2021 / NEWSLETTER #3

EU For PAR
Under The
Sector
Reform
Contract
The EU4PAR project will be operational until November 2023, as the EU and the Serbian government
have agreed to extend the technical assistance provided under the project. The Project extension
aims to further enhance public administration operations in line with the principles of the European
Administrative Space and help create high-quality services for citizens and businesses.

The project team has prepared an ambitious work programme for project continuation
that combines ongoing activities and a set of new interventions along with the project’s
four key components. The aim is to sustain achievements made during the initial imple-
mentation and further advance public administration reform endeavours in new fields
of intervention.

In #3:
Project in brief: EU4PAR: assisting Serbia in
further modernising its public
The EU for PAR under the Sector Reform Contract project supports the implementation
administration system
of the new legal framework for evidence-based policy-making and strategic planning.
The project provides policy advice, supports the revision or development of new public Zoom on: New PAR Strategy 2030
policy documents related to PAR, and facilitates institutional and human resource capacity
building with regards to the enforcement and management of the policy-making reform From Self-assessment to
and PAR in general. principles of excellence

Action Plan for the

implementation of the
Government Programm
P U B L I C - A D M I N I S T R AT I O N - R E F O R M . E U Z AT E B E . R S
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT
EU 4 PA R:
Assisting Serbia In
Further Modernising
It's Public
Administration System
The EU4PAR project has been implemented for almost three years
initially. The set-up was very dynamic from the outset, which proved
to be a key challenge.
From a project management perspective,
how do you see the initial almost three years
of project implementation?
I think we, jointly with the EU Delegation
and project beneficiaries, managed to form
a strong team effort and created a fruitful
environment for smooth project implemen-
tation, which I consider a key achievement
from the project management perspective
– says Peter Vagi, Team Leader (TL) of the
EU4PAR project.
Has the relation with the Beneficiary
changed through the years? How do you see
this collaboration evolved?
I was taking over the project TL position in
February 2019. The first months of imple-
mentation were characterized by a phase
of getting to know each other and under-
standing each other’s interests and sen-
sitivities, as usual. Over time, we jointly
managed to achieve a solid mutual trust
and understanding level, allowing for open
discussions. It was essential, as it helps to
reduce disagreements and potential fric-
tions, thereby providing the framework for
getting the actual work done and achieving
the set results.
As an outcome of this mutual trust and
the job done, the project is extended for ad-
ditional 34 months. The new phase’s work
programme was developed in a consultative
process and close coordination with the Ser-
bian and EU partners. Which activities will
continue with the implementation?
During our consultation process, we identi-
fied some initial activities that will profit from
our past experience, such as support for the
development of a new strategic document
for e-government, after the termination of
the current programme. Then we have activ-
ities where we see potential to sustain what
has been achieved so far through continued
support. An example is envisioned support
for PAR management and coordination or the
development of smart online solutions for the
public policy manuals developed previous-
ly. And, of course, we see a huge potential
to further embed policy management skills
through the expansion of our capacity building
programme to additional civil servants.
There is also a set of new interventions
that will be implemented?
We invited our project beneficiaries to express
ideas for additional interventions that would
fall under the initial project scope. From this
initiative, two main fields were included in
the project. First is the topic of manageri-
al accountability, which will be addressed in
three phases: analytical work on the legal
framework and development of a roadmap for
implementation, support to revising the legal
provisions for managerial accountability and
finally support to piloting the concept in se-
lected institutions. Furthermore, the project
intends to support the roll out the Common
Assessment Framework (CAF) as a key tool
2
for change management and better service
delivery to ten public institutions after its pi-
loting in the Ministry of Public Administration
and Local Self Government.
What do you think will be the benefit of the
project extension for the Serbian Public Ad-
ministration?
With the extension of the project, the EU pro-
vides a great opportunity to sustain achieve-
ments that have been made so far and assist
Serbia in further modernizing its public admin-
istration system. As the initial phase has proven,
the PAR sector is exemplary in terms of open-
ness for innovative solution and experiment,
and our beneficiaries’ show a remarkable ability
to adapt and willingness to learn. We think that
through the extension, there is a great window
of opportunity to improve the framework for ef-
fective public administration reform further and
operationalize and embed advanced public pol-
icy management in the Serbian administration.
As a Team Leader with substantial interna-
tional experience, you could get to know dif-
ferent public administration systems and re-
forms being implemented in many countries.
How would you describe the Serbian public
administration and trends evolving in PAR?
I perceive Serbia as an administration that,
while embarking on the EU accession process,
is following and learning from EU best practic-
es and at the same time is eager to promote
new public sector innovations, particularly in
testing e-government solutions. This is why
Serbia has become an e-government front-
runner in the region and beyond. An excellent
example of this is the eGovernment portal
supporting the COVID-vaccination campaign,
which I think also helped grow Serbia into an
excellent example for the implementation of a
smooth vaccination process in the current pan-
demic, from which many countries within and
outside of the EU could learn a lot.
Peter Vagi is the Team Leader of the
EU4PAR project since February 2019.
He holds Master’s degrees from So-
ciology and Political Science. In his
past career, he was spending 5 years
with the OECD/SIGMA Programme,
working intensively in the Western
Balkan on PAR strategies and policy
making. He was also senior policy
adviser for a Hungarian Think Tank,
senior manager of PwC Hungary
and held various senior managerial
positions in the Hungarian adminis-
tration in the Prime Minister’s Office
and in the Ministry of Justice and
Law Enforcement.
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT

