United Nations Development Programme
Country: Bosnia and Herzegovina
Project Document
Project Title:
Bosnia and
Herzegovina
Municipal Training System Project (MTS), PHASE II
UNDAF Outcome(s):
Outcome 1, Democratic Governance: By the end of 2014, Government with
participation of civil society implements practices for more transparent and
accountable governance and meets the requirements of the EU Accession
process.
Expected CP Outcome(s):
(Those linked to the project
and extracted from the
CPAP)
Democratic Governance: UNDP will work to strengthen the capacities of the
state and entity governments and parliaments, with a focus on public sector
reform (strategic planning, human resources management and e governance),
local governance and institutional capacity development.
Expected Output(s):
(Those that will result from
the project and extracted
from the CPAP)
By 2015 capacities of BiH local governments to effectively manage development
processes and deliver quality services to their citizens are strengthened via the
effective support provided by the training system for local self-government
employees in BiH functioning as a public mechanism for carrying out the local
governments` capacity development agenda country-wide.
BiH Ministry of Justice
United Nations Development Programme in Bosnia and Herzegovina (BiH)
FBiH Civil Service Agency, FBiH Ministry of Justice, RS Ministry of
Administration and Local Self-Government, RS Civil Service Agency, both entity
Associations of Municipalities and Cities
Implementing Partner:
Responsible Party:
Key project partners:
Summary narrative:
The second project phase of the Municipal Training System Project will place strategic attention on
strengthening of the structures and functions of the Training System for Local Self-Government Employees in
BiH, as defined within the Training Strategies for Local Government Employees 2011 – 2015, so as to enable the
long-term effective operation of the training mechanisms. The project will support the participatory design,
affirmation and application of capacity development policies, complemented by relevant systemic tools.
Furthermore, support will be provided to the design and delivery of priority training programmes for local
government employees and officials, within the framework of both entity Strategies and according to the
development needs of BiH local governments. Moreover, efforts will be placed to improve the enabling
environment, credibility and visibility of the Training System for Local Self-Government Employees, more
particularly in terms of support to development of the training market and promotion of the public training
mechanism country-wide.
Project Period: 3 years (36 months)
Key Result Area (Strategic Plan): Democratic Governance
Atlas Award ID: 00062563
Atlas Project ID: 00080102
Start date: March 2012
End Date: March 2015
PAC Meeting Date:
Total budget: USD 2,137,997
Allocated resources:

Government (co-funding):

Other:
o Sida: USD 2,037,997
o UNDP: USD 100,000

In kind contributions:
TABLE OF CONTENTS
SECTION I: PROJECT PROPOSAL .......................................................................................................................... 4
PART I: SITUATION ANALYSIS ........................................................................................................................ 4
1.1. Country context ................................................................................................................................... 4
1.2. Capacity development of local governments in Bosnia and Herzegovina ............................................. 5
1.3. Previous project phase ......................................................................................................................... 6
1.4. Stakeholders` review ............................................................................................................................ 6
PART II: STRATEGY .......................................................................................................................................... 8
2.1. Project rationale and relevance to the country needs ........................................................................... 8
2.2. Project overview ................................................................................................................................... 8
2.3. Project approach ................................................................................................................................. 17
2.4. Synergy with other relevant interventions...........................................................................................19
2.5. Risk analysis and mitigation proposals ................................................................................................19
PART III: MANAGEMENT ARRANGEMENTS ..................................................................................................21
PART IV: BUDGET AND FUNDING ................................................................................................................ 24
PART V: MONITORING AND EVALUATION .................................................................................................. 25
PART VI: LEGAL CONTEXT ............................................................................................................................. 26
SECTION II: PROJECT RESULTS AND RESOURCES FRAMEWORK.................................................................... 27
SECTION III: PROJECT 3-YEAR WORKPLAN BUDGET SHEET ............................................................................ 33
SECTION IV: ANNEXES ........................................................................................................................................ 37
2
LIST OF ABBREVIATIONS
AMC
AWP
BiH
CSA
EU
FBiH
GAP
GIZ
HRM
ILDP
IMC
IPA
LOD
MALSG
MoJ
MoU
MTS
NIM
OSCE
PAR
RS
SAA
SDC
Sida
TA
TNA
ToT
Training System for Local SelfGovernment Employees
UNDP
UNDAF
USAID
Association of Municipalities and Cities
Annual Work Plan
Bosnia and Herzegovina
Civil Service Agency
European Union
Entity of the Federation of Bosnia and Herzegovina
Governance Accountability Project
Deutsche Gesellschaft für Interantionale Zusammenarbeit
Human Resource Management
Integrated Local Development Project
Inter-Municipal Cooperation
Instrument for Pre-accession Assistance
Reinforcement of Local Democracy Project
Ministry of Administration and Local Self-Government
Ministry of Justice
Memorandum of Understanding
Municipal Training System
UNDP national implementation modality
Organisation for Security and Cooperation in Europe
Public administration reform
Entity of Republika Srpska
Stabilisation and Association Agreement
Swiss Agency for Development and Cooperation
Swedish International Development Cooperation Agency
Technical assistance
Training Needs Assessment
Training of trainers
TSLSGE
United Nations Development Programme
UN Development Assistance Framework
United States Agency for International Development
3
SECTION I: PROJECT PROPOSAL
PART I: SITUATION ANALYSIS
1.1. Country context
In recent years, Bosnia and Herzegovina (BiH) experienced significant progress in restoring peace and stability, as
well as in moving from post-war recovery to becoming a potential candidate to the European Union (EU). In July
2008, the EU and BiH signed the Stabilization and Association Agreement (SAA), which creates a far-reaching
contractual relationship between both sides entailing mutual rights and obligations. The country has fulfilled all
the requirements for visa liberalization and is gradually moving towards meeting NATO and EU pre-accession
requirements.
Nonetheless, considerable challenges still confront BiH, which can be classified in two separate groups. The first
group relates to the country being burdened with a set of systematic administrative weaknesses. That includes a
cumbersome governance structure, slow transition to functional free-market economy and obsolete public sector
practices, including at the local level. The second group includes considerable poverty and a widened development
gap among different regions, most notably between urban centres and rural areas, characterised by social
exclusion among vulnerable groups.
Public administration in BiH is mostly described as too wide and too “slim” to have the capacity to act in a
coordinated manner towards the demanding objectives of the post-reconstruction period, starting obviously from
the European integration. The public administration reform is based on the BiH Public Administration Reform
Strategy (PAR Strategy) and its Action Plan 11 outlining 6 reform areas: i) policy making and coordination
capacities; ii) public finances; iii) human resources management (HRM); iv) administrative procedure; v)
institutional communication; vi) information technologies. The PAR Strategy foresees measures dealing with the
advancement of administrative education and training. However, BiH public administration at all government
levels still does not have the issue of administrative education and training systematically resolved. Importantly,
the PAR Strategy does not deal with the public service at the local self-government level; each entity has a
different legislative framework for civil servants, and the majority of local government staff falls entirely outside
these civil service capacity development policies and frameworks.
In order to effectively address this matter, the process of establishing of a Training System for Local SelfGovernment Employees (TSLSGE) in BiH was launched in 20082. Entity Training Strategies for Local SelfGovernment Employees 2011 – 2015 were developed in 2010. The Training Strategies were adopted by both Entity
Governments and both Associations of Municipalities and Cities (AMCs). Both entity Training Strategies define
key principles and objectives of the training system; the target groups and priority training programmes; the
institutional and financial set-up and the implementation and monitoring plans. The basic elements of the training
system for local government employees are now in place, but have yet to be incorporated into usual work routines
of all the authorities in charge. Such integration is the core of capacity building and public administration reform
and will require change processes in which the participants acquire new behaviour patterns. Certain new policies
and functions of a training system, such as networking practitioners, setting training standards, developing
training market policies, training monitoring and evaluation, educating teaching personnel, developing advanced
learning tools, promoting the system, and devising relevant HRM policies, have not yet been defined in greater
detail. While those functions would facilitate the effective operation of the system, their development will
consume time and resources that compete with the need to put the system into operation in due time.
1 The
PAR Strategy and its Action Plan 1 were adopted in 2006. In 2007, a 4.5 million Euro PAR Fund was established to directly support the
Strategy implementation.
2 This initiative was carried out by relevant national counterparts and supported by the Swedish International Development Cooperation
Agency (Sida) and the United Nations Development Programme (UNDP) in BiH within the Municipal Training System (MTS) Project.
4
1.2. Capacity development of local governments in Bosnia and Herzegovina
Throughout the past decade diverse and numerous initiatives related to capacity development and training of
local self-government officials and employees in BiH took place3. However, these actions were not positioned
within a coherent, systematic, instituted and demand-driven policy and system framework and consequently –
could not respond the existing capacity demand in an adequate and effective manner. Like in many other
developing countries, BiH local governments still lack critical capacity that would allow them to be instigators of
development results. The response to this capacity gap requires the creation of an enabling environment with
appropriate policy and legal frameworks, institutional development, including human resources development and
strengthening of managerial systems and tools within local administrations.
Several aspects need to be considered n regard to the complex capacity development enabling environment at the
local level: firstly, there has been a stark contrast between real needs and the reality of training delivery, while the
approach to training of local governments has been supply-driven and uncoordinated, with the cost of training
regularly covered by donors. Moreover, the HRM function in local governments is either not developed at all or
very weak and tends to focus on the administrative dimension of managing staff. Little value is placed on the
management and development of staff competencies; only a few local governments have developed proper
human resource policies and training plans, therefore, training needs are usually not articulated. Similarly, budget
provisions and financial resources allocated specifically to training and education of local administrative
employees are practically non-existent. In addition, the training delivery market in BiH is not very well developed
and training providers have limited capacities to develop and implement high quality training programs on their
own.
In parallel, local governments in BiH are under pressure to reform. This pressure stems from an increasing demand
for quality services on one hand, and financial constraints on the other. Changing legal environments initiated by
higher government levels increase the demands on local governments to improve performance of existing, new
and additional functions, and to be able to continuously adapt to changing circumstances. It is also clear that the
EU pre-accession assistance has been dominated by capacity development at the state level, with local
governments receiving little attention. However, EU financial support is gradually made available to local
governments across BiH, although their absorption capacity remains generally weak. Yet, the advent of the EU
pre-accession funding regimes under the Instrument for Pre-Accession Assistance (IPA)4 will require effective local
management and delivery of projects, while successful participation in this funding window will require strong
municipal capacities across a variety of planning and management disciplines. Furthermore, there is a broader
European agenda to be addressed, ranging from attaining a model of local government compliant with European
practices, to the building of an institutional framework capable of implementing the core EU laws (Acquis
Communautaire) at the local level5.
