Optimising the Access to Public Procurement Opportunities programme in Kenya: role of the programme management office in overcoming institutional barriers

This article analyses the Access to Public Procurement Opportunities (hereinafter referred to as AGPO) programme and explores ways for its improvement through project management. The AGPO programme, implemented in Kenya, aims to overcome socioeconomic inequality and expand economic opportunities for the most marginalised groups: youth, women, and persons with disabilities. The study relies on qualitative analysis methods using secondary data, including case studies and analysis of official reports and scientific publications. The study identifies key barriers to the effectiveness of AGPO and proposes an institutional solution – the creation of a dedicated programme management office (hereinafter referred to as PMO) within AGPO. The research findings can be used by government agencies in Kenya and other developing countries to develop strategies and reform socially oriented procurement programmes, increase their transparency, inclusiveness, and effectiveness. Promising areas of research are an empirical assessment of the impact of AGPO on target groups after the implementation of the proposed changes as well as a comparative analysis of the effectiveness of various management models of similar programmes in different countries. The study demonstrates that the success of government programmes like AGPO in expanding economic opportunities for marginalised groups depends not only on political will but also on the presence of a professional management structure. The establishment of a PMO is seen as a key step in overcoming institutional and operational challenges, ensuring sustainability, and achieving the stated goals of expanding economic opportunities for vulnerable groups.

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