1. 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 1

2. 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 civil servants each year + implementation of direct assistance.

3. Design administration for the successful management of EU funds
Goals for absorption of EU funds:
Strategic spending: Maximising impact and sustainability.
Correct spending: Minimising irregularities.
Full spending: Maximising the implementation rate.
….. is determined by three interrelated factors:
Structure and governance.
Human resources.
Systems and tools.

4. EU funds management in EU member states
Wide divergence on performance EU27 Member States in relation to cohesion policy:
absorption capacity
efficiency
effectiveness
Administrative capacity is regarded as one of the main bottlenecks for performance of some MS, regions and sectors

5. EU lessons from Structural Funds 2007 – 2013
Causes of administrative blockages in EU funds management:
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

6. Efficient administrative capacity building
Good Governance
Political Environment
Civil Society
Public Administration
Performance
Public Administration Reform
process
Structures
Human Resources
Systems & tools

7. Structure: regulations and systems for good governance
Ensure strong leadership for PAR implementation.
Coherent co-ordination, planning and development system ensuring consolidated sectoral strategies.
Robust strategic planning mechanisms as basis for evidence-based policy-making and programme budgeting.
Strong systems for horizontal and vertical coordination and consultative processes with CSOs.
Results orientation and performance indicators in Government planning documents.
Learning organisational structures.

8. Human resources: HRM and facilitation of skills and knowledge transfer (1/3)
Central institutional framework for Human Resource Management (HRM).
Ensure ministries and IPA units have adequate HRM capacities.
Civil service system based on merit.
Clear recruitment conditions.
Detailed tasks & responsibilities in job descriptions.
Development of career development plans.
Life-long learning – continuously development of staff skills and capabilities.
Use of staff appraisal system.

9. Human resources: HRM and facilitation of skills and knowledge transfer (2/3)
Political and management support for development of a comprehensive HRD regime of EU funds management capacities.
Instalment of a concise, “global” Competence and Skills Training Strategy.
Ensure coordination and streamlining of training activities: use of common training platform (make mandatory in future ToRs !)
Analyse the impact of trainings and care for the realisation of the envisaged objectives.

10. Human resources: HRM and facilitation of skills and knowledge transfer (3/3)
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.

11. Systems and tools: timely adaptation of procedures and processes
Establish Knowledge management system for sharing of implicit/tacit knowledge among staff.
E-governance - on-line availability of guidelines, manuals, procedures.
Efficient public procurement system – implementation of new framework PPL 2013.
Robust monitoring system.
Applicant/project implementer orientation – “one-stop solutions” and project generation facilities.
Total Quality Management Models (e.g. the Common Assessment Framework)

12. General recommendations for capacity building
Ensure political commitment and prioritisation of administrative capacity building processes.
Apply holistic capacity development approach.
Link to PAR, HRM and good governance.
Have indicators to monitor progress.
Coordination between TA and donor-initiatives.
Support to beneficiaries and stakeholders in project preparation and implementation.
Establish a (mandatory) common knowledge sharing platform.

13. 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.

14. Toolbox for administative capacity building
Principles and values of good governance – Themes:
Better policy-making.
Embedding ethical and anti-corruption practice.
Professional and well-performing institutions.
Improving service delivery.
Enhancing the business environment.
Strengthening the judicial system.
Managing public funds effectively (including public procurement)

15. Thank you for your attention !
Susanne M. Nielsen
Tel:

16. 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.

17. 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