budget
Partnership
 peoples procurement
 DG, Zawya, MENA,
 www.ebrd.com other local web istes
 PhilGEPS website
 None
 https://www.devbusiness.com
 None
 The Irish Govenment's Procurement Portal. The UK Government's Procurement Portal. The
EU's Procurement Portal.
 Tenderszeal, DevEx, DG Market
 UNDP, KFW,
 www.ifc.org and www.sedf.org
 It's difficult to keep the count of visting the website, but I have been visiting OECD, WB, APP
Forum and UN agencies. I will also recommand PPIAF and www.U4.no
 DFID; Inter-American Development Bank; EBRD
 Tea Plantations Sites Tea Brokers Sites Tea Buyears Sites All Tea Relaed Sites
 US DOC, TDA, KZN Dev. Fund, Dev Bank of S. Africa, three private development and financial
groups in S. Africa. One dev group in Nigeria, African Dev Bank in Ethiopia
 USTDA
 SBA, GSA, local government
 dgmarket, government agencies
 UN Development Business
 IDB, EIB and EBRD
 US Government DOE, DOC, EPA Public Utility Announcements Clean Energy Projects
Announcements
 Materials related to Transport of goods,warranty, delivery,testing etc from search engines
 www.supplymanagement.com www.cips.org www.ogc.gov.uk www.epractice.eu www.nigp.org
www.ifpmm.org www.ism.ws
 N/A
 PNG Central Supply and Tenders Board web site.
 www.lpjk.org
 International Development Law Organization
 Chartered Institute of Purchasing & Supply - Australia and UK Institute of Supply Management
 www.chinabidding.com

 government of Bangladesh's different Ministry site
 Procurement Act and Regulations of Gonernment of Nepal including the Standard Bidding
Documents
 United Nations Procurement Capacity Development Center
 www.goszakup.gov.kz
 http://www.tendersinfo.com/index.php http://www.tenderszeal.com/
 www.tendersinfo.com www.tenderzeal.com
 www.e-procurement.mn
 www.ogc.gov.uk
 Development Executves

Annex 8
PPI Online Survey Questionnaire
1. PROFILE
What is your e-mail address?
2. What is your direct telephone number?
3. Country
-- Please Select --
4. What is the complete name of your Agency/Project/Company/Organization ?
5. Please identify the appropriate category of your Agency/Project/Company/Organization from the

drop-down menu below:
-- Please Select --
6. How would you classify your Agency/Project/Company/Organization 's main function (select only
one):
-- Please Select --
7. Years with the Agency Project/Company/Organization
8. Department or unit in the Agency/Project/Company/Organization
9. Current Position
10. Years in post

11. How many times in a quarter do you visit the following procurement-related sites?
ADB Main Site
Asia Pacific Procurement Forum
OECD DAC
The World Bank
UN Agencies
Bilaterals (GTZ, US AID, JICA, AusAid, etc.)
NGOs and Civil Societies
Private Procurement Associations
Others
12. Other than the ones above, please recommend other related sites that you frequently visit
13. How long (in years) have you been doing the following procurement-related work?
Assessing procurement systems and evaluating performance
Developing procurement reform strategies
Strengthening procurement management
Improving procurement execution
Procurement performance monitoring and oversight

Building procurement capacity
Others
14. Do you have an on-going procurement reform initiative in your

Agency/Project/Company/Organization?
Initiative 1 Initiative 2 Initiative 3
None
If yes, Project
Title?
Funding
Sources
Value (in US$)
Implementation
Period (in
Months)
Coverage
(e.g.:Agency,
National,
Regional)
15. INTERESTS
Please rank which of the following (1..least and 6 is highest rank) subject areas will you be most
interested to see in the PPI Site?

Others
16. What type of information would you like to see in the site (select only three)?
Technical reports on procurement reforms initiatives
Procurement laws and regulations
Case studies of on-going reform processes
"How to's" and other tools
Training events and conferences
Who is doing what where
Funding opportunities for procurement reforms
News from the Region
Profiles of procurement experts
Innovations, internet and e-procurement
References on procurement reforms
Fraud and due diligence
Procurement procedures and best practices
Others
17. Which of the following do you consider essential in current procurement reform initiatives in your
country?

