Transcript PowerPoint Template - Evropski pokret u Srbiji

Establishing systems and administrative capacity for the
effective usage of EU funds – the importance of capacity
building in the pre-accession phase
Susanne M. Nielsen - Capacity Building Specialist, EIPA
learning and development - consultancy - research
EIPA, 7/6/2015 – www.eipa.eu
European Institute of Public Administration
 Leading centre of excellence on European integration and
the challenges for public management.
 Created in 1981 – HQ Maastricht + Bxl, Lux, and Barcelona.
 Board of Governors - EU Member States.
 Training of 15.000 civil servants each year + implementation
of direct assistance.
EIPA, 7/6/2015 – www.eipa.eu
Design administration for the successful
management of EU funds
Goals for absorption of EU funds:
1.Strategic spending: Maximising impact and
sustainability.
2.Correct spending: Minimising irregularities.
3.Full spending: Maximising the implementation
rate.
….. is determined by three interrelated factors:
Structure and governance.
Human resources.
Systems and tools.
EIPA, 7/6/2015 – www.eipa.eu
EU funds management in EU member states
4
EIPA, 7/6/2015 – www.eipa.eu
EU lessons from Structural Funds 2007 – 2013
Causes of administrative blockages in EU funds
management:
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Complexity of administrative organisations.
Weak implementation of strategic plans.
High staff turnover due to lack of clear HR policy.
Weak project development capacity of local
beneficiaries.
 Underperforming sectors.
 Insufficient public procurement.
 Insufficient monitoring systems in place.
Source DG Regio, June 2014
EIPA, 7/6/2015 – www.eipa.eu
Efficient administrative capacity building
Good Governance
Civil Society
Public Administration
Performance
Political Environment
Public Administration Reform
process
Structures
Human Resources
Systems & tools
EIPA, 7/6/2015 – www.eipa.eu
Structure: regulations and systems for good
governance
1. Ensure strong leadership for PAR implementation.
2. Coherent co-ordination, planning and development
system ensuring consolidated sectoral strategies.
3. Robust strategic planning mechanisms as basis for
evidence-based policy-making and programme
budgeting.
4. Strong systems for horizontal and vertical coordination
and consultative processes with CSOs.
5. Results orientation and performance indicators in
Government planning documents.
6. Learning organisational structures.
EIPA, 7/6/2015 – www.eipa.eu
Human resources: HRM and facilitation of skills
and knowledge transfer
(1/3)
1. Central institutional framework for Human Resource
Management (HRM).
2. Ensure ministries and IPA units have adequate
HRM capacities.
3. Civil service system based on merit.
4. Clear recruitment conditions.
5. Detailed tasks & responsibilities in job descriptions.
6. Development of career development plans.
7. Life-long learning – continuously development of
staff skills and capabilities.
8. Use of staff appraisal system.
EIPA, 7/6/2015 – www.eipa.eu
Human resources: HRM and facilitation of skills
and knowledge transfer
(2/3)
9. Political and management support for
development of a comprehensive HRD regime of
EU funds management capacities.
10.Instalment of a concise, “global” Competence and
Skills Training Strategy.
11.Ensure coordination and streamlining of training
activities: use of common training platform (make
mandatory in future ToRs !)
12.Analyse the impact of trainings and care for the
realisation of the envisaged objectives.
EIPA, 7/6/2015 – www.eipa.eu
Human resources: HRM and facilitation of skills
and knowledge transfer
(3/3)
13.Training and learning of different actors:
managers, staff, beneficiaries and applicants:
- Tailored training and coaching.
- Prioritise support to beneficiaries and
stakeholders in project preparation and
implementation.
- Use of practitioners for transfer of experience.
- Use of inspiring examples for replication.
- Learning labs on policy areas with mix of
participants from central, regional and local level.
- Communities of practices of policy makers and
practitioners.
EIPA, 7/6/2015 – www.eipa.eu
Systems and tools: timely adaptation of
procedures and processes
1. Establish Knowledge management system for
sharing of implicit/tacit knowledge among staff.
2. E-governance - on-line availability of guidelines,
manuals, procedures.
3. Efficient public procurement system –
implementation of new framework PPL 2013.
4. Robust monitoring system.
5. Applicant/project implementer orientation – “onestop solutions” and project generation facilities.
6. Total Quality Management Models (e.g. the
Common Assessment Framework)
EIPA, 7/6/2015 – www.eipa.eu
General recommendations for capacity building
1. Ensure political commitment and prioritisation of
administrative capacity building processes.
2. Apply holistic capacity development approach.
3. Link to PAR, HRM and good governance.
4. Have indicators to monitor progress.
5. Coordination between TA and donor-initiatives.
6. Support to beneficiaries and stakeholders in
project preparation and implementation.
7. Establish a (mandatory) common knowledge
sharing platform.
EIPA, 7/6/2015 – www.eipa.eu
Good governance and public sector modernisation
Toolbox for administrative capacity building
 Developed by EIPA on behalf of DG Employment.
 European Structural and Investment Funds (ESIF) –
Thematic Objective: ”Enhancing institutional capacity of public
authorities and stakeholders and efficient public administration.
 Inspiring examples: interesting, relevant and potentially
transferable.
 Cases: EIPA’s European Public Sector Award (EPSA).
 Seven themes, e.g. “Managing public funds effectively”
(including public procurement).
 E-version available in December 2014.
EIPA provision of related training modules.
EIPA, 7/6/2015 – www.eipa.eu
Toolbox for administative capacity building
Principles and values of good governance – Themes:
1. Better policy-making.
2. Embedding ethical and anti-corruption practice.
3. Professional and well-performing institutions.
4. Improving service delivery.
5. Enhancing the business environment.
6. Strengthening the judicial system.
7. Managing public funds effectively (including public
procurement)
EIPA, 7/6/2015 – www.eipa.eu
Thank you for your attention !
Susanne M. Nielsen
Tel: +31 43 32 96 235
E-mail: [email protected]
www.eipa.eu
EIPA, 7/6/2015 – www.eipa.eu
EIPA’s European Public Sector Award (EPSA)
The EPSA brings together the best, most innovative and
efficient performers from the European public sector.
Target: Sectors of public administration with an emphasis on
specific themes.
Scope: Projects which have proven their success
Focus: Recognition and dissemination of good practice
EPSA Database of valuable experiences serves as learning
platform for performance improvement of the public sector.
EIPA, 7/6/2015 – www.eipa.eu
Capacity building
Capacity building is the process by which
individuals, organisations, institutions and
societies increase their abilities to:
perform functions, solve problems and
achieve objectives
understand and deal with their development
in a broader context and in a sustainable
manner
EIPA, 7/6/2015 – www.eipa.eu