When designing a strategy to professionalize the procurement community the Government of Bhutan used 3 MAPS sub-indicators as Outcome indicators for the strategy i.e.
Sub-Indicator 5(c): A sustainable strategy and training capacity exists to provide training, advice and assistance to develop the capacity of government and private sector participants to understand the rules and regulations and how they should be implemented. Target: to increase score by at least 1 point. Baseline: 0.
Sub-Indicator 6(a): The level of procurement competence among government officials within the entity is consistent with their procurement responsibilities. Target: to increase score by at least 1 point. Baseline: 2.
Sub-Indicator 6(b): The procurement training and information programs for government officials and for private sector participants are consistent with demand. Target: to increase score by at least 1 point. Baseline: 0.
Source: Strengthening Country Procurement Systems: Results and Opportunities, OECD-DAC, 2011
To support them in the strategic planning process, the Office of the Director of Public Procurement (ODPP) in Malawi prepared a worksheet to guide them through the process. They plotted the capacity gaps and root causes identified in the assessment process with a column which they used to identify relevant initiatives relating to each root cause. They included both "quick-wins" and longer term initiatives. Then they added additional columns to the worksheet and for each initiative identified output and outcome indicators with baselines and targets. After reviewing the initiatives for similar, overlapping or inconsistent initiatives, they were consolidated into a coherent plan including an overall description of the initiative, roles and responsibilities, timeframe and priority.
Source: Procurement Capacity Assessment and Strategy Formulation in Malawi: A Case Study.
OECD-DAC Joint Venture on Procurement.