More partnership and coordination between country’s procurement agency and development
partners
Common performance monitoring & oversight for both government and foreign-assisted
procurement
Targeted intervention for other stakeholders of procurement process (politicians, media, CSOs
and general public)
Updated benchmarking and assessment of country procurement system using common tools and
methodology widely accepted and used for other countries
18. Is your Agency/Project/Company/Organization planning new procurement reform initiatives in the

next two years? If so, what are the areas of focus? Is your Agency planning new procurement reform
initiatives in the next two years? If so, what are the areas of focus?
Others
19. NEEDS
What type of assistance will you require for the reform initiative (Select three)?
Technical experts
Special studies (e.g., assessments, diagnosis, etc.)

e-procurement site development
Tools and manual development
IT support (equipment and software)
In-country capacity building
External training and/or study tour
Internship and secondment
Participation in conferences
Institutional development
Others
20. What are (or could be) the three most important areas of capacity building you would need to
improve your procurement reforms and procurement practices?
Building procurement capacity (Training of Local Trainers)
Reduce procurement "failures"
Improve steering and control of procurement implementation

Strengthen commitment, collaboration, coordination between and among DMC stakeholders
Procurement rules and regulation
Sustainable procurement
Develop procurement professionals
Improve work relations with ADB
Improve or contribute to building national capacity
Anti-corruption and governance
Management information systems
Procurement contracts (contracts management)
Others, please specify
21. MEDIA CHANNELS
Which exchange activities would you like to have in the site?
e-mail
Broadcast (via YouTube)
Links
SMS
Skype
Chat
Photos

Downloadable documents
Survey and Polls
Open Forum
e-Learning
Others
22. In which of the following are you willing and prepared to contribute your country’s procurement
information for the purpose of open exchange and sharing with other developing member countries
(DMCs) and PPI website members?
Online, real-time information on your Country Procurement System
Your country-specific procurement issues and challenges
Your country-specific procurement strategies and goals
23. IMPACTS (Country)

What are the three most important impacts of future procurement reform initiatives you would like to
see take place.
Reduce corruption
Institutional development
Increase accountability
Efficient project delivery
Wider participation
Improve steering and control
Develop human capacity

Develop new profession
Improve work relations with ADB
Greater project ownership
More collaboration with other DMCs
Others
24. IMPACTS (towards ADB/Foreign-Aided projects)?

What three most important impacts of future procurement reform initiatives would you like to see in
ADB and Foreign-aided projects?
Improved transparency
Efficient funds utilization
Reduced corruption
Increased harmonization
Better coordination & implementation
Increased use of country systems
Others
25. CONTRIBUTION:
As your Agency/Project/Company/Organization’s representative, how best can you contribute to the
procurement partnership?
Contributing articles
Sending your agency news
Providing photos

Links and contact sharing
Participating in meetings and webinars
Membership in national steering committee
Membership in regional & subregional groups
Others
26. Would you like to share with us your ideas on how to make the future PPI more meaningful to you
and your Agency ?
27. Please indicate in the space below all your other colleagues involved in public procurement (i.e.
name, agency/organization, position, email address) who may be interested in participating in the
Procurement Partnership Initiative website

Results of The PPI Online Survey

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Results of The PPI Online Survey

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Focus Areas of Planned Reform

Assessing systems &

Aggregate 26% 44% 30% Strategies & Goals

Manila, Philippines – May 2010

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countries. The private Nepal

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Years of Experience (Aggregate) Years of Experience (DMCs)

26% by the World Bank, and the balance

Ongoing DMC Initiatives by $Value

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Assessing Procurement Systems & Evaluating

Developing Procurement Reforms & Strategies 47 6

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Improving Procurement Execution 51 4

Procurement Performance Monitoring & Oversight 50 5

Building Procurement Capacity 56 1

Building procurement capacity 26 40% 7 41%

Assessing procurement systems & evaluating performance 25 40% 5 31%

Procurement performance monitoring & oversight 22 36% 7 41%

Developing procurement reform strategies 22 34% 7 41%

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Type of information in the site Responses Responses

22.4. Essential elements in current procurement reform initiatives in particular

Considered essential in current

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Type of Assistance indicated Responses Responses

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Ongoing Reform Initiatives by DMC by Source of Funding

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Ongoing Reform Initiatives by DMC by Dollar Values

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Ongoing Reform Initiatives by DMC by Implementation Period (in Months)

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Recommended Ideas (All Respondents)

 Meaningful interaction, information/ideas sharing, sincere cooperation, and periodic fellowship

 In my opinion sharing of information, holding conferences and giving representation in the

Report on PPI Online Needs Survey Results Page 21

 - Special interest groups, maybe an extranet to post information - Benchmark information -

 electronic procurement support

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 By implementing the Answers given in the above paragraphs

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Recommended Ideas (DMC PPAs only)

 Latest reform initiatives in the field

 In my opinion sharing of information, holding conferences and giving representation in the

 electronic procurement support

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Other Suggested Procurement-related Websites

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