The Public Administration Reform Strategy (PARS) for the period 2021-2030 envisages two mid-term reviews (MTRs), and an impact assessment at the end of its implementation period. Given that the Action Plan (AP) for its implementation, for the period 2021-2025, covers the pillars of human resources development, service delivery and accountability and transparency, the first MTR focused on those three topics. In addition, the horizontal area related to PAR communication and co-ordination, was included as a fourth topic of the review.
The MTR was designed to focus on the criterion of effectiveness, reviewing the extent to which the specific outputs of the PARS AP were achieved or are likely to be achieved in the implementation period, identifying the main challenges encountered during implementation and how they have been overcome, and to provide recommendations for taking corrective actions, where appropriate. A second objective of the MTR was to continue following the EU4PAR project approach of gradually transferring more knowledge and responsibilities for policy assessments to the Serbian administration, by increasingly assigning lead functions to the Serbian stakeholders.
To address both objectives (assessment of progress and capacity development) of the review in the most efficient and effective way, the review team was composed of both (external) project experts and civil servants. The inter-ministerial project group (IMPG), established in 2021 to coordinate the implementation of the PARS, was entrusted to Findings and recommendations in the area of human resources management (HRM) touch upon important issues such as HRM related analytical activities, the normative framework for HRM, matching recruitment with needs, establishing an information system for HRM, appointments of civil servants in acting positions, competency-based staffing, as well as connecting HRM in the public service with the general education system.
In the area of public service delivery, the review investigated progress in the areas of e-Government, quality management, access to services and data, organisational culture, simplification of procedures, and user satisfaction.
As far as accountability and transparency are concerned, recommendations were developed for further improving managerial accountability, performance-based management, the work of independent bodies, and the establishment of a register of public authority holders.
With regard to communication and coordination, the review points at referencing more relevant activities explicitly to PAR, the capabilities of units tasked with co-ordinating, monitoring, and evaluating reform, as well as further strengthening communication within the public administration.
This final report of the mid-term review is available on both the project’s website in the downloads section and on the website of the MPALSG