Therefore, while striving for better service delivery at the local level and being on the path towards integration to
the EU, the systemic development of highly competent and professional local administration remains one of the
main challenges for BiH. Initial steps towards this agenda were made by the elaboration of the Training Strategies
for Local Self-Government Employees 2011 – 2015 and the establishing of the Training System for Local
Government Employees and its structures, priority trainings and operational framework; however, it needs to
further strengthen its capacity towards effective design, management and realisation of capacity development
policies that contribute to the professionalization and skill acquirement of BiH local government employees.
3
There are 144 local self-governments in Bosnia and Herzegovina (80 in the FBiH, 63 in the RS and the Brčko District) and approximately
5,000 local government employees within the FBiH and 4,000 local government employees within the RS (Training Needs Assessments,
MTS, 2009; http://www.undp.ba/index.aspx?PID=36&RID=89).
4 IPA is a mechanism for financial support to potential candidates and candidate countries for EU membership.
5Approximately 60 % of all mandatory European-law based regulations have to be carried out by local governments (Local Government
Network - LOGON final guide, page 41, www.ceec-logon.net).
5
1.3. Previous project phase
The first phase of the Municipal Training System (MTS) Project was launched in 2008 as the first and only of its
kind system-building intervention in BiH aiming to improve the quality and scope of local government training and
to address a critical gap regarding long-term capacity development of local government employees and elected
officials in BiH. The first project phase (closing down in December 2011) was funded by Sida and implemented by
UNDP in partnership with relevant national stakeholders.
The TSLSGE in BiH is gradually emerging as a public training mechanism, meant to strengthen local governments`
capacities and thus contribute to the on-going local government reform and overall country advancement. Its
evolvement went through several key milestone points: at first, a comprehensive training needs assessment was
conducted in 2009 in order to map the training needs of local governments country-wide, as well as to properly
inform the follow up strategising for the TSLSGE. Subsequently, a policy discussion on the structure, principles
and institutionalisation approaches was initiated, which brought forward a consolidated policy vision on the
establishment of the training system, characterised by the setting up of 2 symmetrical sets of structures within
each of the entities of Bosnia and Herzegovina. Further on, based on participatory process, both entity Training
Strategies for Local Self-Government Employees were developed in 2010, setting the strategic framework of the
system. In its last implementation year, the MTS Project, hand in hand with its national counterparts at entity and
municipal level, embarked in hands-on setting of the structures and bodies of the training system, as defined
within the entity Training Strategies (predominantly within the RS, considering the delayed adoption of the FBiH
Training Strategy6), as well as designing and affirming their operational framework, so as to ensure sustainability
of the training model. In parallel, 15 standardised and high quality training covering 8 training topics (defined as
priority trainings within the Strategies), were designed and delivered to nearly 1000 local self-government
employees and elected officials from more than 115 BiH local governments.
Therefore, first project phase was pivotal in helping the target groups to start gradually introducing advanced
training management routines by creating opportunities in which they could jointly review and experience all
aspects and phases of the training cycle and set the capacity development agenda for local governments in BiH.
An important momentum has been reached in terms of awareness and commitment of the project stakeholders
on the importance of a systematic approach to capacity development and first direct benefits of such an approach
have been experienced at the local level. Strategic and operational frameworks have become operational but
these still need to be integrated in daily routine of all parts of the system to become genuinely an inherent
systematic process. This is a process by its nature and as any other change in behaviour patterns and habits will
require careful and sustained/recurring change management. On the other hand, additional new policies,
functions and processes in the training system still need to be designed or set up, which requires knowledge,
capacities and resources that are not available within the system and that can hardly be put in place without
external support
Therefore, further support to the training system remains crucial to achieve and maintain sustainable structures.
Lack of support over time may result in a gradual decrease of scope in capacity development of local government
employees and also in weakening/scaling-down of the already established systematic functions, processes and
structures.
1.4. Stakeholders` review
The key stakeholders, whose role, motivation and capacity are crucial for the overall realisation of the anticipated
project follow-up, are: local governments and the relevant entity public institutions and the units within both
AMCs responsible for coordination and support to capacity development and training of local governments
(comprising the core structures of the Training System in each entity).
6
In FBiH, the Training Strategy adoption was subject to delays as a result of a number of factors (i.e. delayed implementation of election
results, FBiH Consutitution's decision related to employment status of local government employees, etc. ). The FBiH Government reviewed
and adopted the strategy in February 2012. The Government tasked with Federal Ministry of Justice and the FBiH Civil Service Agency to
establish, jointly with the FBiH Association of Municipalities and Cities, a coordination body which will be responsible for the overall strategy
implementation.
6
The skills level of local government staff is incommensurate with the requirements of the development process.
Local governments in BiH are undergoing a gradual shift from a mainly bureaucratic approach to service
orientation. This process translates into improvements in the transparency of procedures, the accountability of
institutions and personnel, and greater orientation toward results for all staff. These fundamental changes reflect
on the recognised and voiced out training needs of local government staff, which will increase as the reforms
proceed, while the quality aspect of training becomes more important.
With regard to the core structures of the Training System for Local Government Employees (respectively – for
each entity), it needs to be considered that their establishment started only in early 2011, therefore, institutional
and organisational capacities are rather weak. While initial capacity development assistance for the RS Training
System structures7 was provided and the general operational framework - developed, such efforts will still be
needed for the structures of the FBiH Training system8, once these are formally established.
7
The Training Commission (comprising representatives of the RS Civil Service Agency (CSA), the RS Ministry of Administration and Local
Self-Government (MALSG), the RS AMCs); the Training Office within the RS MALSG and the Training Unit for local government elected
officials within the RS AMCs.
8 The Training Coordination Body (comprising representatives of the FBiH Ministry of Justice (MoJ), the FBiH CSA and the FBiH AMCs); the
Training Unit for elected officials within the FBiH AMCs and the Training Unit for local government employees (representatives of the FBiH
CSA or the FBiH MoJ).
7
PART II: STRATEGY
2.1. Project rationale and relevance to the country needs
The solid basis that has been created with assistance from the first phase of the MTS project, offers now a
“transmission belt” for delivering high-impact learning opportunities for all local government employees, as well
as the basis for integrating all aspects of the new system into the everyday work routines of the responsible
stakeholders, and opportunities to add further components to the system that are essential for it to maximise its
performance. The more and the faster the implementation of the training system for local government employees
becomes an integral part of the regular duties of stakeholders and local governments across BiH, the more likely
the new policies and practices will be aligned with and reinforced by higher levels of government (vertical
integration) and become an irreversible element of human resources and local government management in BiH.
Vertical integration is particularly relevant where training needs on the local level originate from policies and
legislation prepared at higher government levels. Where such training needs and especially necessary resources
are not anticipated in local government strategies because of the lack of vertical integration, there is a risk that
those policies and legislation face slow or incomplete implementation.
Although the main pillars of a modern training system for local governments have been developed in the course of
implementation of the first project phase, there are other critical elements, which have not received much
attention in practice considering that the relevant training structures were established only in early 2011, such as
network development, training standards, accreditation of service providers, monitoring and evaluation, training
of trainers, new learning tools, the development of strategic partnerships or memberships in international training
networks. As highlighted in the Final Project Review, “the basic elements of the system are now in place but have
yet to be integrated into the usual work routines of all the authorities in charge”. For this reason the project
document focuses on a number of interventions for which the need was identified in the last phase of the project
implementation as well as in the Final Project Review, with an overall goal to “further support the functional and
policy capacities of the training system, its consolidation and affirmation as public mechanism for local
governments’ capacity development across the country”. By rendering further support to the training system for
local governments in BiH, a critical assistance to the future effective functioning of the system will be in place and
ultimately – support to the achievement of its organic purpose – i.e. – professionalised, competent and skilled
local government employees country-wide.
Importantly, the second project phase will directly and immediately support the implementation of both entity
Training Strategies for Local Government Employees 2011 – 2015 designed within the first project phase, as well
as will contribute to the effective realisation of the priorities defined within the RS Strategy for Local SelfGovernment Reform 2009 – 2015. Furthermore, the project has a strong fit with the overall public administration
reform agenda defined via the BiH Public Administration Strategy. In addition, it will contribute to the
strengthening of local governments` absorption capacity to effectively utilise both EU, as well as other
international and domestic public funds aiming to support local development and improve quality of service
delivery to their citizens.
The second phase will also focus on training market in BiH, which is still in development. It consists of numerous
individual consultants, civil society organisations and a few consulting companies, which mainly focus on generally
applicable thematic areas. There is a necessity of transformation of the market to offer training that may respond
to specific practical challenges and needs that municipal employees encounter on a daily basis.
2.2. Project overview
2.2.1. Goal, output and duration
The overall project goal is to contribute to the development of professional and competent BiH local governments
able to effectively manage development processes and deliver quality services to their citizens via further
strengthening of the functional and policy capacity of the training system for local government employees in BiH
8
and supporting its affirmation as a public mechanism for carrying out local governments` capacity development
agenda country-wide.
In relation to that, the second project phase will place strategic attention on strengthening of the structures and
functions of the TSLSGE in BiH (and respectively – of the structures within each entity), as defined within the
Training Strategies for Local Government Employees 2011 – 2015, so as to enable the long-term effective
operation of the training mechanisms. Importantly, the project will continuously support the participatory design,
affirmation and application of capacity development policies, complemented by relevant systemic tools.
Furthermore, support will be provided to the design and delivery of priority training programmes for local
government employees and officials, within the framework of both entity Strategies and according to the
development needs of BiH local governments. Moreover, efforts will be placed to improve the enabling
environment, credibility and visibility of the TSLSGE, more particularly in terms of support to development of the
training market and promotion of the public training mechanism country-wide.
These strategic lines of project intervention will ultimately contribute to the setting in function of the training
system for local governments in FBiH and further operational strengthening of the training structures in the RS.
This will result in enhancing institutional capacities of the training structures and in development and practical
application of key capacity development policies. The project`s impact will be reflected in the sustainable
operation of a public local governments` capacity development mechanism, which systemically enhances
capacities of BiH local governments and equips them with the relevant knowledge and skills to discharge their
functions and lead development processes in the best interest of their communities. Furthermore, this project
phase will immensely contribute to the realisation of both entity Training Strategies for Local Self-Government
Employees in BiH.
The project`s duration is 3 years (36 months).
2.2.2. Project components, activities and target groups
The project components (corresponding to the project`s objectives) and the main activities, which logically derive
from the above-set project goal, are captured in the graph below:
Goal:
To contribute to the development of a professional and competent BiH local governments able to effectively manage
development processes and deliver quality services to their citizens via further strengthening of the functional and policy
capacity of the training system for local government employees in BiH and support to its affirmation as an effective public
mechanism for carrying out the local governments` capacity development agenda country-wide.
Component 1: Strengthening the training
system`s core structures, functions and
policies and support to capacity development
of BiH local governments.
Support to the training
system`s core
structures, functions
and policies
Support to
capacity
development of
BiH local
governments
Support to
creation of the
training system`s
tools
Component 2: Support to the
training system`s enabling
environment, partnership building
and visibility.
