Goran Pastrovic_eng - Regional Hub of Civil Service in Astana

Report
Capacity Needs Assesment
Western Balkan experience
ReSPA – Regional School of Public
Administration
8-9 December 2014
Astana, Kazahstan
Goran Pastrovic, ReSPA Training Manager
ReSPA in Brief
ReSPA
Role, mission, definition, establishment, phases,
membership, financing
Activities
Trainings, networking events, mobility schemes, conferences,
season schools, publications
Human Resource ManagementCommunity of Practice Network
 Jointly FUNDED through annual
contributions;
 Jointly MANAGED by Steering
Committee / Governing Board;
 STAFFED from the WB region.
Relevance of regional PA initiatives establishment objectives
 To support closer cooperation amongst the PA in the WB
countries;
 To support development of the HR in line with basic
principles of European Administrative Space;
 To strengthen administrative capacities for EU accession;
 To formulate standars for PAR and PAR indicators;
 To facilitate standard implementation and M&E process.
Relevance Example of
Core Activities Values in WB initiatives
COMPLEMENTARITY
EXCELLENCE
INNOVATIONS
COMMUNICATION
RESEARCH AND
ANALYSIS
EVENTS
NETWORKING
TRAINING
MOBILITY
SCHEMES
Example of core activities –
network / platforms for
Objectives of the CNA
• Identification of preferred target audiences i.e. profile of
participants: primarily middle to senior managers;
• Determining the type of preferred events - regular training
and ToT (train of trainers) etc;
• Specifying the duration of the programs: e.g. training 3 days,
networking events 2 days etc;
• Additional qualities of the regional training activities with
view to accreditation issues.
Paradigm Change of Capacity
Development Approach
Demand Driven
Supply Driven
Facilitating access to knowledge
Facilitating multi-stake-holder
engagement
Technical
Assistance
Participatory policy dialogue & advocacy
Capacity
Development
Integrated approaches to
regional development
Creating space for
learning by doing
Input-based
Outcome-based
(Transformative)
COMMON
DEVELOPMENT
GOALS
A System Approach
to Capacity Development
The three dimensions of CNA
Enabling environment
(policies, legislation, power
relations, social norms)
Organisational level
(policies, procedures, frameworks)
Individual level
(skills, knowledge, experience)
The three level of CNA
The three level of CNA have been analyzed with
the following different tools:
• Level 1 (enabling environmental): Public
Administration Performance (PAP) Assessment
• Level 2 (organizational level): Focus group
meetings with guided interviews
• Level 3 (individual level): Needs Assessment
questionnaires
Capacity Development Approach
Step 1:
Engagement
with Partners
and Building
Consensus
Step 5:
Evaluation of
Capacity
Development
Efforts
Step 4:
Implementing
Capacity
Development
Strategies
CAPACITY
DEVELOPMENT
PROCESS
Step 2:
Assessing
Capacity
Assets and
Needs
Step 3:
Designing
Capacity
Development
Strategies
Capacity Assessment
WHOSE
CAPACITY?
ENVIRONMENT
Governments
and state
administrations
ORGANIZATION
CAPACITY TO DO WHAT?
Public sector accountability;
resources and budget allocation;
access to information, development
knowledge and technology;
inclusion, participation, equity and
empowerment; and
regional/international relations.
Training
institutions and
public bodies
Systems of policy design and
strategy formulation, resources and
budget allocation, program and
project implementation, human
resources management.
Civil servants
Personal attitudes and readiness to
use own competencies (knowledge,
skills) for setting and achieving
objectives.
INDIVIDUAL
BREAKDOWN HOW TO
OF CAPACITY DEVELOP THE
CAPACITY
STAKEHOLDER
&
SWOT ANALYSIS
Types of Stakeholders
There are different types of stakeholders:
• Actors who are affected and can influence without direct
involvement (citizens, customers, employees, parents, old
people e.g.)
• Actors or groups who are interested in the organization’s
success in delivering intended results and maintaining the
group’s viability, products or services and have influence
(companies, banks e.g.)
• Actors or groups who are directly involved in decision
making processes of the organization (government
unit, environmental organizations, representatives
of trade unions e.g.)
Stakeholder Analysis
Stakeholders of WB region initiatives
EXAMPLES OF INTERESTS
STAKEHOLDERS
EU COMMISSION
Funding donor; programmatic goals in the Region; directly involved; last
decision about existence
Governing Board /
Steering Committee
Executive power over related regional programme decision and personnel;
directly involved; supervision; involved in decision about existence
MS institutions for
PA/Training/EU
High influence on responsiveness towards related regional programme in the
MS; e.g.delegation of trainning participants
Participants
Affected by related regional training programme and program activities;
influence through seminar evaluation and their domestic response to senior
officials, liaison officers and relevant institutions
Organization’s staff
Hub between GB and participants; high interest in good relations with GB and
participants and sucessful program design and delivery;
Trainers
Professional interest in sharing related regional programme‘s reputation; good
payments; affected by ReSPA‘s staff decisions
Parliaments
Limited liaisons yet
Local government
Limited liaisons yet
Analysis of Questionnaire for Capacity Needs
Assessment
• The deployed questionnaire was based on the multi level
CAN approach.
• Besides anonymous personal questions (age, gender,
education, country of work, position and tasks in PA,
duration of work in PA), there are related blocks of capacity
development needs related questions combined with the
regional cooperation and organizational aspects.
Focus Group Meetings
• For the purpose of the CAN the focus groups were not just
method or tool of inquiry.
• They were in fact the way of integrating stakeholders into the
CNA process with the goals to bring people of the relevant
institutions of public administration sector together for
interaction and for creating ownership of the process,
• To create learning space, to raise awareness for the
importance of dialogue, exchange and new learning forms
• and to exchange about the mutuality of developments in
problem analysis and designing better practice.
Results of Focus Group Meetings
• Similarities between capacity development needs of PA in
WB have been prevailing.
• In the view of workshop participants of WB countries main
needs have been determined in the following areas:




EU related topics
Strategic management and planning
Project management
Law implementation
The participants priority setting among the above
indicated seven policy fields resulted in the following
distribution
Regional cooperation
European Integration
Service delivery
Leadership
Government policy
making
Financial management
Civil service management
0
1
2
3
4
5
6
In which fields does your organization cooperate and
coordinate with partner state units in the Western
Balkans?
7. Training and Education
6. European Integration
5. Public service delivery
4. Leadership development
3. Government policy making
2. Public financial management
1. HRM
0
0.5
1
1.5
2
2.5
3
3.5
4
What are the biggest challenges for your
organization in the next future with regard to
regional cooperation?
8.
7.
Training and Education
6.
5.
4.
3.
2.
Regional cooperation
European Integration
Public service delivery
Leadership development
Government policy making
Public financial management
1.
HRM
0
50
100
150
200
250
Following recommendations
The CNA results advice to consider the following
recommendations:
•
•
•
•
•
•
To keep up relevance and quality networking activities, regional
studines and of training program by identifying upcoming new
demands in related thematic areas i.e. HRM/HRD, eGovernment ,
EU issues, etc;
To keep up and intensify stakeholder relations with relevant MS
institutions for PA/Training/EU to increase number of participants;
To limit program diversity and increase program coherence through
concentration on HRM / HRD and EU related programs;
To use new financial and personnel means for establishing
a Resource Centre and offering Train-the-trainer measures;
To create space for innovation and alternative program activities;
Other.
Impact Assessment
• Timeframe
• Implementation
• Lessons learned
Impact Assessment Results
According to Mid – Term Report 2014
• Impacts at 3 levels :
1) Environmental
2) Organizational
3) Individual
•
Compilation of the ReSPA’s PoW 2015 will
consider review of its activities and thematic
areas in the light of the impact assessment
report.
Types of ReSPA Activities
•
•
•
•
•
Networks
Trainings
Mobility Scheme Programs
Seasonal Schools
ReSPA Annual Conferences
Networks
• ReSPA’s most crucial activities
• Aim: to exchange experience among participants
• Participants: senior officials, on average 14 per
event, 2 from each ReSPA member
• Frequency: twice per year
• Most recent networking event: PPP Network
Trainings
• ReSPA provides:
1) Accredited Trainings:
•
•
•
Aim: soft skills development – leading and
managing PA institutions
Duration: 5 days
Participants: 21 overall, 3 per member
Trainings
• ReSPA provides:
2) Training of Trainers (ToT):
•
•
•
Aim: to train the individuals to become trainers
Duration: 5 days
Participants: 21 overall, 3 per member
Mobility Schemes
•
•
•
•
•
Tailor – made targeted exchange programs
Aim: to enable the participants to exchange
regional experiences and good practice
Participants: 2 (or 3) per member
Duration: up to 5 days
Frequency: 3 in 2014 (2 in progress)
Seasonal Schools
•
ReSPA provides:
1) Summer School in Luxemburg
2) Spring School in Bruges / Brussels
•
•
•
Aim: connecting ReSPA’s work with other EU
institutions to follow-up on the already
established cooperation
Participants: 14 overall, 2 per member
Frequency: annual
ReSPA Annual Conferences
•
Aim: to attract high level participations from
ReSPA members, EU and abroad
•
•
•
•
Participants: 80 – 100
Frequency: annual
Thematic – topics previously agreed
Most recent ReSPA conference:
7th Annual Conference, in April 2013
Regional Comparative Studies
•
Aim: to use the EU expertise as well regional
expertise and knowledge to produce studies with
an added value to the EC activities
1) Income and Assets Declarations in Practice
(Ethics and Integrity)
2) ReSPA Regional Comparative E-government
study
3) Regional Comparative Studies on Methodologies
Used for preparation of Public Administration
Reform Strategies in Western Balkans
4) Abuse of Information Technology (IT) for
Corruption
ReSPA's offices are located in
Danilovgrad, Montenegro,
and boast modern training facilities
and a Campus.
Thank you
for
your attention!
Goran Pastrovic, ReSPA Programme Manager
[email protected]

similar documents