Capacity Development versus Capacity Substitution The Human Resources Dimension

1. Capacity Development versus Capacity Substitution The Human Resources Dimension Capacity Building Facility (CBF) Project Kosovo Case SENEC 21-23 November 2005 PROVISIONAL INSTITUTIONS OF SELF GOVERNMENT KOSOVO

2. What is Capacity Building Facility (CBF) Project? • The Capacity Building Facility is a flexible and strategic instrument to support the central and municipal institutions of Kosovo in: • Strengthening democratic institutions; • Improving public administration and • Implementing “Standards for Kosovo” plan.

3. What areas do we cover? • CBF concentrates in offering assistance in the areas of: • Institutional Building; • Rule of Law; • Economy; • Information Technology.

4. What do we do? The CBF offers assistance to middle and senior level civil servants in the PISG in assisting them to: • define their mission and functions; • rationalize their structures and administrative procedures; • build the knowledge and skills of their staff; • effectively utilise their financial and human resources; • improve their performance and instill a culture of accountability and transparency in the public service.

5. The Importance of the development of Leadership Skills leadership skills enable civil service training systems to better facilitate and achieve strategic changes in the public sector, rather than only improve the individual technical competences of civil servants.

6. Approaches being taken to ensure that demand, rather than supply, determines training programmes • By ensuring that: • only clients who apply for a CBF coach or advisor, receive assistance; • the client identifies departmental (or even personal) deficiencies and prepare a brief situation analysis; • the client specifies objectives and indicators of success.

7. Government’s Role in leading the Capacity Building Strategic Action Plan • capacity building programmes should be prepared in conformity with needs and requests of PISG; • the cooperation between the PISG and donor organisations will create a mechanism which will assist the coordination of donations and projects; • offer a uniform level of assistance to all Ministries; • avoid parallelisms or unnecessary doubling; • develop sustainability of any capacity building assistance by taking the lead in identifying the needs for raising civil service capacities, and in drafting a progressive strategy, in-line with the current situation.

8. The Organisation of Coaching Services Coaching Services: working on a flexible, part-time, yet regular basis, the coaches provide “on-the-job training” to middle and senior level civil servants Advisory Services: working directly with the client, on a full-time basisfor a 1 (one) year period, the advisors provide advisory assistance and transfer capacities to formulate and to guide the implementation of policy and institutional reforms.

9. Actions taken to remedy the “noticeable lack of risk-taking, initiative and coordination of work” • increase of knowledge: professional, functional, technical or managerial; • building the skills and abilities; • introducing changes in attitude/behaviour

10. Diaspora Experts • Western-educated; • Highly skilled; • Relevant professional work experience; • Understanding of the local cultural and political context.

11. What lessons can be learnt from the people from the Diaspora? • “know how”; • modern management techniques; • progressive attitude towards work ethics; • accountability and responsibility; • cooperation and teamwork.