Strengthening
of the training
market
Promotion,
partnership,
visibility
9
Component 1: Strengthening the training system`s core structures, functions and policies and support to
capacity development of BiH local governments.
This component will comprise a set of inter-linked activities to further strengthen the Training System for Local
Government Employees in BiH towards its self- and independent functioning in the future, offer high-quality
capacity development for local government officials and employees (as an integral part of the training system`s
scope of work) and assist in the design and deployment of the training system`s main administrative and
communication tools.
Activity 1: Support to the training system`s core structures, functions and policies
A main activity within this component is related to provision of support to the training system`s core structures,
functions and policies, pursuant to the entity Training Strategies. It envisages provision of technical assistance
(TA) and guidance in strengthening of policy and operational structures with relevant functions and policies in
place, which is essential for a building a training system that can effectively respond to capacity development
needs of local governments. It encompasses the recurrent implementation of new management routines
introduced within the first project phase and introduction of new processes and functions, which are required by
the training strategies and are a prerequisite for effective functioning of the training system. In this respect, TA
and guidance will be provided to the primary target group as established by the training strategies are: Training
Commission, Training Office for Local Government Employees and Training Unit for Elected Local Government
Officials, who will benefit from extensive technical support in establishing/strengthening relevant functions and
policies pursuant to the entity training strategies. In particular, support under this action will be provided to: the
RS Training Commission (comprising representatives of the RS CSA, the RS MALSG, the RS AMCs/selected
representatives of local governments); the RS Training Office within the RS MALSG and the RS Training Unit for
local government elected officials within the RS AMCs; the FBiH Training Coordination Body (comprising
representatives of the FBiH MoJ, the FBiH CSA and the FBiH AMCs/selected representatives of local
governments); the FBiH Training Unit for elected officials within the FBiH AMCs and the FBiH Training Unit for
local government employees (representatives of the FBiH CSA or the FBiH MoJ)9. As for the specific role of
municipalities, in addition to being targeted as training recipients (training system clients), they are also a part of
the overall training system via training functions anchored within a wider HRM responsibilities (i.e. training vertical
coordination, co-financing, enabling training participation). In addition, 9 municipalities have the role of hosts of
the regional training localities (providing premises, maintenance costs, coordination).
It is envisaged that assistance to the core structures of the training system will be provided alongside the annual
operational work cycle, so as to deploy a “real-life” approach to capacity development and encourage gradual
change of management routines and attitudes of participants in the training system. The existing strategic
framework of the training system provides for such new routines and interaction processes, which now must be
integrated into the everyday work of its structures, so they are capable of managing each phase of the system
work cycle (i.e. – annual and multi-annual planning of training priorities and Training Needs Assessments (TNAs);
dissemination of training offer to local governments; preparation of training activities; training delivery;
monitoring and impact assessment, including of the implementation of the entity Training Strategies) on their
own. Consequently, most of the envisaged actions will entail on-the-job support, coaching and TA to the training
system structures, as well as possible cost-sharing of salary costs for employees within the structures of the
training system10. More particularly, this activity will support the advancement of the existing, design of new and
institutional anchoring of the relevant operational framework (i.e. – rulebooks, internal procedures, job
9
The relations between the project and all national partners and beneficiaries, especially in terms of provision of support and technical
assistance, might be formalised via signing of Memoranda of Understanding (MoUs), which describe the responsibilities of partners,
objectives, expected results and timeframe of action.
10 Within the RS Training Office (RS MALSG) and within the FBiH Training Unit for local government employees (FBiH CSA).
10
descriptions, guidelines, etc.), as well as will strengthen the understanding and capacity of the members of the
training system structures to effectively perform their responsibilities, both at policy-making and operational
levels.
In the course of project realisation, the project team will encourage close interaction between the training
structures in each entity and will steer the two parallel processes in a symmetrical manner ensuring a coherent
training model country-wide. In general, the level of project assistance will be decreasing through the project
implementation, with highest intensity during the first year and a shift towards a monitoring role of the project
during the last year.
In parallel, considering that the training system`s functions are equally important as its structures, this activity will
provide substantive support, facilitation and technical assistance to the relevant partners in the process of design
and practical application of several vital functions and policies. These processes will be characterised be a
“shadow-assistance” by the project, while the guiding role will be taken by the relevant partners, so as to
contribute to their capacity development and strengthen their ownership over the results. Central to the longterm effective operation of the training system are the following functions and policies: financial sustainability;
training standards, quality assurance and accreditation; HRM function at the local level. These will be supported
throughout the project implementation, based on participatory approach and vertical and horizontal interaction
among the relevant stakeholders.
With regard to the financial sustainability aspect, it has been set as a priority matter within each entity Training
Strategy, so as to ensure sufficient financial resources for effective and independent functioning of the training
system and adequately respond to the training needs of local governments. Some initial steps towards creation of
a general concept for the financial sustainability of the training system were undertaken within the first project
phase, whereby the principal consensus of the RS Training Commission is that training system operational costs
would be covered by the training system institutions, while costs of training design and delivery would be co-shard
between entity and local governments. As for the FBiH, by adopting the training strategy and establishing the
relevant operational structures, the Association of Municipalities and Cities agreed to ensure the salary and
operational costs of the Training Unit related to training of elected officials, while following the adoption of the
training strategy by the FBiH Government, setting up co-finding mechanisms as suggested by the strategy, will be
one of the key steps in establishing a sustainable training system in this entity. Therefore, this project phase will
further support and facilitate the inter-institutional discussion (respectively - in each entity) on this matter, which
will result in the formulation and gradual practical application (by the end of 2014) of a financial mechanism for cofunding of the training system annual budget by public resources (entity budgets, local governments). Lead
stakeholders within this process will be relevant structures of the training system in each entity, together with
entity Ministries of Finances and local governments. The project will provide expert assistance and advice within
the process of work discussions, development and application of the financial mechanism respectively in each
entity, to be fully effective in 2014.
In relation to the training standards, quality assurance and accreditation function of the training system - the
introduction of uniform training standards and quality assurance mechanisms is considered as an important
function of the training system and as such is a novelty not only in BiH but also to a great extent in the region.
Moreover, entity Training Strategies aim to set in operation the training quality assurance function by the end of
2014. Accreditation of training programmes will be conducted through a content-review process of the future
training programmes against a specific set of standards that are to be established, while accreditation of training
providers will include a review of overall institutional quality, capabilities and accomplishments of training
providers. This function, however, is among the most challenging, complex and costly ones, due to the fact that it
comprises several sub-elements, which need to be considered and developed in parallel, so as to have a
comprehensive quality assurance framework. Considering this, the project will provide substantive assistance,
facilitation of work discussions, expertise and support to the establishment of this function, based on the following
building elements and processes:
i) Assignment of responsibility for quality assurance and establishment of quality assurance body within the
training system in each entity (Quality Assurance Panel) in 2012;
11
ii)
Design of basic rulebooks for the body and conduct orientation and induction training to its members
(2012/2013);
iii) Design and affirmation of training programmes` quality standards and procedures for accreditation (2013);
iv) Design and affirmation of standards and procedures for accreditation of training providers (2013);
v) Pilot accreditation of training providers and selected training programmes11 in 2014, linked with
certification.
The assistance package related to this particular function will be developed by the project team during the first
implementation year and will deploy a wide spectrum of assistance, such as coaching, independent (external)
expert assistance, training, work meetings, study visit. Primary beneficiaries of this action will be the training
commissions, relevant technical staff of the training system structures and members of the newly-established
Quality Assurance Panels in each entity.
When it comes to the HRM function at the local level, looking from the training system`s perspective, it is a key
pre-condition not only for the overall sustainability of any capacity development policy, but also for the effective
work of the training model per se. In order to further support the design and launch of effective reform process in
this area instigated by the training system for local self-government employees, the project, together with its
counterparts, will undertake several main actions, as follows:
i) Further support to strengthening of the network of HRM/training focal points within local governments,
initiated by the training system in each entity. The support will include information and best practices
sharing, creation/strengthening existing thematic HRM fora within each entity to provide inputs and
initiatives from the ground for policy and regulatory improvements;
ii) Awareness raising of the importance of the HRM among senior and mid-management in local governments
via publishing of best practices and information sharing;
iii) Design of a policy paper12, on initiative of the training system in each entity, which is widely discussed with
all relevant stakeholders. The policy paper will provide a consolidated vision on the importance of the HRM
function at the local level; the general approaches to its establishment and strengthening within local
administrations; the general standards in the areas of recruitment and retention of local staff, training and
development of employees, performance management; possible policy recommendations to various policymakers and local governments. The policy paper will consider the existing practices and status quo in this
particular area and will serve as a main policy tool of the training system, meant to provide general
guidelines to local governments and support the long-term reform process in this area. The policy paper will
be printed and shared to all BiH local governments. In the light of strengthening the policy-making and
policy-implementation function of the training system, the project will extend support to such emerging
actions via expert support and relevant activities when the need arises.
iv) Delivery of the HRM training programme (already designed within the training system) and limited
technical assistance in the form of general functional advice to additional local governments country-wide,
aiming to cover at least 50 % of BiH local governments;
v) Soft interventions to support the policy and practical application of the HRM function at the local level, such
as, for example, proposing that one of the main award categories within the annual Beacon Schema contest
among BiH local governments is dedicated to the HRM function and best practices.
Activity 2: Support to capacity development of BiH local governments
Another main activity within this component is provision of support to capacity development of BiH local
governments. This activity comprises a two-fold line of action: 1) on the one side, assistance will be offered to the
entity training structures in the design and delivery of the priority training programmes, as defined within the
11 The project,
in close cooperation with its partners, will support the pilot accreditation of up to 2- 3 training programmes.
Based on the analysis and Report on HRM with focus on organizational modalities and training function prepared under the first project
phase.
12
12
entity Training Strategies (and thereafter – within the Annual Work Plans of entity partners). 2) On the other side,
this activity will also support design and delivery of highly relevant training programmes for BiH local government
officials and employees, arising from the Training Strategies and complementary to the ongoing reform
processes, for which a strong demand arises during the course of project implementation. Such training
programmes are considered highly complex and financially burdensome and as such require external support to
the training system.
