In a Resolution dated 24 January 2006, the PWI Board of Trustees approved the new framework of PWI for its Strategic Plan. Through a series of focus group discussions, a limited survey of stakeholders and planning workshops, the PWI has come up with a new vision tree that sets the direction and deliverables the Organization hopes to achieve for the short- and medium-term. The said framework is anchored on a clearer mission, vision, and a set of key result areas (KRAs).

PWI aims to enhance transparency, accountability and efficiency in public procurement through a multi-sectoral, constructive and procedure-focused approach. It envisions itself as a change agent in achieving a corruption-resistant public procurement system. To date, PWI has two major KRAs, one which chiefly relates to its internal stakeholders, and the other that mainly involves its external stakeholders. Each KRA has several priority areas.

The first major KRA is concerned with strengthening PWI’s organizational development and management. PWI recognizes that only with good corporate governance, proficient financial management, and superb project development and administration can it truly execute its mission.

PWI’s second major KRA is focused on efficient and responsive program development and management. The aforementioned KRA primarily deals with policy advocacy and public information and education - the Organization’s main means in achieving its vision.

Both KRAs are equally vital, as PWI’s efficient and responsive program development and management is dependent on the soundness of its organizational structure and administration, and vice versa. The Organization acknowledges that the superior quality of service it provides to its external stakeholders to achieve procurement reform is founded on the outstanding technical capability of its staff and members, and the Organization’s financial viability. Parallel to this, PWI recognizes that the external client demand for its service is the very fiber of its existence.