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At 2 am on Saturday morning, the day after the 10th Conference of the States Parties to the UN Convention against Corruption (UNCAC) was meant to end in Atlanta, exhausted negotiators finally adopted a resolution on “ Promoting transparency and integrity in publicprocurement in support of the 2030 Agenda for Sustainable Development ”.
Improving publicprocurement, which accounts for one in every three dollars spent by governments, is one of the core ways countries can do more with the same – or less. As theOpen Contracting Partnership, we support transformational procurement reforms in over 50 countries. How can the Bank leverage this opportunity?
Publicprocurement needs to be more transparent, efficient, and accountable to tackle the major social and economic challenges faced by governments across the world. I have had opportunities to support more than 60 countries across the globe in reviewing and advising their e-procurement (e-GP) initiatives.
As publicprocurement teams face increasing pressure to improve efficiency while upholding compliance and transparency, it’s essential that they have the right strategies in place. After all, how can you streamline procurement processes without sacrificing your standards? Processes and Compliance. Scalability.
We are delighted to share a blog post from Rebecca Bell, a student who has recently completed a two-week placement in the Scottish Procurement and Property Directorate using the Procurement People of Tomorrow (PPoT) Placement Pack. It’s Scot Careers Week!
It is one of the biggest publicprocurement markets in the world, yet, as in many countries, procurement is an overlooked, underfunded, and understaffed government function. We, in collaboration with other great organizations in the United States, believe in the power of procurement and have shown that change is possible.
He notes that changemanagement for end-users is also a key component in technology upgrade projects that is often left off the internal roadmap. Change is hard, and workforce skills may not match the day-to-day changes brought on by the new tech, so work with your vendor to plan adequate training.”
Author : Edward Claringbold Over the past three years, I have been the Procurement Lead for the First Nation Procurement Policy at my organisation. In late 2020, we took a bold step into the unknown by releasing the First Nation Procurement Policy, [1]which was collaboratively designed and written with our First Nation Partners.
At #OGPEstonia, we had the pleasure of hosting about 200 frontline reformers sharing their experiences, challenges, and successes in boosting inclusion, integrity, participation, and digital transformation in publicprocurement. We need to: 1) Convert general do-gooding commitments into clear goals and changemanagement.
We are delighted to share a post from a student who has recently completed a two-week placement in the Scottish Procurement and Property Directorate using the Procurement People of Tomorrow (PPoT) Placement Pack. It’s Scot Careers Week! With a variety of activities and material split over five themes, one for each day.
There hasn’t been an implementation project that I have been a part of where the team walked away without lessons learned for future implementations, and public sector implementations are no exception. In fact, the unique complexities, and requirements of public sector procurement challenge even the best laid plans and implementation teams.
Training and procurement are two issues that stand out when cities and counties acquire new technology, according to Sprague: “Training is a very important consideration because staff members need to overcome any obstacles to adopting and using the new technology effectively to get the most value from it.
Now government officials have more regulatory tools and data capacity, almost 130 women-owned and led businesses are better equipped to participate in publicprocurement, and for the first time, four major Ugandan governmental entities can calculate robust participation metrics to understand if their inclusion efforts are working.
Kraig Conrad, CEO of the National Contract Management Association, said the memo stands out for its emphasis on oversight during the post-award phase of federal contracts. The reason for that is, with any new capability, call it organizational changemanagement, adoption is the point of the realm.
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