ZO O M O N :
New PAR Strategy 2030
PAR Strategy 2021-2030 was adopted on 8 April 2021. The process of the Strategy development
was designed to involve all stakeholders, to remain open for all changes and comments until
the Strategy is adopted, and to include all necessary steps - evaluation, stakeholder analysis,
pre-consultation, the announcement of the start of policy document development, a public call
for interested citizens associations to participate in the working group, forming a working group,
drafting prescribed analyzes and other parts of the Strategy, public debate, consultations with
the international community, procedure for obtaining opinions from competent state bodies and
adoption by the Government - says Ljiljana Uzelac, Head of Department for Strategic Planning in
the Ministry of Public Administration and Local Self-Government.

part on monitoring). The meetings initially

began with methodological instructions and
tools for the appropriate phase in the devel-
opment of the public policy document, and
the acquired knowledge was directly and
practically applied during the Strategy de-
velopment, with the help of experts from the
EU4PAR project.

The development of the new Strategy was

based on an independent evaluation of the
PAR Strategy in 2019. What were the main
insights - what were the main challenges in
the previous period, the problematic areas
or the neglected ones?
We felt that it was necessary first to assess
what was achieved in the previous period,
the practice, and a wide range of stakehold-
ers showed that it was good and should be
continued. The evaluation was the initial
step in planning the Strategy, so we start-
ed not from the white paper but 300 pages,
conclusions and recommendations, of an
externally done evaluation.

The main conclusions are that there were

The process of drafting the new PAR Law on Planning System, i.e. for planning good elements, but without an umbrella
Strategy was participatory and transparent. public policies. Each working meeting was and systemically guided service delivery
Which were the main principles and steps one step towards drafting a public policy policy. It was clear that we must continue to
the process followed? document (situation analysis with problem professionalize the administration further,
Several laws and bylaws are governing the analysis, goals setting with indicators, ac- that the reform process should be coordi-
process of preparing policy documents and tivities proposal, cost estimation, drafting a nated more efficiently and that a new public
the stakeholder consultation process. Over
60 meetings were held, and the Working
Group included 121 representatives of state
administration bodies, independent state
bodies, citizens' associations, representa- The process was designed through
tives of the Chamber of Commerce and the
Standing Conference of Towns and Munic- the elements of practical training of
ipalities. The consultations also included
consultations with the European Commis-
sion and the OECD/SIGMA programme.
all members of the Special Working
Due to this wide coverage, the process was
designed through the elements of practical
Group for the implementation of the
training of all members of the Special Work-
ing Group for the implementation of the new
new Law on Planning System
3
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT

This Strategy
introduces an
umbrella policy
in this area for
the first time so
that the end-user
is the beginning
and end of any
service we create
or any procedure
we implement
policy document is needed. Based on these
conclusions, drafting a new Strategy was
initiated, which foresaw what was recom-
mended by the evaluation as necessary for
the next period.
The new Strategy is based on six pillars,
and in the following newsletters we will
present each of those. Let us start with the
Service delivery, which is much broader than
it was in the previous Strategy.
Given that public administration reform is
one of the three preconditions for accession
to the European Union, the idea was to har-
monize the new Strategy with the Europe-
an Principles of Public Administration, i.e.
with the structure through which the EU
monitors our progress. Therefore, there are
thematic areas such as Service Delivery,
Human Resource Management, Account-
ability and Transparency, Public Financial
Management, Public Policy Management
and Local Government System Reform. The
service provision policy did not exist in the
previous document. This Strategy introduc-
es an umbrella policy in this area for the
first time so that the end-user is the begin-
ning and end of any service we create or any
procedure we implement. In other words,
when designing a procedure, if the citizen
is the end-user, we first ask citizens how to
prepare the procedure, what are the chal-
lenges in practice, what problems should be
solved, and if the system already exists, we
repeatedly ask citizens how it is implement-
ed and what needs to be changed.
What are the key challenges in this area,
and what are the objectives for the future?
Elements of a service delivery policy exist in
practice, such as the normative framework,
e-government, single administrative posi-
tions, so we do not start from the beginning.
The COVID-19 outbreak was a test for all
our services, how well they work in practice
and what we need to do better in the future.
The Strategy tried to cover all these chal-
lenges for the coming period, such as un-
even access to services, inconsistent pub-
lic administration practices, insufficiently
available and not transparent information
on services, insufficient use of the potential
offered by open data, the need to improve
the quality of services provided to end-us-
ers. Simply put, we need to ask citizens or
the economy what they think about services
and how to improve them, and then create
tailored services in return. This means that
the state is not only a creator but a co-cre-
ator of services and that it is not exclusively
focused on writing laws but also their im-
plementation and co-implementation.
What are the expected results of imple-
menting of the Strategy and how to ensure
that what is planned is implemented appro-
priately and under the envisaged timeframe?
The Strategy has been carefully prepared,
costs have been estimated, and various

"Uprava po meri svih nas" was the motto during the last few years and it is prominent in the
new Strategy, describing the vision of it. What does "Uprava po meri svih nas" mean?

"Uprava po meri svih nas" has existed since 2015 as a process of shifting the focus from man-
agement as a regulator to management as a service oriented to citizens and other end users.

If we quote the Strategy and vision set for the next ten years, the "Uprava po meri svih nas" is:

• Administration tailored to citizens and the economy - an efficient, responsible, transpar-

ent public administration that provides quality and easily accessible services to citizens and the economy;

• Administration tailored to civil servants – depoliticized, professional and efficient state administration;

• Administration that is the bearer of changes and reforms, as well as full membership of the European Union - the work of public administra-
tion is based on European values and
​​ contributes to the goals of sustainable development, rule of law, social cohesion and the well-being of
society as a whole.

