ANNEX C1 1 STANDARD TWINNING PROJECT FICHE

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1 ANNEX C1 1 STANDARD TWINNING PROJECT FICHE 1. Basic Information 1.1 Programme: ENPI 2011/ Twinning Number: MD14/ENP/OT Title: Support to the Civil Service Modernization in the Republic of Moldova in line with EU best practices 1.4 Sector: Public Governance 1.5 Beneficiary country: Republic of Moldova 2. Objectives 2.1 Overall Objective(s): The overall objective is to contribute to the strengthening of the capacities of civil servants in Republic of Moldova, according the standards of the EU, by improving the quality of the training and other professional development activities. 2.2 Project purpose: To support the strengthening of the institutional capacity of the State Chancellery, relevant Human Resources Units and State Secretaries based on the European Union Member States best practices for the consolidation of training systems for civil servants and Human Resources Management systems. 2.3 Contribution to National Development Plan/Cooperation agreement/association Agreement/Action Plan 1 For Twinning light the Project fiche should be detailed as it will form an annex to the Twinning light contract together with the selected Member State proposal.

2 Government of Moldova Is currently designing a Roadmap on Public Administration Reform which it will include wider reform of the Civil Service. This project will contribute to foster the current reform agenda on that subject already defined in the previous National Strategy on Central Public Administration Reform ( ). Public Administration Reform is enshrined as part of the Article 4 (Domestic Reform) of the Association Agreement between the European Union and the Republic of Moldova. The parties of the AA agree on "further pursuing the public administration reform and on building an accountable, efficient, transparent and professional civil service; and on ensuring effectiveness in the fight against corruption, particularly in view of enhancing international cooperation on combating corruption, and ensuring effective implementation of relevant international legal instruments, such as the United Nations Convention Against Corruption of 2003". 3. Description 3.1 Background and justification: The European Union is developing an increasingly close relationship with Moldova, going beyond cooperation, to gradual economic integration and a deepening of political co-operation. The Partnership and Cooperation Agreement (PCA) came into force in July 1998 for an initial period of ten years, after which it was automatically renewed by consent of the parties. The PCA established the legal and institutional framework for bilateral relations between the EU and Moldova, set the principal common objectives, and called for activities and dialogue in a number of policy areas. In 2003, the European Union launched its European Neighbourhood Policy (ENP) and introduced the new European Neighbourhood and Partnership Instrument. The main document for the European Neighbourhood Policy is the EU-Moldova ENP Action Plan developed jointly by the EU and Moldova in the first part of 2004 and jointly adopted at the Cooperation Council on 22 February It is based on the PCA, encourages and supports Moldova s objective of further integration into European economic and social structures. Implementation of the Action Plan contributes to significantly advancing the approximation of Moldovan legislation, norms and standards to those of the European Union. On 12 January 2010, the EU and Moldova started negotiations on an Association Agreement, which will go beyond the established framework of cooperation and will open a new stage in the relations, notably by enhancing political dialogue and deepening sector cooperation. The Association Agreement signed on the 27 th July 2014 where Public Administration Reform is mentioned with the aim at building an accountable, efficient, transparent and professional civil service. On 28th of December 2005 the Government of the Republic of Moldova approved the Strategy and Implementation Plan of the Central Public Administration Reform (CPAR, Government decision No.1402 of December 28, 2005). The main goal of the reform was to build a modern, efficient and transparent central public administration aligned to European Union principles of good governance. The Strategy and its Action Plan cover 5 broad areas: 1) Reorganization of the Central Public Administration that involved a series of functional reviews and follow-up activities including institutional strategic planning and staff rationalization measures,