With regard to the direct support to the entity training structures in the process of design and delivery of priority
training programmes to local government officials and employees, the project will provide technical assistance (as
described within the previous activity) in the preparation of the training programmes (in terms of design of ToRs,
procurement and quality assurance). Via this activity, the project will financially contribute to the entity training
system`s annual budgets and will complement the design and delivery of the priority training programmes13. In
this regard, the project sets the following general parameters related to the design and delivery of training
programmes, as well as for the number of training groups and outreach to beneficiaries14 of the training
programmes:
2012
2013
2014
Basic training
programme
Complex training
programme
Basic training
programme
Complex training
programme
Basic training
programme
Complex
training
programme
Design of new/upgrade
of
existing
priority
training programmes for
the training system
4 training
programmes (2
per entity)
2 training
programmes (the
same for both
entities)
2 training
programmes
(1 per entity)
2 training
programmes (the
same for both
entities)
2 training
programmes
(1 per entity)
2 training
programmes
(the same for
both entities)
Delivery of the priority
training
programmes
(including both new and
existing ones)
6 training
programmes (3
per entity)
4 training
programmes (2
per entity)
4 training
programmes
(2 per entity)
4 training
programmes (2
per entity)
4 training
programmes
(2 per entity)
4 training
programmes
(2 per entity)
12 training groups
8 training groups
26 training
groups (8
staff + 18
elected
officials)
8 training groups
14 training
groups (8
staff + 6
elected
officials)
8 training
groups
300
200
650
200
350
200
Number
groups
of
training
Number of envisaged
beneficiaries
Therefore, the secondary target group is direct beneficiaries of training - local government employees and elected
officials.
Training programmes to be offered to local government employees (senior local government employees - heads
of departments, senior advisors; specialized administrative staff; junior local government employees) within the
project will be based on the priorities identified within the Training Strategies but sufficient flexibility will be
ensured to address new emerging training needs/training topics, should it be required. The key role in overseeing
the design and delivery of these training programmes will lie with the Training Office within the Ministry for
Administration and Local Self-Governance in the RS and the Training Office to be established within the Civil
Service Agency or the Ministry of Justice in the FBiH. It is estimated that within the target group of municipal
employees at least 1,300 will be covered by training under the project, in addition to training that should be
provided by the Entity Training Systems budgets directly.
13
Under the assumption that at least 1 basic and 1 complex training programme will be covered by the budgets of each entity training
system.
14 Beneficiaries include: local government elected officials (mayors, deputy mayors, municipal councillors); senior local government
employees (Heads of Departments, senior advisors); specialised administrative staff; junior local government employees.
13
A particularly important target group will be newly-elected local government officials (mayors, deputy mayors,
municipal councillors) in BiH, following the Local Election in late 2012. Within the newly developed entity Training
Strategies, local government elected officials were defined as one of main target group. For this target group
delivering an integrated training programme should serve as the main induction and orientation training
assistance intervention, considering that most of newly elected officials do not have previous experience in local
government affairs, while at the same time they are expected to be drivers of reforms in their localities15. The key
role in overseeing the design and delivery of these training programmes will lie with the Training Units of both
entity Associations of Municipalities and Cities. It is estimated that at least 600 newly-elected local government
officials will be covered by training under the project, in addition to training that should be provided by the
Associations of Municipalities and Cities.
The ultimate beneficiaries of the project interventions that in its nature aim at increasing municipal capacities will
be the citizens of local governments in BiH targeted by training activities as well as local business and civil society
organisations, who will benefit from improved delivery of administrative and communal services and increased
development efforts of their local administrations.
The design of the new training programmes will be lead by the relevant structures of the entity training systems,
where in the case of creation of the basic training programmes, the entire process will be implemented by
applying a UNDP National Implementation Modality (NIM), which implies that each relevant national structure will
be a responsible partner for the design of terms of references, organisation and conduct of procurement processes
as per the existing legal framework, selection and contracting of service providers, while the project will provide
the funds for these activities and will exercise a strong quality assurance role. This modality is deployed for the
design of the basic training programmes only, due to the fact that these might be specific for each entity, as well
as to contribute to the direct capacity development of partners to manage this sub-step within the training cycle.
The design of the complex training programmes, which will be in majority of cases the same for both entities, will
be procured by the UNDP (in close cooperation with the partners), so as to avoid duplication of costs for design of
the same training programmes within each entity, as well as to ensure standardisation of training programmes
and quality assurance. Altogether, this level of support will ensure that the training system gradually expands its
portfolio of training programmes for local government employees and officials, while also adding value to the own
investment of each entity budget in this area.
The delivery of the priority training programmes by the entity training systems is seen as a key function, which
directly contributes to capacity development of local government employees and officials, equipping them with a
wide spectrum of competences and skills necessary to lead local development processes and deliver quality public
services. In addition to providing assistance to the responsible training system structures in the phase of training
delivery (as outlined within the previous activity), the project will provide financial contribution to the entity
annual budgets with regard to this particular demanding action, to the level described within the table above. It is
envisaged that the delivery of the training programmes identified within the Annual Work Plans of each entity
training system will be lead by the relevant structures, under a UNDP NIM and in their capacity of a responsible
partner, where each responsible structure will carry out the design of terms of references, conduct of procurement
processes as per the existing legal framework, selection and contracting of training service providers16, while the
project will ensure the funds for delivery of the training and overall quality assurance. It is important to note that in
the course of design and delivery of complex training programmes the project will pay particular attention to
piloting of training programmes prior to its inclusion in the standardised training offer. In this respect, the project
will encourage thematic discussions among local government practitioners and leaders, as a main consultative
tool in the process of design of training programmes.
15
The conceptual outline of the integrated training programme for newly-elected local government officials encompasses four main building
blocks: i) training course “Local Government from A to Z”; ii) training course “Leadership Skills”; iii) training course “Integrated Local Development
Planning and Management” and iv) written and user-friendly thematic series and know-how practicum. The training course “Local Government
from A to Z” and “Leadership Skills” have already been designed within the first project phase and are ready for delivery.
16
In some cases, based on the specific situation, procurement for the design of training programs might be combined with its delivery, so as
to optimize costs, reduce procedure burden and save time.
14
It should be noted that training programmes to be designed and delivered will be based on the priorities defined in
the training strategies (i.e. local development planning, management and business enabling environment, spatial
planning, EU integration, service delivery quality management, etc.), but sufficient flexibility will be kept to
address other emerging priority needs (i.e. in cases of new legislation and policies). Human resources
management is given a particular attention considering that both entity training strategies specifically addressed
the establishment and operation of HRM units in local governments with particular focus on training function as
important leverage in human resources.
As stated above, with the contribution of the project, at least 1900 local government officials and employees,
including elected officials, will directly benefit from the learning and capacity development possibilities offered by
the training system in BiH in the course of the next 3 years. Naturally, these targets do not limit the delivery of
additional training programmes, supported by the budgets of each entity training system or the project should a
need arise. Of key importance is the project substantive contribution to providing induction competence- and
skills-development training programmes to the newly-elected local government officials in BiH, following the
Local Election in late 2012. Logically, this contribution will be complementary to the efforts of the entity training
systems (and both AMCs) in 2013 and early 2014, considering the large number of the target group.
In the course of delivery of the training programmes, maximum utilisation of the existing 9 regional training
localities17 will be sought, so as to optimise delivery costs, as well as to further develop and decentralise training
delivery infrastructure country-wide (simple and mid-complexity training). Such an approach to training delivery
would not only paves the way for future systematic approach to organizing training in a way that would make it
physically and financially better accessible to local governments but also provide excellent opportunity for intermunicipal exchange of knowledge and practices and overall strengthening of inter-municipal cooperation. When it
comes to general capacity of these regional localities, the 9 training localities, with 2 monthly training organized in
each locality, could accommodate up to 5,000 trainees per training year. All participants in the training
programmes will be awarded with certificates18. In addition, the project will seek for strategic partnerships,
synergies and alliances with other stakeholders and projects delivering training assistance to local governments
(especially with regard to the effective delivery of the capacity development interventions for BiH newly-elected
local government officials), as well as will place significant efforts to consolidate existing quality training
programmes developed by external stakeholders19 into the training system portfolio.
2) As previously mentioned, this activity will also support the design and delivery of highly relevant basic and
complex training programmes for BiH local government officials and employees, defined within the Strategies and
for which a strong demand arises during the course of project implementation. By this, the project will have the
flexibility to address urgent training and capacity development needs of local governments. It is envisaged that
the project will design approximately 3 basic and 3 complex training programmes throughout the project
implementation and will support their delivery in up to 10 training groups. Ultimately, these training programmes
will be handed over to the training system portfolio of programmes and sustained in the long-run.
Activity 3: Support to creation of the training system`s tools
Another important activity within this component is the provision of support to creation of the training system`s
tools. It is meant as complementary to the first activity and as such will provide the fundamental administrative
and communication tools needed for the training system to effectively perform its functions. In general, the
envisaged tools fall under two main categories: administrative (electronic, databases) tools and communication
(networks, fora) tools. With regard to the administrative tools, the project will further support the update and
modernisation, as well as creation of dynamic work databases (based on a simple integrated software solution) of
17
Within the first project phase, 9 regional training localities were defined and equipped, so as to serve as basic training delivery venues
country-wide. These are located in: Banja Luka (RS), Bijeljina (RS), Bosanski Petrovac (FBiH), Ilidža (FBiH), Istočna Ilidža (RS), Tomislavgrad
(FBiH), Trebinje (RS), Tuzla (FBiH) and Vitez (FBiH).
18 The certification of local government officials and employees will be effectively linked with the HRM policies, particularly with regard to
linkage of training and performance of employees.
19 Such as, for example, training programmes developed under the UNDP/SDC ILDP, OSCE, etc.
15
primary importance to the training system. These include (but are not limited to): existing databases of training
providers; beneficiaries of the training programmes; HRM/Training focal points and Secretaries within local
governments and training programmes portfolio. This action will be supported by the project team, ensuring that
the databases within each entity are consistent by key parameters, thus ensuring comparability of information at
the country level.
Furthermore, the project will support the design and launch of websites for each entity training system, as a main
information, communication and promotion tool. Websites will be hosted, maintained and updated by relevant
public structures of each entity training system and will comprise of the following main elements: i) news box
(news, newsletters, announcements); ii) policy box with relevant information, policy papers, strategies); iii)
training offer with possibilities for on-line registration of participants; iv) basic e-learning platform; v) thematic
networks of the training system; vi) library box: publications and best practices. The most demanding, as well as
novelty element, will be the e-learning platform. In this regard, the project will support the pilot design and launch
of 2 on-line and self-paced training courses (from the existing portfolio of basic training programmes) and will
assist in the process of adaptation and launch of an electronic simulation game on integrated local development
for mayors, based on the existing simulation game produced by the Swedish SymbioCity network20. Considering
the complexity as well as the novelty of this element in capacity development approaches in the country, a study
trip to a neighbouring or another relevant country might be organised for key operational and technical staff of
the training system to expose them to good practices and challenges in designing and launching on-line self-paced
training courses.
With regard to the training system communication tools, the project will encourage and facilitate the
establishment of thematic networks of local government practitioners, in order to support interaction between
stakeholders, enhance exchange of good practices and create effective and participatory discussions and
consultations fora. In addition to training purposes, such thematic networks might be linked with the core policy
targets of the training system, such as, for example, HRM, revenue planning, spatial planning, etc.
Component 2: Support to the training system`s enabling environment, partnership building and visibility.
