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Capacity Needs Assesment Western Balkan experience
ReSPA – Regional School of Public Administration
Goran Pastrovic, ReSPA Training Manager
8-9 December 2014Astana, Kazahstan
ReSPA in Brief
ReSPA Role, mission, definition, establishment, phases, membership, financing
Activities Trainings, networking events, mobility schemes, conferences, season schools, publications
Human Resource Management-Community 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
EXCELLENCEINNOVATIONS
COMMUNICATION NETWORKING
RESEARCH AND ANALYSIS
MOBILITY SCHEMES
EVENTS TRAINING
E-Government
CoP on HRM /GAPA network
EUI (EU integration) / Monitoring & Evaluation
PAR network / Public Procurement /PPP
Ethics and Integrity - Anticorruption
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
COMMON DEVELOPMENT GOALS
Creating space for learning by doing
Supply Driven
Demand Driven
Input-based Outcome-based
(Transformative)
TechnicalAssistance
Capacity Development
Facilitating access to knowledge
Facilitating multi-stake-holder engagement
Participatory policy dialogue & advocacy
Integrated approaches to regional development
A System Approachto 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
Step 1: Engagement with Partners and
Building Consensus
Step 2: Assessing Capacity Assets and
Needs
Step 3: Designing Capacity
Development Strategies
Step 4: Implementing
Capacity DevelopmentStrate
gies
Step 5: Evaluation of Capacity
Development Efforts CAPACITY
DEVELOPMENT PROCESS
Capacity Development Approach
WHOSE CAPACITY?
CAPACITY TO DO WHAT? BREAKDOWN OF CAPACITY
HOW TO DEVELOP THE CAPACITY
ENVIRONMENT
Governments and state administrations
Public sector accountability; resources and budget allocation; access to information, development knowledge and technology; inclusion, participation, equity and empowerment; and regional/international relations.
ORGANIZATIONTraining institutions and public bodies
Systems of policy design and strategy formulation, resources and budget allocation, program and project implementation, human resources management.
INDIVIDUAL
Civil servantsPersonal attitudes and readiness to use own competencies (knowledge, skills) for setting and achieving objectives.
Capacity Assessment
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 EXAMPLES OF INTERESTS
EU COMMISSIONFunding 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
ParticipantsAffected 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 staffHub between GB and participants; high interest in good relations with GB and participants and sucessful program design and delivery;
TrainersProfessional 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
Stakeholders of WB region initiatives
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
Civil service management
Financial management
Government policy making
Leadership
Service delivery
European Integration
Regional cooperation
0 1 2 3 4 5 6
In which fields does your organization cooperate and coordinate with partner
state units in the Western Balkans?
1. HRM
2. Public financial management
3. Government policy making
4. Leadership development
5. Public service delivery
6. European Integration
7. Training and Education
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?
1. HRM
2. Public financial management
3. Government policy making
4. Leadership development
5. Public service delivery
6. European Integration
7. Training and Education
8. Regional cooperation
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 establishinga 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.
