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TRAINING MANAGEMENT FOR REFORM POLICIES AND PROGRAMMES
Training for Civil Servants of the Republic of Serbia

- Learning and Capacity-building through training of 20 future trainers;
- Coaching of local training and establishment of competence nodes and network;
- Institution-building preparation for the future Institute of Public Administration;
- Evaluation and Quality Assurance procedures.

Project Owner: Government of Serbia
Project Implementer: UNDP Belgrade , funded by international donors
National Consultant Organisation: European Consulting Group, Belgrade

Project Duration: September 2002 – December 2002

Project Partners: This project was carried out together with collaborators and partners from EU Member States and accession countries. The project was implemented as a transnational co-operation, based on the relevant practical experience of each of the collaborators in Public Administration and Project Management Training.

Methodology: The initial needs analysis showed that Human Resources Management is a underdeveloped concept within the Serbian Civil Service. Civil Servants were insufficiently motivated. Self-development and training of other officials needed guidance, back-up and feed-back from experienced trainers. The Project Management expert network required institution-building, in order to cooperate with anticipated future donor interventions. The project was implemented in four steps:

Four Steps of Implementation:
Step 1 - On-site Consultation: The proposed project plan was finetuned, consensus built and a “corporate identity” established for all partners involved.
Step 2 - Training of Trainers: A team of national trainers and coaches to establish, maintain and evaluate a growing number of highly qualified Middle-Managers in the public administration of the Federal Republic of Yugoslavia was built. These “nodes of competence” were trained to perform management policies and reform programmes within and across administrative entities using up-to-date project management methods.
Step 3 - Training of Middle-Managers: The Training for 130 Participants by our new Trainers could be handled in groups with a maximum of 16 Participants each. Training was done by the new trainers for each group during one week in Zlatibor and Tara.
Step 4 - Coaching of Participants: Project Management techniques were improved through continuous support. The “spirit of reform” managers received coaching performed by the national trainers. Results were included in the on-going process of evaluation.