While the first project component will primarily deal with the policy, administrative and functional capacity
internal to the training system, the second project component will focus on the overall enabling environment and
interaction with external stakeholders. More particularly, this entails measures to support the development of the
training market, as well as actions aiming to better position, promote and globally interlink the training system for
local self-government employees in BiH.
Activity 1: Strengthening of the training market in BiH
One of the main activities within this component is provision of assistance to strengthen the training market in
BiH. The project will provide support to the development of the training market in close interaction with the
structures of the training system for local government employees via participatory design of policies regulating
the training market in relation to training delivery and development of recommendations for the creation of a
regulatory framework that benefits the participants in the training market and facilitates the attainment of quality
standards at affordable prices. This action will be also inter-linked with the process of creation of standards for
accreditation of training providers (under the previous component). Logically, some assistance might be provided
by the project to training organisations in the process of accreditation of training providers via practical
information events and expert advice.
Considering that the training market in BiH is still underdeveloped, efforts will be placed to strengthening the
capacities of local training providers, via joint information events related to forthcoming training agenda of the
training system (early-warning information to potential training providers, so they can be aware of forthcoming
training delivery possibilities). Furthermore, following the principle of transparent procurement process, training
20
SymbioCity simulation game: http://www.btslearning.com/app/eBS/symbiocity/index.asp.
16
providers (organisations and individuals) country-wide will be invited to compete as training providers within the
training system. The training system - Training Office/Training Unit for local government employees - will
encourage the establishment of training providers` network and use this tool to inform and engage training
providers more actively in the process of delivery of training assistance to local governments.
Another measure to support strengthening of the training market will be the organisation of Trainings of Trainers
(ToT) for at least 1 thematic training programme within the portfolio of the training system annually. Participants
in such ToTs will include both representatives of training/local development organisations, as well as practitioners
from local/higher governments. In addition, at least 1 ToT programme specifically targeting internal local
government practitioners will be organised annually along basic training programmes portfolio in order to equip
them with necessary training skills required for effective sharing of knowledge within a single local government
unit or a wider territorial cluster of neighbouring local governments.
Activity 2: Promotion, partnership development and visibility
Another activity within this component is related to the promotion, partnership development and visibility of the
training system for local government employees in BiH. By nature, this activity entails “soft” measures, aiming to
improve and “place-market” the training system as a reliable public capacity development tool available to BiH
local governments. Towards this desired situation, the project will support and facilitate the training system`s
global networking and memberships in international training systems, participation of the training system
members in international capacity development fora, as well as establishment of partnerships with training
institutes and systems from European countries. Furthermore, the project will provide support in the process of
design and wide sharing of promotion brochures and information leaflets for the training system (both in local and
English languages), promotion posters for certain policy discussion processes stimulated within the training
system. Together with the partners, media briefings and press releases will be prepared and widely shared on a
regular basis, so as to positively utilise media channels for further promotion of the services and achievements of
the training system.
2.3. Project approach
2.3.1. Levels and logic of intervention
The project will have a multi-tier level of intervention, covering higher government levels (RS and FBiH entity
levels) and reaching intensively the local level, via delivery of a wide scope of training programmes for local
government officials and employees. While no change of legislation is envisaged, certain institutional and
organisational revisions/changes, as well as instituting of new by-laws and internal procedures might be needed,
so as to sustain project intervention efforts, particularly with regard to effective functioning of the structures of
the training system for local government employees in BiH, as well as in relation to strengthening the HRM
function at the local level. The general project intervention logic is captured in the graph below:
Goal: To contribute to the development of a professional and competent BiH local governments able to effectively manage
development processes and deliver quality services to their citizens via further strengthening of the functional and policy
capacity of the training system for local government employees in BiH and support to its affirmation as an effective public
mechanism for carrying out the local governments` capacity development agenda country-wide.
Component 1: Strengthening the training system`s
core structures, functions and policies and support to
capacity development of BiH local governments.
Component 2: Support to the training
system`s enabling environment,
partnership building and visibility.
17
Internal system`s environment
External system`s environment
2.3.2. Visibility
Visibility, media-presence and public information sharing of project activities and achievements will be ensured on
a regular basis. This will not only inform and educate the broader audience on various aspects related to local
development, but will also positively build the project`s identity country-wide and beyond.
2.3.3. Ownership and sustainability
Via its activities, the project will ensure design, handing-over and institutional sustaining of the core products,
processes and knowledge tools of the Training System for Local Self-Government Employees to the relevant
institutional and organisational partners in BiH. These efforts will ultimately contribute to long-term effective
functioning and sustainability of the training system and its structures.
The project adopts a strategy of descending level of assistance to direct partners, which aims to gradually reduce
the external technical and financial assistance offered by the project and thus ensure that the relevant partners
will independently adopt and apply the newly-created work-processes, knowledge and skills. Ultimately,
considering that the project is a typical system-building intervention, its sustainability will be ensured via
institutional, organisational and procedural embedding of the tools, knowledge and products into the daily routine
of counterparts. This relates primarily to counterparts at entity and local levels, as well as for both entity AMCs.
In addition, the project will place specific attention on gradual establishing and setting in operation of financial
mechanisms enabling the long-term functioning of the training system, independent of external (donor) resources
and utilising primarily public resources from both entity and local levels.
On the other side, project`s sustainability will be reflected in the growing ownership of the key stakeholders
promoting policy change, the foundation for which was already set during the first project phase and will be
further strengthened throughout the second project phase. Accordingly, the project will facilitate broad
consultation processes and encourage cooperation among stakeholders (responsible ministries, CSAs, training
providers, local governments, AMCs, and others) throughout the entire project cycle. In this way, local ownership
of processes, structures and products will be secured.
2.3.4. Gender mainstreaming and vulnerable groups
The principle of equal access to training and professional development, with specific reference to gender equality,
is one of the six principles of the Entity Training Strategies. This means that training formats and programmes
should be equally accessible to all so they may meet their training obligations and, at the same time, exercise their
right to training and to the continuous development of their knowledge and skills. During the strategies’
preparation particular focus was placed on the gender principle when local governments training needs were
assessed, data gender-disaggregated, analyzed and findings incorporated in the strategies, while both training
strategies drafts were shared with the respective entity Gender Centres for their comments and suggestions prior
to their finalization. In addition, the training interventions during the first project phase supported gender
mainstreaming, strongly highlighting the need for equal accessibility to training and encouraging equal
participation of both sexes. Therefore, the project will continue to support gender mainstreaming in all activities,
through providing gender mainstreaming recommendations for each planned project activity, keeping records
and evaluating participation of women and men in planning, implementation and evaluation of project activities
as well as using the opportunities provided within the project (training, information sessions, resources).
18
Documents prepared within the project will use gender sensitive language or in case of limitation bear a note that
terms used in one grammatical gender are considered gender neutral and relate to both women and men.
2.4. Synergy with other relevant interventions
The follow-up project phase has been designed in close relevance to the strategic country development priorities,
as well as by creating close interactions with other on-going projects. The project itself represents a segment of
the integrated local development programme of the UNDP, more particularly with regard to the overall capacity
development of local governments in BiH, therefore envisages close synergies with a package of on-going or
planned UNDP projects and their components related to capacity development at the local level. Among these
are: the second phase of the Integrated Local Development Project (ILDP), which is primarily funded by the Swiss
Agency for Development and Cooperation and aims to support further strengthening of local strategic planning in
BiH via vertical consolidation into higher government levels` strategic planning frameworks, as well as horizontal
up-scaling and capacity building of local governments. The second phase of the MTS project will be closely
bridged with the ILDP capacity development interventions both at entity and local levels and thus ensure
sustainability and coherence of training assistance within both projects. Another relevant initiative is the EUfunded Reinforcement of Local Democracy (LOD) project, which works with selected BiH local governments
towards improving their relationship with civil society, and facilitates the set of financing mechanisms for
improved service delivery. Synergies might be explored also with all other ongoing/future UNDP-implemented
projects, with regard to capacity development of local governments21.
Synergies are to be established also with the Sida-funded “Capacity Development for the Entity Associations of
Municipalities and Cities in BiH” project, working to strengthen and further institutionalise the AMCs in BiH,
ensuring their independence, advocacy role, clear mandates, and accountability to their constituencies.
Interaction will be also sought with the GIZ-implemented “Strengthening of Local Self-government in Bosnia and
Herzegovina” project (launched in 2011), supporting activities aiming to improve capacities of 12 BiH local
governments to effectively implement local development strategies.
Close interaction will be at place with the EU-funded “Support to Institutional Capacity Building for Regional and
Local Economic and SME Development” project (2009 – 2012), more particularly with its capacity development for
local governments’ component.
Another project in the sector is the Governance Accountability Project (GAP), designed to build the capacity of a
critical mass of local governments to better serve their citizens within a policy and fiscal framework of good
governance. This project, funded jointly by the United States Agency for International Development (USAID), Sida
and the Netherlands, works with more than 72 BiH local governments, providing TA and community development
co-financing. The second phase of the project will be completed by the end of 2012.
Interaction will be encouraged with the local development projects of the Organisation for Security and
Cooperation in Europe (OSCE), where particular interaction will be in place with regard to strategic planning, IMC,
capacity development for local governments (budgeting, HRM), thematic networks for local governments.
2.5. Risk analysis and mitigation proposals
Based on the lessons learnt during the first project phase and feedback from key stakeholders, which have led to
the design of the second phase project proposal, an understanding of the current operating environment reveals
that there are a few principal risks, which need to be addressed for the successful implementation of the project.
In broader terms, the project’s risk strategy will embed attention to risk management into the operation from its
early implementation. Identification, analysis and control of those risks, which may impact the project and
21
Such as, for example, the multi-donor “Srebrenica Regional Recovery Programme”; the “Mainstreaming Environmental Governance:
Linking Local and National Action in BiH” Programme and the “Democratic Economic Governance: Securing Access to Water through
Institutional Development and Infrastructure” Programme, supported via the Millennium Development Goals Achievement Fund, etc.
19
threaten its successful delivery, will therefore be continually conducted, and the necessary activities required for
minimizing or eliminating them will be given priority.
A summary of the main risks, as well as the proposed mitigation measures are presented in the table below:
Main identified risks
related to the project
implementation
Training system structures
lack human and financial
resources
to
fully
implement the activities
foreseen by the Training
Strategies.
Resistance of civil servants
and employees toward
learning,
organisational
changes and creativity
Forthcoming
Elections in 2012
Local
Political climate in BiH is
still tense and complex
Type
Administra
tive /
Financial
Probability
of incidence
Medium
Severity
of impact
High
Mitigation measures
Extensive technical support and facilitation of
discussions among the relevant institutions in the
formulation of a financial formula for co-funding
of the training system annual budget by public
resources (entity budgets, local governments) in
each entity.
Behavioural
Medium
High
Systemic interaction with partners, offering onthe-job assistance, highlighting results achieved
and displaying benefits for their daily routine
work. Creation of positive atmosphere for
teamwork and team building.