3 as well as development of the legal base of the public administration. Last but not least, this area included measures to improve delivery of public services. 2) Improvement of decision-making aimed at streamlining of policy and monitoring and reporting processes and ensuring their transparency, building of policy capacity in line ministries and at the centre of Government, as well as promoting greater use of policy in the decision-making system. 3) Improvement of human resources systems and practices in the Central Public Administration through developing new normative base and implementing it through changes to the Civil Service classification, pay and grading systems, as well as introduction of modern performance appraisal systems and adjustment of Civil Service data management. Thus, this area included measures aimed at overall capacity building of civil servants. 4) Further development of the public financial management system including MTEF, programme budgeting, accounting, internal audit and control, and other measures. 5) Promoting greater participation of civil society in the decision making process and the CPAR, and communication of the process and results of the CPAR with the society. In 2006 the World Bank, with the contribution provided by SIDA and the Government of The Netherlands, established a Multi-Donor Trust Fund (further on MDTF) to assist the Government of the Republic of Moldova to implement the Central Public Administration Reform (CPAR). The year of 2012 marked the first seven years of the CPAR in Moldova. Many of the original CPAR milestones have been met during these years. However, there are new challenges and the overall goal of the reform still remains valid. Therefore the Government of Moldova under leadership of the State Chancellery has initiated review of progress to date and elaboration of new PAR Strategy. It is intended that the new PAR Strategy would be prepared and take full effect in It is expected that this Strategy will be wider in scope, and will cover also e-government, de-centralization and other aspects. It will also include provision for strengthening of several horizontal management systems within the CPA, such as HRM; policy development, EU integration and aid coordination; legal drafting. Public Adminsitration Reform roadmap is being drafted by the State Chancellery and will offer a comprehensive vision of the reform agenda in this sector. he Roadmap is aligned to Moldova 2020 (new National Development Plan) and the Comprehensive Institution Building Programme (CIB) programme. As the new Association Agreement and DCFTA will require considerable reforms in the institutions that will commit to the obligations stemming from them, a new instrument, CIB was conceived in the framework of the Eastern Partnership at the end of 2008, based on the view that the development of new contractual relations should go hand in hand with structured and strong action to build capacity in core institutions. The Comprehensive Institution-Building programme of the Eastern Partnership is set to respond to this need, by offering additional resources exclusively for institution-building, to promote a more structured medium term approach to institution-building in core institutions and a closer link between political/reform dialogue and progress in institutionbuilding. All Moldovan ministries and selected other institutions of the CPA have elaborated so called Strategic Development Programs (SDPs) that contain plans of how they will meet the requirements of

4 administrative capacity for European integration and wider PAR. In a way, the SDPs are sectorial PAR strategies. Through the MDTF the State Chancellery has also commissioned the work to undertake review of the existing civil service training system and preparation of the new Civil Service Training Program for the Medium Term, the document is still under review and this project should contribute to its improvement and its implementation. One of the recommendations that came out of the functional review of the Government carried out in , was to establish the function of the State Secretary in the Central Public Administration institutions, as a tool for further delimitation of the political appointees in the Government (Ministers and Deputy Ministers) and enhancing the role of senior level career civil servants. This recommendation has been based on the existing practice in OECD countries, and justified by the need to provide professional backstopping to the political appointees, to ensure the continuity in the management of the institutions and sustain the institutional memory in their activity. The recommendation was pending implementation until May 2012, when the Draft Law on the Specialized Central Public Administration has been submitted by the Government to the Parliament for consideration and adoption. Article 13 Secretary of State of the Law describes the procedure for the appointment, role, and the functional responsibilities of the Secretary of State. It stipulates that the Secretary of State is a top level civil service manager that is being appointed on the criteria of the professionalism in accordance with the Law No.158-XVI from 4 July 2008 On the public function and the status of the civil servant. The State Secretary ensures the functional links between the leadership of the ministry and the civil servants cadre, as well as between the internal sub-divisions of the institution. The main responsibilities of the Secretary of State are listed as the following: elaboration of the quality Ministry s programs and plans; elaboration of the methods to achieve the strategic objectives of the Ministry; coordination of the activities of the Ministry s structural units; maintaining of the functional links between the Minister, Ministry and subordinated institutions; ensuring monitoring, evaluation and reporting on the implementation of the strategic objectives; ensuring drafting of legal acts and their implementation; etc. According to the current legislation, the first wave of the State Secretaries might be selected not only from the current civil service cadre, but also from outside of civil service in order to ensure that midcareer talent with appropriate education and language skills, as well as with a diverse experience, including in the private sector or in international organizations is recruited. According to the conclusions of the Peer Review of the current public employment legal framework, carried out by SIGMA in , the new Civil Service Law (CSL) represents a major departure from the previous public employment system. Nevertheless, the Peer Review acknowledges that the instrumental capacity of the CSL to build a new/european civil service system is still limited. The implementation faces mainly the following constraints: - The CSL purports to respect the merit principle in recruitment and promotion, but it is not practiced as legally intended throughout the civil service;

