Strengthening the selected institutions’ core processes puts emphasis on cross-cutting issues and thus allows the utilisation of synergies between the different institutions. In this vein, the four Strategic Intervention Areas help to understand the Programme’s overall logic and systematically structure the different activity components oriented towards the Programme’s objectives. They can be summarised as follows

The first intervention area aims at enabling PARCO to strategically manage – i.e., coordinate, monitor and evaluate – the public administration reform. The aim is to develop PARCO’s capacities for the implementation of concrete approaches and values. Accordingly, PARCO will be enabled to create incentives for the involved institutions to apply proposed strategies and structural quality standards for public administration, covering issues such as client orientation, transparency and quality management.
The sustainable strengthening of public institutions and the improvement of their capacities require a systematic integration of training offers for the civil service, which is comprised as the second intervention area. Accordingly, PARCO – in cooperation with competent national institutions such as the Civil Service Agency (CSA) and the Directorate for European Integration (DEI) – will develop and conceptualize appropriate trainings which will subsequently be provided to civil servants by the respective partnering training facility.

The third strategic area of intervention aims at the structural strengthening of the partner institutions, enabling them to efficiently and effectively fulfil their role within the public administration sphere. Individually adjusted service packages for the respective institutions cover organisational consultancy and potentially target issues such as monitoring and evaluation, human resources or quality management.

Closely linked and constitutive to the previous, the fourth intervention area aims at the improvement of the quality of the selected institutions’ service delivery through the application of the developed tools and mechanisms. These higher value services will be characterised by improved levels of effectiveness, transparency, efficiency, client orientation, openness, and accountability, and thus constitute an added value and an unburdening of the subnational administrative institutions on the entity and district level.

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