4
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT
institutions have approved them. As in the
case of costs, in the case of individual ac-
tivities nothing is accidentally written in
the Strategy but is carefully agreed with all
relevant parties. In the preparation phase,
we tried to decide on what is possible and
achievable in the coming period. In addi-
tion, the Strategy envisages the method of
monitoring - the structure of coordination
bodies which, with the participation of all
stakeholders, will monitor and direct the
implementation.
The Online Monitoring Tool has been op-
erational for almost a year now. How it will
be used for Strategy implementation moni-
toring?
https://monitoring.mduls.gov.rs/ is an ap-
plication that monitors the implementation
of the Public Administration Reform Strate-
gy in real-time. This means that as soon as
there is a change and the competent state
authority changes the corresponding data
in the internal IT system, the change can be
seen within a few hours on a publicly avail-
able monitoring application. It also allows
a degree of analysis because you can com-
bine issues or areas of interest and choose
different aspects of the policy document in
the area (planned and spent funds, trends
in achieving indicators, implementation of
individual measures, activities, etc.).
The idea is to upload all hierarchically low-
er documents, given that the Strategy is an
umbrella document, so to present data from
the Programme for the e-government de-
velopment or other programmes prepared
under the Strategy as soon as possible.
All these data are already publicly avail-
able through regular reports of public pol-
icy documents, but the difference is that
the application enables faster data search,
which displays the first data entered by in-
stitutions in a more visually readable way
and enables transparency of all institutions,
i.e. how regularly they update the data and
what data they submit, without subsequent
processing of that data.
The EU4PAR project provided support to
the MPALSG in the Strategy development
process. Coordinating experts, ensuring
One of my
takeaways from
this job is that
you're barely
halfway there
when you think
you're done
Level of activities implementation
9%
35%
57%
Planned (0) Not Initiated (0)
in progress (8) Completed (13)
Dropped Out (2)
a harmonised approach and the quality of
contributions in all thematic areas, and pro-
viding methodological guidance for consis-
tent implementation of the Law on Planning
System were tasks for Snežana Subotić, a
senior project expert who coordinated the
activities.
As the Special Working Group consisted of 6
thematic working groups coordination took
place on several tracks, and the critical chal-
lenge was to create an atmosphere of trust,
intensive cooperation and team spirit at the
level of the entire Special Working Group.
Now that the Strategy has been adopted, I
believe that is exactly what contributed to the
successful completion of this tremendous
and demanding work, under challenging
circumstances. Of course, the most notable
credits for the effective implementation of
the entire process and the adoption of the
Strategy should be attributed to the exper-
tise and commitment of the coordinator of
the Special Working Group, Ljiljana Uzelac,
the coordinators of the thematic groups and
the team of experts who cooperated with
them – says Snežana Subotić.
To ensure efficiency you needed planning
process with a clear methodology in the
background? 
The PAR Strategy is one of the first public
policy documents developed in full compli-
ance with the Law on the Planning System
and the Regulation on the Methodology of
Public Policy Management. As already men-
tioned, particular focus was on the thorough
analysis of the situation and problems, fol-
lowed by the development of objectives and
a detailed analysis of the effects of possi-
ble measures for achieving the objectives,
which relied on the application of the Man-
ual for Policy and Regulatory Impact As-
sessment. Ongoing consultations with the
Public Policy Secretariat (PPS) were also
necessary regarding the interpretation and
concrete application of the Law on the Plan-
ning System.
5
Planned and utilized funding
450000
400000
350000
300000
250000
200000
150000
100000
5000
0
2018 2019 2020
Planned budget funding Budget funding utilized
Planned donor funds Spent donor funds
Planned donor funds for which no realisation data are known
What methodological innovations were
used during the development of the Strategy?
The novelty was the determination of the
costs of the PAR Strategy Action Plan for the
period 2021 to 2025. For the first time, costs
were determined following the Handbook
for Determining the Costs of Public Policies
and Regulations and the Methodology for
calculating standard costs for planning doc-
uments. Although not a novelty in itself, the
transparency of the process was exemplary.
A participatory approach is what every
strategy development strives for, but it is
challenging in many aspects.
When it comes to such an extensive and
complex process and topics that inevitably
overlap, there are different opinions and in-
terpretations of what needs to be done. The
participatory approach offered a good plat-
form for resolving doubts and occasional
disagreements, but it required time, finding
compromise solutions and frequent adjust-
ments. Nevertheless, the readiness, motiva-
tion and thoroughness in the constant review-
ing and updating of information contributed
to the quality of the document. In the end, we
got unambiguously positive reactions.
Which are the main lessons learned from
the process?
One of my takeaways from this job is that
you're barely halfway there when you think
you're done. Joking aside, a good plan for
developing a strategy and its more consistent
monitoring gives structure and pace to the
process. Of course, meeting deadlines means
that you do not always have enough time to
prepare everything, to harmonise parts prop-
erly, and mistakes might happen; constantly
working with new and even newer versions
causes doubts and frustration that you cannot
always respond to Beneficiary requests. And
in such situation, it is important to deal with
pressure, be persistent and patient, and mo-
tivate your associates to work with undivided
commitment from beginning to the end.
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT

From Self-Assessment
sation. Being such, the goal of it is to introduce
better services for the citizens.

To Principles Of
How is the assessment done?
The nine-box structure identifies the main
aspects requiring consideration in any or-

Excellence
ganisational analysis. Criteria 1–5 deal with
the managerial practices of an organisation
– they determine what the organisation does
and how it approaches its tasks to achieve the
desired results. In Criteria 6–9, the results
One of the new initiatives to be supported under the project achieved in the fields of citizens/customers,
people, social responsibility and key perfor-
extension is the support for implementing the CAF process. mance are measured by perception and per-
The Common Assessment Framework (CAF) is a European formance measurements.
quality management instrument for the public sector, a great Each criterion is broken down into a list of
tool that facilitates institutions to focus on enhancing their sub-criteria identifying the main issues that
services and the way they serve their audience. Designed and need to be considered when assessing an or-
ganisation. They are illustrated by examples
developed as a free tool to assist public sector organisations in that explain the content in more detail and
improving their performance, the CAF helps the organisations suggest possible areas to explore how the ad-
ministration meets the requirements.
perform a self-assessment with the involvement of all staff,
develop an improvement plan based on the self-assessment Of course, not all sub-criteria are relevant for
every organisation, but many can be consid-
results, and implement the improvement actions. ered points of attention during self-assess-
ment. Integrating the conclusions from the
assessment and results criteria into the man-
agerial practices constitutes the constant in-
novation and learning cycle that accompanies
organisations on their way towards excellence.

The CAF model is more than a simple tool - it
is a mechanism for a complete improvement
process in an organisation. The model con-
sists of tentative ten steps divided into three
phases: the start of the CAF process, self-as-
sessment process and use of the self-assess-
ment results to formulate an action plan and
launch the improvement actions in the or-
ganisation. These ten steps are the principal
guidelines for the correct application of CAF
– says Goran Paštrović, project expert for CAF
implementation.
What are the criteria, and what is the
goal of introducing a Common Assessment
Framework?
The CAF has been designed for use in all parts
of the public sector, and it applies equally to
national, regional and local levels. Although
developed in a European context, it can be
used in any public organisation anywhere
worldwide.
to act as a bridge between the various models
used in quality management.
The CAF is based on the premise that excel-
lent results in organisational performance are
achieved through leadership driving strategy
and planning, partnerships, resources and
processes. It looks at the organisation from
different angles simultaneously and analyses
the performance in the necessary holistic way.
The CAF aims to be a mechanism for a com-
plete improvement process within the organi-
What is the next step? What comes after
the self-assessment phase?
Based on the ideas for improvement de-
veloped in the self-assessment phase, an
improvement plan is drawn up. It specifies
the implementation of the arguments for
improvement - the individual actions are
prioritised, provided with schedules and re-
sponsibilities, and assigned the necessary
resources. The plan gives exact orientation
when and by whom foreseen activities for im-
provement are to be realized and what will be

The CAF belongs to the family of the total

quality management models and was inspired
initially by the Excellence Model of the Euro-
pean Foundation for Quality Management. It
is a model for performance management act-
ing as a "compass" to help managers finding
the paths to excellence. Its visual and graphic
representations explain the cause/effect rela-
tion between organisational factors and per-
formance results. In other words, the primary
purposes are to introduce public administra-
tion to the principles of total quality manage-
ment and inspire them to embrace a Plan-Do-
Check-Act sequence of activities, to facilitate
self-assessment of a public organisation to
obtain a definition of improvement actions and

6
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT

tration in the Member States of the European

Union, the European Commission (EC) and ob- The CAF is
the most visible
server countries. The network works together
for high-quality public services and public ad-
ministrations in Europe.