5 - The central management capacity for civil service, i.e. the Department of Personnel Policy (from 1 January 2013: the Department of State Administration Reform) lacks the staff and legal powers to set homogeneous managerial standards across the civil service system; - Introduction of performance appraisal has been faced with difficulties, mainly due to lack of skills of managers to set objectives and to measure the achievement of these; - Devious use of restructuring, e.g. as an instrument of patronage; - Unattractive and insufficient training and development policy; - Dysfunctional salary scheme for civil servants. 3.2 Linked activities (other international and national initiatives): UNDP and Swedish Government had provided technical assistance that addressed initial PAR management capacity building support, and implementation of the first phases of the horizontal functional review and related analyses of the governance system, e.g., the analysis of the civil service system, the analysis of the decision-making system, etc. Substantial progress has been achieved in development of a merit based civil service. The new Law on Public Office and Status of Civil Servant, drafted in line with the EU good practice, was adopted in July 2008 and became effective as of January 1, Implementing Government regulations on competitive selection, performance appraisal, probation period, preparation of job descriptions, recruitment, etc. have been approved and being implemented. In total, seven new human resource (HR) management procedures have been introduced. SIGMA programme is currently supporting a project in the field of Central Public Administration and administrative legal framework. 3.3 Results: 1. Legal framework of Civil Service Modernization adapted and institutional capacity building strengthened in line with EU best practices 2. Civil Service Training Program at national level (for both central and local public authorities) is effectively planned, coordinated and implemented as well as review mechanisms developed 3. Human Resources experts' network developed and capabilities upgraded 4. Strengthened the specific capacities of top level management (state secretaries) 3.4 Activities: The project will be officially opened at a Kick-off conference and ended with a Closure event. Both activities are not linked to any component and are required in order to raise awareness about the EU-funding and also about the state of play regarding the sector. Kick-off and Closure events will be organized with the participation of EU Delegation, representatives from Beneficiary and Member State administrations. Media presence will be required in order to ensure compliance with the

6 communication and visibility requirements. The list of activities is indicative as well as the proposal of resources to be allocated. Component 1 Legal framework of Civil Service Modernization adapted and institutional capacity building strengthened in line with EU best practices Activity 1.1 Assessment of current legal framework involving Human Resources Management and Civil Service career path at Central Level. This activity will contribute to dimension the weak points and needs for legal changes in order to adapt both systems at Central level with EU best practices. MS inputs: 2 experts, 2 missions, 10 wd each Activity 1.2 Assessment of current legal framework involving Human Resources Management and Civil Service career path at subnational level. This activity will contribute to dimension the weak points and needs for legal changes in order to adapt both systems at local level with EU best practices. MS Inputs: 2 experts, 2 missions, 10 wd each, local transport Activity 1.3 Study visits to Member State on coordination mechanisms between administrations on the subject of Civil Service Modernization. This activity will bring a team of 14 representatives from relevant stakeholders from Moldova, led by State Chancellery, to a EU Member State in order to see, in situ, coordination mechanisms regarding Civil Service Modernization. Inputs: 14 plane tickets, 5 days duration Activity 1.4 Raising awareness among administrations and improved coordination mechanisms on Civil Service Modernization This activity will take the form of a workshop where experts from MS will contribute to the discussion on the subject of the coordination mechanisms between relevant stakeholders. The seminar will contribute to share the findings from the two first assessments as well as the BC officials will disseminate the experiences from Study Visit 1.3. MS Inputs: 4 experts, 1 mission 5 wd, training materials Activity 1.5 Drafting of necessary legislation for adaptation to EU best practices in the field of Civil Service Modernization