Political
High
Medium
Adequate planning of training interventions, so as
to minimise delays and negative influence on
project implementation.
Low
Engage relevant policy-makers as partners within
the project; encourage transparent policy-making
processes. Throughout project implementation,
focus implicitly on operational and development
benefits for counterparts.
High
Demonstrate the value added of the effective
work of the training system in its initial years of
operation; clearly display outreach and impact;
discussions and negotiations with entity
governments on the financing mechanisms,
facilitate public dialogue and increasing
willingness of local governments to financially
support the training system based on the high
quality training programmes they have access to.
High
Efforts to manage as wide engagement of local
government employees in training programmes,
so as to horizontally disperse capacities within
local administrations.
Political
Failure to move from
donor-funded
to
government- and/or local
government-funded
training system
Financial
Local government mid
management staff turnover, particularly in a postelection period.
Administra
tive
Low
Medium
High
20
PART III: MANAGEMENT ARRANGEMENTS
The implementing partner of the project will be the BiH Ministry of Justice. UNDP Country Office in Bosnia and
Herzegovina will provide full support to the national project implementation and will assume full responsibility and
accountability for the overall management, including monitoring and evaluation of project interventions,
achieving of project output and specified results, and the efficient and effective use of resources22. This is
premised, on the one side, on the complex administrative structure of BiH and the need to have one implementing
project partner at the state level and on the other – on the fact that institutional and administrative capacities
within the national stakeholders is still not fully sufficient to undertake core functions and activities. However, it
needs to be also recognised that the project will work mainly at entity and local levels and therefore UNDP will
seek, where possible and following an increasing responsibility transfer to national stakeholders as per its
horizontal capacity development objective, to draw in relevant entity institutions as responsible partners, and as
noted above, will devolve the management of procurement of training programmes` design and delivery, allowing
for a gradual transition towards National Implementation Modality (subject to positive capacity assessment of
responsible parties, as per the UNDP Programme and Operations Policy and Procedures and more specifically
HACT guidelines).
Implementing and responsible parties
Project Organisational Structure
Project Board
–
Users
– BiH Ministry of Justice
– FBiH Ministry of Justice
– FBiH Civil Service Agency
RS Ministry of Administration and Local
Self-Government
– RS Civil Service Agency
– FBiH and RS Associations of
Municipalities and Cities
Project assurance
- UNDP Programme
Responsible party
Supplier
- Executive
- Swedish International
Development
Cooperation Agency
- United Nations
Development
Programme
Project Manager
Capacity Development
Officer
Capacity
Development Officer
(Sarajevo)
(Banja Luka)
Project support
Regional Capacity Development
Assistants
(Bihać, Mostar, Srebrenica,
Sarajevo, 30 - 50% engagement)
Responsible partners:
Relevant structures within the training system with
regard to the procurement procedures related to
design and delivery of training programmes within
the Training System for Local Government
Employees
22
The roles and responsibilities for the implementation of the project will be in line with the global UNDP User Guide on Program and
Project Management for Results which defines minimum requirements for ensuring accountability for programmed activities and use of
resources.
21
Project Board
The Project Board is the group responsible for making by consensus, management decisions for a project when
guidance is required by the Project Manager, including recommendation for UNDP/Implementing Partner
approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board decisions
should be made in accordance to standards that shall ensure management for development results, best value
money, fairness, integrity, transparency and effective international competition. The Project Board plays a critical
role in commissioned project evaluations by quality assuring the evaluation process and products, and using
evaluations for performance improvement, accountability and response actions. The Project Board will meet at least
quarterly, or as necessary when raised by the Project Manager. This group is consulted by the Project Manager for
decisions when Project Manager's tolerances (normally in terms of time and budget) have been exceeded (flexibility).
Based on the approved annual work plan (AWP), the Project Board may review and approve project quarterly plans
when required and authorises any major deviation from these agreed quarterly plans. It is the authority that signs off
the completion of each quarterly/annual plan as well as authorises the start of the next quarterly/annual plan. It
ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a
solution to any problems between the projects and external bodies. In addition, it approves the appointment and
responsibilities of the Project Manager and any delegation of its Project Assurance responsibilities.
The Project Board will consist of the following roles:
– Executive, representing project ownership, and acting as chair of the board, in this case, the UNDP Deputy
Resident Representative or Assistant Resident Representative;
– Suppliers, to provide services for implementation of the programme, in this case – the Sida and the UNDP;
– Users, to ensure the realisation of project benefits, in this case, the BiH MoJ, the FBiH MoJ, the FBiH CSA, the
RS MALSG, the RS CSA, both entity Associations of Municipalities and Cities.
Project Assurance
Project Assurance is the responsibility of each Project Board member. However, the role can be delegated. The
project assurance role supports the Project Board by carrying out objective and independent project oversight and
monitoring functions. This role ensures appropriate project management milestones are managed and
completed. Project Assurance has to be independent of the Project Manager. Therefore, the Project Board cannot
delegate any of its assurance responsibilities to the Project Manager. The role of Project Assurance will be
performed by the UNDP Programme Officer.
Project Management and project team
The Project Manager has the authority to run the programme on a day-to-day basis on behalf of the UNDP BiH.
The Project Manager will have the responsibility to ensure that the programme produces the required results that
are capable of achieving the benefits defined in this document. S/he will be responsible for day-to-day
management and will ensure that the project produces the results specified, to the required corporate standards
and within the constraints of time and cost. It is envisaged that the project will have a National Project Manager.
The project will also employ a core team of 2 full-time specialists to support the complex capacity development
and policy interventions (one for each BiH entity). In addition, 4 Regional Capacity Development Assistants will be
deployed to support the intensive organisation, coordination and delivery of training programmes from the
existing UNDP regional offices (with one regional assistant with 50% engagement and 3 regional assistants with
30% engagement). Project assistance will also be ensured by 1 full-time post.
22
Other expertise and resources
It is foreseen that the project will deploy both national and/or international expertise in various fields as the need
arises. Equipment and vehicles were purchased as needed for the project needs within the first project phase.
Accordingly, only limited resources will be invested in purchasing of new equipment or assets.
23
PART IV: BUDGET AND FUNDING
The total project budget amounts to USD 2,137,997 (the budget is enclosed as Annex I). The project budget
comprises the costs for project activities and the costs of the resources that are assigned to those, as well as fixed
costs that are associated with the activities.
With regard to the allocation of financial resources to each of the project components, approximately 89 % of the
total budget is allocated to component 1, while approximately 11 % - to component 2. This distribution implies
that the level of effort and investment to be realised via component 1 – i.e. – substantive support to the main
structures, functions, policies and tools of the training system for local self-government employees in BiH and to
country-wide capacity development of local governments is concentrated within the first component and
therefore it has a structural importance to the overall project success.
Reflecting the capacity development nature of the project, nearly 60 % of the total budget is allocated for design
and delivery of a wide scope of training programmes for local governments, as well as for all types of technical
assistance to the structures of the training system. Staff costs amount approximately to 25%, including a project
manager and a project assistant, two capacity development specialists and four part-time regional capacity
development assistants based in the UNDP regional offices to support complex capacity development
interventions throughout the country (approx. 30% - 50 % engagement).
The project will deploy numerous measures in order to achieve cost effectiveness. In terms of procurement and in
recognition of the benefits of effective competition, outsourcing of services within the project will be based on
competitive process, upon which a contractual award is made to the lowest priced acceptable offer. Further on, all
training and capacity development assistance will be organised and delivered following the principle of clustering
of partners and by utilisation of the existing Regional Training Localities, so as to ensure economy of scale. The
project will seek to utilise in-kind contribution from partners. Staff costs are rationale bearing in mind activities
number and volume of effort that need to be realised.
The primary contributor to the project budget is Sida, where the total amount of funding amounts to USD
2,037,997 and represents approximately 95 % of the budget. UNDP`s contribution to the budget is USD 100,000 (5
% of the overall project budget).
24
PART V: MONITORING AND EVALUATION
UNDP introduced results-based management as its corporate management approach, so that performance at the
level of development goals and outcomes is systematically measured and improved. In that sense, monitoring and
evaluation are key factors in helping improve performance and achieve results. Monitoring and evaluation will be
performed through the analysis of the results-based quantitative and qualitative indicators outlined in the
Project’s expected results framework and the budget allocation table.
The main tools for organising the project monitoring system encompass a series of main documents, providing
baseline and target quantitative and qualitative indicators, more particularly:
- The Results and Resources Framework (as described within Section II of this project document);
- The Annual Work Plan (AWP) (as described within Section III of this project document);
- Detailed Annual Work Plans, Quarterly Work Plans detailed financial annual and quarterly plans;
- Risk and issues log.
The project will adopt the following reporting modalities:
- Annual Narrative Report prepared by the project and submitted to the Project Board;
- Annual Financial Report prepared by the project and submitted to Sida;
- Mid-term project evaluation prepared by independent consultant/s and submitted to the Project Board;
- Final Project Narrative Report prepared by the project and submitted to the Project Board;
- Final Project Financial Report prepared by the project and submitted to Sida;
- Final project evaluation prepared by independent consultant/s and submitted to the Project Board.
Furthermore, Annual Project Reviews will be held late each year and will be initiated by the Project Board and may
involve other project stakeholders as required. It shall focus on the extent to which progress is being made
towards outputs, and that these remain aligned to appropriate outcomes.
Project evaluation will look at the efficiency, effectiveness, sustainability, and relevance of the project objectives.
Such analysis will ensure that quantitative results and achievements based on practical experience are not
forgotten, as well as that the project builds upon lessons-learnt, sustains positive results and replicates successful
initiatives.
A major mid-term project review will be undertaken in late 2013 order to provide feedback from the stakeholders
at all levels, and if needed, allow adjustments to the project by the Project Board.
An independent final project evaluation will be conducted in mid 2015, so as to examine the overall project`s
effectiveness, efficiency, sustainability, achievements, as well as capture lessons learnt and provide strategic
recommendations for consolidation and/or exit-phase of the intervention.
25
PART VI: LEGAL CONTEXT
This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance
Agreement between the Government of Bosnia-Herzegovina and the United Nations Development Programme,
signed by the parties on 7 December 1995. The host country implementing agency shall, for the purpose of the
Standard Basic Assistance Agreement, refer to the government co-operating agency described in that
Agreement.
The following types of revisions may be made to this project document with the signature of the UNDP Resident
Representative only, provided s/he is assured that the other signatories of the project document have no
objections to the proposed changes:
(a) Revisions in, or addition of, any of the annexes of the project document;
(b) Revisions which do not involve significant changes in the immediate objectives, outputs, or activities of a
project, but are caused by the rearrangement of inputs already agreed to or by cost increases due to inflation; and
(c) Mandatory annual revisions which re-phase the delivery of agreed project inputs or increased expert or other
costs due to inflation or take into account agency expenditure flexibility.