The relevance of EUPAN is in its forward-look-

the expected outcome. Even though the entire
process has relied on selected institutional
members of the self-assessment group, the
whole organization should be informed on
the outcomes of the CAF process i.e. above
stated plan and aligned activities and should
contribute to the process.
The CAF improvement plan has to be imple-
mented within two years. After this, a new
self-assessment process can be started. This
loop ensures the continuous improvement
process in the organisation.
A common assessment framework is used
by public administrations in many European
Union countries. What are the experiences
with the application in the Western Balkans
region? Are there any good examples?
The European Public Administration Network
(EUPAN) is an informal network of the Direc-
tors General responsible for public adminis-
product of the
ing and knowledge-sharing role for public
administration challenges at the national and network, with a
European levels. The CAF is the most visible
product of the network, with a clear impact clear impact on
how we assess
on how we assess and improve the quality of
public administrations in Europe. The use of
the model has also spread outside Europe,
so the impact is even broader. In 2019 there
were about 4.100 registered CAF users in Eu-
and improve the
rope and beyond. All EU members have a CAF
practice. The experience of our neighbours in
quality of public
Croatia, Slovenia, Bosnia and Herzegovina,
Northern Macedonia is significant, but learn- administrations in
ing from colleagues from Austria, Portugal,
Finland, Belgium, Poland, and many others Europe
is equally important. Numerous international
organizations have recognized vital impor-
tance of CAF for the public sector and have
supported CAF institutionalization, for exam-
ple, the Regional School for Public Admin-
istration (RESPA) has established regional
centre for quality management. It provided
trainings in CAF as well as pilot for CAF intro-
duction in public administration institutions.
GIZ has had intensive support in BiH, while
KDZ organization within BACID II (Austrian
Development Fund) has invested in increas- PHASE 1 – The start of the CAF process
ing capacity in the region also in the partner-
ship with ReSPA, but also prior to that. One Decide how to organise and
Step 1
may conclude that a critical mass of inspiring plan the self-assessment
cases needs to be reached to scale up the
rollout of CAF. Communicate the self-
Step 2
assessment project

PHASE 2 – Self-Assessment Process

How will the EU4PAR project provide support for piloting the CAF? Set up one or more self-
Step 3
assessment groups
In order to continue to improve the public sector and public services, it is necessary to in-
crease the quality of the process, which is the forerunner of optimised customer service. Step 4 Organise training
Quite a number of international practices speak in favour of the fact that the integrated
quality management system is becoming one of the most reliable partners for govern-
Undertake the self-
ment bodies. Although the public sector is overburdened with tasks, which increased Step 5
assessment
significantly during the Covid-19 outbreak, the integrated quality management system in
the public ecosystem should be understood as a system for improving the effectiveness Draw up a report describing
and efficiency of the organisation in achieving planned results. Quality management fits Step 6 the results of the self-
perfectly with agile management, change management and digital transformation in the assessment
RS public administration.
PHASE 3 – Improvement plan / prioritisation
Piloting this approach in the MPALSG has started with support of the EU4PAR project at
the end of 2020, with the intentions to expand the scope and to include more institutions Draft an improvement plan,
in future. The project will provide support for this. Step 7 based on the accepted self-
assessment report
In December 2020, the project team tested the first version of the CAF online question-
naire for participants in the self-assessment. A glossary of terms used in the CAF was Communicate the
Step 8
compiled in Serbian language, and it has been linked to the online questionnaire. Training improvement plan
materials are prepared, and training of relevant MPALSG staff in administering the online
questionnaire has been completed. Simultaneously with the CAF piloting in the MPALSG, Step 9 Implement the improvement
the timing and modalities for awareness-raising on CAF will be discussed and developed,
given that successful completion of the pilot in the MPALSG will lend credibility for aware-
ness raising and rolling-out CAF to other ministries, agencies and local governments. The Plan the next self-
Step 10
plan is to apply CAF to ten institutions and in parallel establish a pool of CAF moderators, assessment
in line with the new PAR Strategy Action Plan and the project implementation plan.