7 The conclusions from previous activities under Component 1 will lead to the preparation of necessary legal changes. This activity will take the form of expert mission. To improve rules and methodologies for HR policy, including consultations and impact assessment. MS Inputs: 4 experts, 4 missions, 10 wd each mission Activity 1.6 Improving of monitoring mechanisms capacities of Human Recourses Units for central and local public administration of the implementation of the Civil Service Modernization These activities will follow the aim at upgrading a monitoring mechanism and instruments for the Civil Service Modernization that will contribute to the proper steering of the process by HR Units from Public Administration, including via Public Functions and Civil Servants Register. MS Inputs: 1 expert, 1 mission, 5 wd., local transport and training materials Activity 1.7 Capacity building of Human Resources Units This activity will contain a series of 12 workshops (1 day each) with HR Units dedicated to implement in the best way the personnel procedures. This activity will contribute to the strengthening of the regular meetings of the network of HR units on a quarterly basis and should be the main forum of discussion among institutions. MS Inputs: 4 experts, 4 working days each, training materials 1.8. Study visits to EU member States on improving capacities on monitoring mechanism in Public Administration This activity will contribute to bring 2 teams of 8 HR specialists to see in situ the methodologies used in order to monitor the implementation of legislation on civil service. MS Inputs: 16 plane tickets, 5 days each 1.9 Capacity building of correspondents in local authorities This activity will be a series of 4 seminars that will cover the needs identified regarding the local administration in terms of Human Resources Management. The workshops can be delivered in different parts of the country in order to facilitate the participation. MS Inputs: 4 experts, 5 days each, local transportation, training materials. Component 2 Civil Service Training Program at national level (for both central and local public authorities) is effectively planned, coordinated and implemented as well as review mechanisms developed

8 Activity 2.1 Review and finalization of Civil Service Training Program This activity is aimed at revising and finalizing the current state regarding Civil Service Training Program. MS Inputs: 2 experts, 2 missions, 5 wd each Activity 2.2 Assessment of the implementation of Civil Service Training Program at Central Level led by State Chancellery This activity is aimed at revising the current state of play regarding Civil Service Training Program/plans at Central Level. MS Inputs: 2 experts, 2 missions, 5 wd each Activity 2.3 Assessment of the implementation of Civil Service Training Program/plans by local administration level This activity is aimed at assessing the state of play regarding regional and local administration (when possible) in order to contribute to an overall vision over the Civil Service Training Program/plans. MS Inputs: 2 experts, 2 missions, 5 wd each, local transport and training materials Activity 2.4 Capacity building for upgrading capacities of relevant stakeholders on Civil Service (including Human Resources Management and Civil Service Training Plans) There will be two workshops on Civil Service that will contribute to build up capacities among relevant stakeholders. MS Inputs: 2 experts, 2 missions, 5 wd each, training materials and local transport Activity 2.5 Study Visits to EU Member State on Civil Service Training institutions and methodologies used to design and implement training plans This activity will contribute to bring 2 teams of 7 representatives from BC to EU MS in order to see in situ the methodologies used in order to prepare, monitor and implement Civil Service Training Program/Plans. Inputs: 14 plane tickets, 14 participants, 5 days

9 Activity 2.6 Drafting of relevant internal regulation for the implementation of Civil Service Training plans and coordination mechanisms This mission will take the form of an expert mission and it will assist to the drafting of necessary legislation for effective implementation of Civil Service Training plans. MS Inputs: 2 experts, 1 mission, 10 wd. Activity 2.7 Drafting of a White Book on Civil Service Training methodology to be adopted by relevant authorities This activity will consist on the preparation of a compendium of best practices (White book) in the field of Civil Service Training methodology containing also possibilities for further improvement as well as potential obstacles. MS Inputs: 1 expert, 2 missions, 20 wd Activity 2.8 Workshop on White Book on Civil Service Training methodology and best practice for stakeholders This activity will present the White book and it will disseminate its findings and conclusions to the relevant stakeholders. MS Inputs: 1 expert, 1 mission, 5 wd, training materials. Activity 2.9 Assessment of the current curricula training plans This activity will compile all relevant information linked to Civil Service in order to offer an outlook on the current curricula training plans country-wide, including central and local levels. MS Inputs: 2 experts, 2 missions, 10 wd each, local transport Activity 2.10 Rights based approach assessment in Public Administration (e.g. Human Rights, gender and non-discrimination policies among other others) This activity will analyze the current curricula training plans in the light of the rights based approach in Public Administration in order to ensure compatibility between constitutional values and training paths for Civil Servants. MS Inputs: 1 expert, 1 mission, 5 wd Activity 2.11 Drafting of a classification plan of curricula according to the needs of the Central Public Administration staff and local administrations