26
SECTION II: PROJECT RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Programme Results and Resource Framework: Government at all levels modernises public sector practices through
public sector reform and bases policies on sound quantitative and qualitative analysis with full participation of relevant national stakeholders, including CSOs and
academia.
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: Indicator 1.2.e: Strategies for training
of local governments developed in participatory way and implemented in both entities; Baseline (2010): There are no strategies for training of local government
employees on any level of government developed. The regulatory framework for training and capacity building is inadequate; Target 2012 – 2014: Training Strategies
implemented in both entities. Indicator 1.2.f: Number of municipalities engaged in modernizing of HRM function and development of local training plans and number
of local government public employees engaged in training, both men and women, satisfied with training on offer; Baseline (2010): Quality management systems for
local government training do not exist; The local training market is weak and not able to meet (increasing) training needs. Target 2012 – 2014: At least 3 priority training
packages per entity, based on guidance by the Training Strategies delivered in 20 local governments. 120 local government public employees trained and using gained
knowledge in daily work.
Applicable Key Result Area (from 2008-11 Strategic Plan): Democratic Governance
Partnership Strategy: Institutional and organisational partners at entity level responsible for management and coordination of the Training System for Local SelfGovernments, together with local governments will be engaged in the policy dialogue process related to further strengthening of the core functions and policies of the
training system.
Project title: and ID 00080102 (ATLAS Award ID 00062563)
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
By 2015 capacities of BiH
local
governments
to
effectively
manage
development processes and
deliver quality services to
their
citizens
are
strengthened
via
the
effective support provided by
the training system for local
self-government employees
in BiH functioning as a public
mechanism for carrying out
the
local
governments`
capacity
development
agenda country-wide.
Targets:
Year 1:
- The training system`s core
structures, as defined within the
entity Training Strategies, are
established (within the FBiH) and
further strengthened (within the RS).
- The training system`s core functions
and policies (financial sustainability,
HRM, quality assurance), as defined
within the entity Training Strategies,
designed via participatory processes,
embraced by the structures and
popularised
among
all
local
governments.
- At least 20 % (cumulatively) of BiH
local governments aware of and
equipped with knowledge in the area
of HRM function at the local level.
1. Strengthening the training
system`s
core
structures,
functions and policies and
support to capacity development
of BiH local governments
1.1. Support to the training
system`s
core
structures,
functions and policies:
- TA and support to the structures
of the training system through the
entire annual work cycle;
- Design and deployment of a
financial sustainability mechanism
for the long-term funding of the
training systems by public
resources (entity and local
governments budgets);
Establishment
of
quality
assurance structures and design
Baseline:
1. Both
entity
Training
Strategies
for
Local
RESPONSIBLE
PARTIES
UNDP
INPUTS (USD)
Total project
budget:
2,137,997
Total
(activity 1):
1,782,370
National staff
531,870
National
consultants
147,500
International
consultants
7,000
Audio Visual
Printing production
costs
3,000
27
INTENDED OUTPUTS
Government
Employees
2011 – 2015 created and set
the
general
strategic
framework for each entity
training system.
2. The core structures and the
basic
operational
framework of the Training
System
for
Local
Government Employees are
formally established within
the RS, while still nonexistent within the FBiH.
3. There is no viable financial
mechanism to ensure longterm financial sustainability
of the entity training
systems based on public
funding.
4. The
quality
assurance
function of both entity
training systems is not
developed.
5. The training system has a
portfolio of 15 training
programmes
for
local
government officials and
employees in 7 training
topics.
6. Average annual training
delivery outreach to local
government employees and
officials is nearly 1000, with
the direct financial and
technical support of the
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
- The entity training systems, with
the support of the project, design at
least 6 priority training programmes
and deliver them to at least 500 local
government employees and officials
(both men and women).
- The entity training programmes`
portfolio is enlarged with at least 2
additional
priority
training
programmes developed by the
project, and delivered to at least 50
local government officials and
employees (both men and women).
- The main administrative tools of the
entity training systems (databases)
are in place and functional.
- At least 1 thematic network of local
government practitioners established
and functional, exchanging good
practices and contributing to the
design and application of capacity
development policies.
- Training providers country-wide
informed about emerging training
delivery possibilities within the entity
training system.
- At least 2 ToTs designed and
delivered to at least 30 participants as
a measure to strengthen the training
market.
and piloting of the accreditation of
training providers and training
programmes;
- Participatory design and practical
application of a harmonised policy
and practice with regard to HRM at
the local level initiated and
supported by the training system
in each entity.
Year 2:
- The training system`s core functions
and policies (financial sustainability,
HRM, quality assurance), as defined
within the entity Training Strategies,
start practical functioning and
application.
- At least 40 % (cumulatively) of BiH
1.3. Support to creation of the
training system`s tools
- Establishment of work databases;
- Creation and launch of websites;
- Launch of basic e-learning
platform within the information
websites;
- Establishment of thematic
1.2.
Support
to
capacity
development of BiH local
governments
- Assistance to the entity training
systems in the design and delivery
of
the
priority
training
programmes, as defined within the
entity Training Strategies;
- Support to the design and
delivery of additional training
programmes
for
BiH
local
governments, arising from the
Training
Strategies
and
complementary to the ongoing
reform processes, for which a
strong demand arises during the
course of project implementation;
- Support to strengthening of
coordination function of the
regional training localities.
RESPONSIBLE
PARTIES
INPUTS (USD)
Contractual
services companies
797,300
57,500
Travel
Hiring 2 persons for
the structures of
the training system
for a period of 24
months
120,000
63,000
UNDP
Relevant entity
institutions
Rental &
Maintenance –
Premises
18,000
Communications
and audio-visual
equipment
Rental &
Maintenance of
Other Equipment
20,000
Furniture
7,200
10,000
Miscellaneous
28
INTENDED OUTPUTS
MTS I project.
7. HRM function at the local
level is weak (particularly
with regard to training
management, performance
evaluation) and no policy
guidelines
formally
endorsed by the relevant
institutions exist to steer the
reform in this domain.
8. Training market in BiH is
underdeveloped,
particularly with regard to
training providers capable
to design and deliver highquality
training
programmes
for
local
government employees.
9. Thematic networking as a
consultative and practicesexchange
tool
is
underdeveloped.
Indicators:
1. At least 70 % of the entity
Training Strategies for Local
Government
Employees
implemented by early 2015;
2. Level of fully established
and functional entity core
structures of the training
system by late 2012;
Level of developed and
formally
adopted
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
local governments aware and
equipped with knowledge with
regard to the HRM function at the
local level.
- The entity training systems, with
the support of the project, design at
least 4 priority training programmes
and deliver them to at least 850 local
government employees and officials
(both men and women).
- The entity training programmes`
portfolio is enlarged with at least 2
additional
priority
training
programmes developed by the
project, and delivered to at least 50
local government officials and
employees (both men and women).
- The decentralised training delivery
improved via effective utilisation of
the 9 regional training localities.
- Information websites and a basic elearning platform are anchored and
offer at least 2 on-line training
programmes.
- 2 thematic networks of local
government
practitioners
are
encouraged
and
established
cumulatively, in order to enhance
exchange of good practices and
create effective and participatory
discussions on capacity development
priorities.
- Training providers country-wide
informed about emerging training
delivery possibilities within the entity
training system and engaged in
public discussions related to the
creation of a regulatory framework
that benefits the participants in the
training market and facilitates the
networks of local government
practitioners.
2. Support to the training
system`s enabling environment,
partnership
building
and
visibility
2.1.Strengthening of the training
market:
- Development of the training
market
and
support
to
accreditation of training providers;
- Design and delivery of ToTs.
2.2.Promotion,
partnership,
visibility
- Support to the training system
global networking, promotion and
membership
in
international
training networks;
- Study visit with respect to new
elements of the training system –
accreditation and certification of
training
programmes
and
providers and online training
courses;
- Design and wide sharing of
promotion
brochures
and
information leaflets for the
training system.
RESPONSIBLE
PARTIES
INPUTS (USD)
222,300
Total
(activity 2):
UNDP
7,000
National
consultants
International
consultants
17,500
Audio Visual
Printing production
costs/PR
4,800
Contractual
services companies
85,000
71,000
Travel
7,000
Translation costs
30,000
Contingencies
133,327
GMS
29
INTENDED OUTPUTS
operational framework of
the structures of the
training system in each
entity by early 2013;
3. Level of fully established
quality assurance structures;
4. At least 80 % of the annual
budget of each entity
training system is ensured
by public resources (entity,
local governments) in 2014
based on a formal financial
mechanism;
5. At least 4 new training
programmes are designed
each year by the training
system, thus increasing the
overall portfolio to at least
30 high-quality standardised
priority
training
programmes in offer for
local
government
employees in 2015;
6. At
least
550
local
government employees and
officials annually obtain
tailored, practical training
via the training system,
which directly strengthens
their knowledge and skills,
to cumulatively result in
capacity
development
coverage of at least 30 % of
BiH
local
government
employees by early 2015;
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE
PARTIES
INPUTS (USD)
attainment of quality training
standards at affordable prices.
- At least 2 ToTs designed and
delivered to participants as a
measure to strengthen the training
market.
- The training system for local
government employees in BiH is
promoted within the region and has
strengthened
its
international
partnerships and visibility.
Year 3:
- The training system`s core functions
and policies (quality assurance and
accreditation) strengthened and pilot
accreditation of training providers
and selected training programmes in
place.
- At least 50 % (cumulatively) of BiH
local governments aware and
equipped with knowledge with
regard to the HRM function at the
local level.
- The entity training systems, with
the support of the project, design at
least 4 priority training programmes
and deliver them to at least 550 local
government employees and officials
(both men and women).
- The entity training programmes`
portfolio is enlarged with at least 2
additional
priority
training
programmes developed by the
project, and delivered to at least 50
local government officials and
employees (both men and women).
- 3 thematic networks of local
government
practitioners
are
30
INTENDED OUTPUTS
Level of satisfaction of
trainees by the training
programmes;
7. Number
of
local
governments
who
undertake reform measures
towards
establishment
/strengthening of their HRM
function;
8. Number
of
accredited
training
providers
and
training programmes within
the training system.
9. Number
of
thematic
networks
of
local
government practitioners
established and functional
by 2015;
Level of visibility and
recognition of the training
system by its direct
beneficiaries, as well as by
international partners;
Number of unique visits to
the
training
system
websites and number of
local
government
employees/officials
who
undertook
the
on-line
training courses.
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE
PARTIES
INPUTS (USD)
encouraged
and
established
cumulatively, effectively exchanging
good practices and contributing to
the design and application of
capacity development policies.
- Training organisations country-wide
informed about the general principles
and
standards
related
to
accreditation of training providers
and receive support in the
accreditation process via information
events and guidance.
- Training providers` network
established and functional.
- At least 10 training providers and 2
training programmes are accredited
within the training system by the end
of 2014.