7
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT
Action Plan For The Implementation
Of The Government Programme
Following the Law on the Planning System,
the Action Plan for the Implementation of the
Government Programme (APIGP) for 2020-
2022 was adopted at the Government session
held at the end of January 2021. The docu-
ment was developed based on the Expose of
the Prime Minister, which was presented in
the Serbian Parliament.
During the development of the APIGP, the
EU4PAR project provided support for the
analysis of the processes and effects of
the previous action plan and supported the
Public Policy Secretariat experts in drafting
examples of specific outcomes and perfor-
mance indicators that were discussed with
line ministries and used as starting points
for the development of the APIGP.
The APIGP contains the priorities and goals
that the Government plans and strives to
The APIGP contains the priorities
and goals that the Government
plans and strives to achieve during
its mandate.
achieve during its mandate. These goals
are defined within four priority areas of ac-
tion that are: efficient public administration,
further economic strengthening of Serbia,
Serbia in Europe and the world, and human The Action Plan for the Implementa-
rights protection and security. The opera- tion of the Government Programme
tionalization of the plan includes 21 prior- was established in 2015 as a mech-
ity goals, with appropriate measures. The anism that provides an efficient way
achievement of goals is monitored based on to monitor results and carry out
established results and clear indicators. evidence-based public policy man-
agement.
Through planned regular meetings in
the coming period, progress in achieving The APIGP for 2020-2022 is available
goals will be reviewed, and solutions found for download on the PPS website
for possible challenges and obstacles in https://rsjp.gov.rs/wp-content/up-
achieving them. loads/APSPV-2020-2022.pdf.
The EU4PAR project will also support moni-
toring the APIGP implementation, while oth-
er possible modalities of continuous support
will be defined during the project extension.
8
 EU FOR PAR UNDER THE SECTOR REFORM CONTRACT

Project highlights

Adoption of the new PAR Finalisation of the Public

Strategy Consultations Manual
EU4PAR provided support to the Ministry Consultations Manual
of Public Administration and Local Self- is finished and will
Government to develop the new PAR Strategy be published by
2030, which was adopted in April 2021. the Public Policy
Secretariat. Manual
will be also available
on the EU4PAR
project website.

Development and adoption Launch of the first CAF piloting

of the Action Plan for the
Implementation of the
Government Programme
The Action Plan for the
Implementation of the
Government Programme for
2020-2022, developed with the
support of project experts, was
adopted in January 2021. In the
coming period the EU4PAR will
provide support for the APIGP
implementation monitoring.
and development of an
online CAF self-assessment
questionnaire
The “introductory workshop”
was held for the members
of the CAF self-assessment
team appointed by the
MPALSG. The “consensus
workshop” will be prepared
by the EU4PAR project as the
second major milestone in
the CAF methodology.

Revision of the MPALSG Development of the three-year

Medium-term plan summary report about the
implementation of the PAR Action
Medium-term
Plan (MTP) of Plan 2018-2020
the MPALSG for
2021-2023 has The project assisted
been revised and with developing a three-
piloting with five year report on the
other institutions implementation of the
resulted in the PAR Action Plan (2018-
finalisation of four 2020). The report was
new MTPs. finalised and delivered
to the MPALSG for
further processing and
publication.

9
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