10 This activity is aimed at mapping the diversity of curricula according to the different professional profiles that can be found inside the Civil Service. It will take the form of an expert mission and it will contribute to synthetizing the findings of activities 2.2 and 2.3 in order to fix a classification of curricula and relevant content. MS Inputs: 2 experts, 2 missions, 10 wd each Activity 2.12 Drafting of review system methodology for training curricula based on national classification This activity aims at, in the light of activity 2.2, contributing to draft a review system for an effective methodology when revising the curricula paths. MS Input: 2 experts, 1 mission, 10 wd each Activity 2.13 Capacity building on review mechanisms of curricula training plans for relevant stakeholders This activity aims at disseminating, among relevant stakeholders, the review mechanism proposed in activity 2.12 and to ensure consensus among when implementing. MS Input: 2 experts, 1 mission, 5 wd each, training materials Component 3 Human Resources experts network developed and capabilities upgraded Activity 3.1 Expert mission on preparation of Human Resources experts network The aim of this activity is to help the State Chancellery, the HR Units and other relevant administrations to select an appropriate methodology for establishing of a network of HR experts. These HR experts will be the reference in their respective institutions. MS Inputs: 2 experts, 1 mission, 10 wd Activity 3.2 Train of Trainers workshops The aim of this activity is to enhance the capabilities of the Human Resources experts in order to become Trainers, capable, in the future, of providing training session in their institutions in a broad range of subjects related to their area of expertise, in line with the main ones identified in Component 2 regarding Curricula. It will take the form of three workshops. MS Inputs: 2 experts, 3 missions, 5 wd each, training materials

11 Activity 3.3 Workshop on strategic planning for HR experts This activity is aimed at strengthening the capabilities of HR experts in the field of strategic planning (budget, human resources, etc.). MS Inputs: 2 experts, 1 mission, 5 wd, training materials. Activity 3.4 Workshop on Human Resources Management for HR experts This activity is aimed at improving the knowledge on the particularities of the Human Resources Management processes. MS Inputs: 2 experts, 1 mission, 5 wd, training materials. Activity 3.5 Raising awareness activity on ethics and integrity for HR experts This activity will contain a series of two workshops in the field of ethics and integrity in order to raise awareness on that issue and provide inputs for preparing Curricula and Training paths. MS Inputs: 2 experts, 2 missions, 10 wd each, training materials. Activity 3.6 Workshop on e-governance tools and Public Administration for HR experts This activity will contain a series of two workshops in the field of e-governance in order to raise awareness on that issue when preparing Curricula and Training paths and implementation of Public Functions and Civil Servants Register. MS Input: 2 experts, 1 mission, 10 wd, training materials. Activity 3.7 Capacity building on public internal control mechanisms. Public internal control mechanisms are usually not very well understood by the civil servants which are not directly executing payments in the administration but all members of the institution must be aware of them. This activity will contain two workshops in the field of public internal control mechanisms in order to raise awareness on that issue when preparing Curricula and Training paths. MS Inputs: 2 experts, 2 missions, 5 wd each, training materials. Component 4 Top level management (State Secretaries) capabilities upgraded Activity 4.1 Capacity building on Human Resources Management and Public Internal Control systems for State Secretaries