- At least 2 ToTs designed and
delivered to participants as a
measure to strengthen the training
market.
Year 4:
- Structures of the training system in
each entity able to effectively
function and manage the training
cycle process on their own.
The
financial
sustainability
mechanism of the training system is
applied in practice and contributes to
the independent functioning of the
public training mechanisms.
Existing
relevant
training
programmes offered by various
organisations/donors are reviewed
and consolidated within the portfolio
of the training system.
- All processes, knowledge tools and
31
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE
PARTIES
INPUTS (USD)
products of the project are handedover to relevant partners and
sustained within the training system.
- The training system for local
government employees in BiH is
promoted within the region and has
strengthened
its
international
partnerships and visibility.
32
SECTION III: PROJECT 3-YEAR WORKPLAN BUDGET SHEET
EXPECTED OUTPUTS
and indicators including annual targets
Output:
By 2015 capacities of BiH local
governments to effectively manage
development processes and deliver
quality services to their citizens are
strengthened via the effective support
provided by the training system for
local self-government employees in
BiH functioning as a public mechanism
for
carrying
out
the
local
governments` capacity development
agenda country-wide.
Target Year 1:
The training system`s core structures
are established (within the FBiH) and
further strengthened (within the RS)
and main training system policies
discusses among stakeholders, while
at least 7 core training programmes
are delivered to at least 600 local
government officials and employees
and minimum 20 % of BiH local
governments are aware of and
equipped with knowledge in the area
of HRM function at the local level.
Target Year 2:
The training system`s core structures
are fully functional and manage the
annual training cycle equipped with
administrative and communication
tools, while the financial sustainability
and HRM policies are affirmed gain
speed for practical application; the
design and delivery of at least 6 new
training programmes enriches the
system`s portfolio and special focus is
placed on capacity development of at
least 800 local government officials
PLANNED ACTIVITIES
List all activities to be
undertaken during the year
towards stated outputs
2012
Q
1
Q
2
2013
Q
3
Q
4
Q
1
Q
2
2014
Q
3
Q
4
Q
1
Q
2
Q
3
2015
Q
4
RESPONSIBLE
PARTY
PLANNED BUDGET
Source
of funds
Q1
Budget
description
Amount
(USD)
Activity result 1: The
training
system`s
core
structures, functions and
policies are strengthened
and support to capacity
development of BiH local
governments is provided via
the training system.
UNDP
Total activity
result 1
1,782,370
1.1. Support to the training
system`s core structures,
functions and policies
UNDP
Total 1.1.
382,000
National
consultants
81,000
1.1.1. TA and support to the
structures of the training
system through the entire
annual work cycle
1.1.2. Support to the design
and application of core
functions and policies
Service
providers
(training venues,
annual
conferences)
UNDP
Sida,
UNDP
UNDP
Costs for 2
persons for the
structures of the
training system
(24 months)
36,000
120,000
National
consultants
66,500
International
consultants
7,000
Service
providers
(training venues,
meetings)
42,500
Publication
(HRM manual,
HRM policy
paper)
3,000
26,000
Travel
33
EXPECTED OUTPUTS
and indicators including annual targets
and staff, with increasing role of the
training providers country-wide.
Target Year 3:
The training system`s core structures
are fully functional and the quality
assurance and accreditation function
is in place together with a launched elearning platform for wider access to
the training offer, while the design and
delivery of at least 6 new training
programmes further enriches the
system`s portfolio and enables at least
600 local government employees and
officials to strengthen their capacity
and skills, with pro-active role of
training providers and active work of
at least 2 thematic networks
cumulatively.
Target Year 4:
Structures of the training system in
each entity able to effectively function
and manage the training cycle process
and apply related policies on their own
by which achieve at least 70 %
implementation of the entity Training
Strategies, while the financial
sustainability mechanism contributes
to the independent functioning of the
training system, and the existing
training programmes offered by
various organisations/donors are
consolidated within the portfolio of
the training system comprising at
least 30 training programmes. The
training system for local government
employees in BiH is a recognised
public
tool
enabling
effective
realisation of the local governments`
capacity development agenda in BiH.
Indicators:
At least 70 % of the entity Training
Strategies for Local Government
Employees implemented by early
2015;
PLANNED ACTIVITIES
List all activities to be
undertaken during the year
towards stated outputs
1.2. Support to capacity
development of BiH local
governments
1.2.1. Support to the training
system in the design and
country-wide
delivery
of
priority training programmes
1.2.2. Support to the design
and delivery of additional
training programmes of direct
interest
to
BiH
local
governments
2012
Q
1
Q
2
2013
Q
3
Q
4
Q
1
Q
2
2014
Q
3
Q
4
Q
1
Q
2
Q
3
2015
Q
4
RESPONSIBLE
PARTY
PLANNED BUDGET
Source
of funds
Q1
UNDP
UNDP
RELEVANT
ENTITY
INSTITUTIONAL
PARTNERS
UNDP
Budget
description
Amount
(USD)
Total 1.2.
573,800
Service
providers
(companies for
design and
delivery of
training; training
venues)
444,800
Service
providers
(companies for
design and
delivery of
training; training
venues)
105,000
Travel
24,000
UNDP
Total 1.3.
160,000
1.3.1.
Creation
and
deployment of work databases
UNDP
Service provider
for development
of a simple
software
tool/database
20,000
1.3.2. Design and launch of
websites
UNDP
Service
providers
30,000
UNDP
Service
providers for
design of on-line
training courses
and adaptation
of a simulation
game
95,000
UNDP
Service
providers
(companies –
hotel venues for
discussion fora)
3,000
UNDP
Service
providers
(companies –
hotel venues for
discussion fora)
1.3. Support to creation of
the training system`s tools
1.3.3. Introduction of e-basic
learning platform
1.3.4. Networks development
1.3.5. Thematic discussion fora
6,000
34
EXPECTED OUTPUTS
and indicators including annual targets
Level of fully established and
functional entity core structures of the
training system by late 2012;
Level of developed and formally
adopted operational framework of the
structures of the training system in
each entity by early 2013;
At least 80 % of the annual budget of
each entity training system is ensured
by public resources (entity, local
governments) in 2014 based on a
formal financial mechanism;
At least 4 new training programmes
are designed each year by the training
system, thus increasing the overall
portfolio to at least 30 high-quality
standardised
priority
training
programmes in offer for local
government employees in 2015;
At least 550 local government
employees and officials annually
obtain tailored, practical training via
the training system, which directly
strengthens their knowledge and
skills, to cumulatively result in capacity
development coverage of at least 30 %
of BiH local government employees by
early 2015;
Level of satisfaction of trainees by the
training programmes;
Number of thematic networks of local
government practitioners established
and functional by 2015;
Level of visibility and recognition of
the training system by its direct
beneficiaries, as well as by
international partners;
Number of local governments who
undertake reform measures towards
establishment/strengthening of their
HRM function;
Number of accredited training
providers and training programmes
within the training system.
Number of unique visits to the training
system websites and number of local
PLANNED ACTIVITIES
List all activities to be
undertaken during the year
towards stated outputs
1.4. Capacity development
expertise (project core
team)
2012
Q
1
Q
2
2013
Q
3
Q
4
Q
1
Q
2
2014
Q
3
Q
4
Q
1
Q
2
Q
3
2015
Q
4
RESPONSIBLE
PARTY
PLANNED BUDGET
Source
of funds
Q1
Budget
description
Amount
(USD)
Travel
6,000
Total 1.4.
UNDP
Core project
team
326,922
Total 1.5.
Project
management,
operational
costs, premises,
equipment
1.5. Project management
and operational costs
UNDP
Activity result 2: Support to
the
training
system`s
enabling
environment,
partnership building and
visibility
UNDP
Total activity
result 2
222,300
2.1. Strengthening of the
training market
UNDP
Total 2.1.
72,000
Service
providers
(companies –
hotel venues for
information
meetings)
9,000
2.1.1. Support to the
development of the training
market
UNDP
Sida,
UNDP
2.1.2. Training of Trainers
UNDP
Travel
Service
providers
(companies for
design and
delivery of
training; training
venues)
Travel
2.1.3. Support to accreditation
of training providers
UNDP
339,648
3,000
51,000
3,000
Service
providers
(companies –
hotel venues for
information
meetings)
4,000
Travel
2,000
35
EXPECTED OUTPUTS
and indicators including annual targets
government employees/officials who
undertook the on-line training
courses.
PLANNED ACTIVITIES
List all activities to be
undertaken during the year
towards stated outputs
2.2. Promotion, partnership,
visibility
2012
Q
1
Q
2
2013
Q
3
Q
4
Q
1
Q
2
2014
Q
3
Q
4
Q
1
Q
2
Q
3
2015
Q
4
RESPONSIBLE
PARTY
PLANNED BUDGET
Source
of funds
Budget
description
Amount
(USD)
UNDP
Total 2.2.
91,800
2.2.1. Support to
establishment of partnerships
with international
organisations
UNDP
Service
providers
(companies for
study visit
including travel),
participation in
international
fora)
80,000
2.2.2. Visibility, accountability,
media promotion
UNDP
Printing costs
(posters)
1,800
2.2.3. Publications,
newsletters
UNDP
Printing costs
(posters)
3,000
Q1
Translation costs
International
consultants
2.3. Monitoring and
evaluation
2.4.
TOTAL PROGRAMME:
GMS @ 7%
TOTAL BUDGET
Contingencies
UNDP
7,000
17,500
National
consultants
7,000
Travel
4,000
Contingencies
30,000
2,004,670
133,327
2,137,997
36
SECTION IV: ANNEXES
Annex I: Project budget
ACTIVITY
DESCRIPTION
National staff (contractual service - Individuals)
National consultants (TA and training; financial mechanism TA; quality assurance and
accreditation expertise; HRM expertise and TA; monitoring and evaluation)
International consultants (quality assurance and accreditation expertise, monitoring and
evaluation)
Audio Visual Printing production costs (HRM publication, information brochures, certificates,
knowledge tools);
Contractual services - companies (hotel venues round tables, project ceremonies, workshops,
TNAs; design and delivery of training programmes)
Travel (including for events, DSA, HACT)
Hiring 2 persons for the structures of the training system for a period of 24 months
531,870.00
147,500.00
7,000.00
3,000.00
797,300.00
57,500.00
120,000.00
Rental & Maintenance - Premises
63,000.00
Communications and audio-visual equipment
18,000.00
Rental & Maintenance of Other Equipment
20,000.00
Furniture
10,000.00
Miscellaneous (banks charges, office supplies)
7,200.00
National consultants
International consultants
7,000.00
17,500.00
Audio Visual Printing production costs/PR
Contractual services - companies
Travel (including study visits 49,000);
4,800.00
85,000.00
71,000.00
Translation costs
Contingencies
General Management Support (7% of Sida contribution)
TOTAL BUDGET
AMOUNT IN USD
7,000.00
30,000.00
133,327.00
2,137,997.00
37