12 Two workshops specifically targeted to State Secretaries on various elements linked with HRM and Public Finance control mechanisms, decision-making, strategic planning. MS Inputs: 2 experts, 2 missions, 5 wd each, training materials. Activity 4.2 Capacity building on coordination mechanisms for State Secretaries Workshop dedicated to disseminate findings from other components applied to the coordination mechanisms among State Secretaries in order to ensure a proper management of the resources. MS Inputs: 2 experts, 2 missions, 5 wd each, training materials. Activity 4.3 Raising awareness activity on rights based approach for Public Administration (e.g. Human Rights, gender and non-discrimination policies) Workshop on rights based approach for Public Administration in order to ensure compatibility between constitutional values and training paths for Civil Servants. MS Inputs: 2 experts, 1 mission, 5 wd each, training materials. Activity 4.4 Study visit to EU Member State on top level management (equivalent to State Secretaries) in line with EU best practices for professional and transparent Public Administration Study visit for all the team of State Secretaries to an EU Member State in order to see in situ best practices regarding coordination mechanisms and how to ensure meritocratic and professional Public Administration. Inputs: 17 tickets, 17 BC participants, 5 days Activity 4.5 Workshop on EU best practices for professional and transparent Public Administration for top level management (equivalent to State Secretaries) This activity will disseminate the results of the study visit and will produce a final document that will summarize a common understanding by State Secretaries on the subject of the study visit and the workshop. Inputs: 2 experts, 1 mission, 5 wd each, training materials. 3.5 Means/ Input from the MS Partner Administration: Profile and tasks of the Project Leader

13 University degree/education in the field of Political Sciences, Public Administration, Economics, Law or related field; At least 12 years of experience in a EU Member Public Administration; At least 7 years of specific experience in the field of Civil Service Reform in a EU Member State Public Administration; Senior civil servant or equivalent staff of a MS institution in a position which would enable him/her to fulfil and complete the tasks associated with the Project Leader role; Specific experience in project management with focus on EU funded projects and in particular twinning would be an advantage; Very good command of written and spoken English; Strong leadership and problem solving skills. The Project Leader is responsible to coordinate the activities, disseminate project information among stakeholders, take part in discussions with high level officials, present and defend project input and expected outputs, manage the project team, prepare project management reports, help overcome project related problems, and assist the RTA for continuous development of project initiatives. The PL will be expected to devote a minimum of 3 days per month to the project in his/her home administration. In addition, he/she will coordinate, from the MS side, the Project Steering Committee (PSC), which will meet in Moldova every three months. Project Leader Tasks: Overall coordination, guidance and monitoring of the project; Preparation of project progress reports together with BC Project Leader and with support of RTA; Timely achievement of the project results; Co-chairing of project steering committees; Provision of legal and technical advice and analysis whenever needed Profile and tasks of the RTA The Resident Twinning Advisor (RTA) will be based in Moldova to provide full-time input and advice to the project for the entire duration of the project. RTA Profile: University degree/education in Political Sciences, Public Administration, Economics, Law or related field; At least 5 years of experience in Civil Service Reform in EU Member State Public Administration; Specific professional experience in Human Resources Management and Public Administration Reform; Recent experience in a senior position in an institution responsible for Civil Service in an EU MS would be an asset; Experience in project management would be an asset; Strong initiative, analytical and team working skills; Excellent communication skills, with fluency in written and spoken English;

14 Knowledge of Romanian and/or Russian language would be an asset. RTA Tasks: To manage the day-to-day coordination and progress of activities of the project; To provide technical inputs in project implementation:; To liaise with the BC Project Leader and RTA counterpart; To report to the MS Project Leader. The RTA assistant will be recruited and funded by the project. He/she will be working together with the RTA the whole duration of the project. The RTA assistant will provide logistical and administrative support. The RTA assistant should also preferably handle technical translation and interpretation services for the RTA to facilitate the implementation of the Twinning project activities and assist in the preparation of working documents, organization of seminars and training among other activities. The profile of the RTA assistant will be specified by the RTA and the RTA-Counterpart following the provisions of the Twinning Manual Profile and tasks of the short-term experts The Project will require a number of short-term experts in order to cover the full range of specialised expertise required. These will be suitably qualified and capable of providing the necessary skills and experience according to the activities mentioned above. STE Profiles - general experience: A university degree in a relevant subject or equivalent professional experience; A minimum of three years of experience in Public Administration Reform will be required; An excellent command of written and spoken English; Knowledge of Romanian and/or Russian language would be an asset. STE Profiles - specific experience (indicative list) Human Resources Management in Public Administration Civil Service Training Public finance control Ethics and integrity Rights based approach in Public Administration E-Governance STE Tasks: To provide technical inputs in specific areas of project implementation of the activities listed in the twinning fiche, including organisation of workshops, training, coaching, drafting of methodological and relevant hand-out materials as per the terms of reference provided by the RTA prior to each mission; To liaise with the RTA, the RTA counterpart and beneficiary component leader; To report to the RTA.

15 4. Institutional Framework 1) State Chancellery of the Republic of Moldova, Central Public Administration Reform Division is the main body responsible for the public policy coordination; the promotion and implementation of the state policy-making process in the field of civil service, in particular human resources management. 2) Academy of Public Administration is an educational institution under the Government; State Chancellery coordinates its activity. The mission of APA is to train staff from civil service: develop curricula and delivery training programs. 3) Line ministries - are ensuring the management of the public function and civil servants. 4) Human Resources Units from both central and local public authorities have an important competence in achieving the strategic objectives of the authority by promoting and implementing effective human resources management. Management of the civil servants from public authorities is organized and carried out by the head of the public authority through the medium of human resource unit. 5. Budget The maximum budget will be EUR Implementation Arrangements 6.1 The Contracting Authority responsible for tendering, contracting and accounting is the Delegation of the European Union to Moldova. The person in charge of this project is: Mr Jordi Rodríguez Ruiz EU Delegation Operations Section 12 Kogalniceanu, MD 2001 Chisinau PAO Ms Tatiana MOLCEAN Head of Division for Economic and Sector Cooperation with EU Department for European Integration Ministry of Foreign Affairs and European Integration of the Republic of Moldova 31 August 1989 str., nr. 80, MD-2012 Chisinau 6.2 Main counterpart in the BC, including contact person and contact details. Also include RTA counterpart and the BC Project leader Beneficiary Country Project Leader: Roman CAZAN, Deputy Secretary General of the Government State Chancellery, Government House (GoM Building) 1, Piata Marii Adunari Nationale, MD 2001 RTA Counterpart

16 Tamara GHEORGHIŢA, Head, Central Public Administration Reform Division, State Chancellery, Government House (GoM Building) 1, Piata Marii Adunari Nationale. MD Contracts There will be one single Twinning contract. 7. Implementation Schedule (indicative) 7.1 Launching of the call for proposals (Date) August Start of project activities (Date) March-April Project completion (Date) March-April Duration of the execution period (number of months) Sustainability Given the goals of the National Development Strategy of the Republic of Moldova and cooperation agreements present and future between the EU and Moldova, the sustainability of project results will be ensured by the Public Administration Reform roadmap agreed and implemented by the Government of Moldova. State Chancellery will publish the relevant training materials on their website in order to ensure the sustainability of the project. 9. Crosscutting issues (equal opportunity, environment, etc ) Each Twinning partner is required to comply with the equal opportunities requirements of the European Union. The principle of equal opportunity will be integrated into all stages of the project implementation. Indeed, given the nature of the current Twinning project, cross-cutting issues will be introduced in the design of the curricula of the staff belonging to the Civil Service of the Republic of Moldova. 10. Conditionality and sequencing The current project shall contribute to the implementation of the Public Administration Reform roadmap in order to contribute effectively to the reform agenda of the Government of Moldova in the field of Civil Service. Top level management officials (State Secretaries) shall be nominated before starting date of activities of Component 4.

17 ANNEXES TO PROJECT FICHE 1. Logical framework matrix in standard format (compulsory) Twinning Project: Support to the Civil Service Modernization in the Republic of Moldova in line with EU best practices Name and number of the program: ENPI/2011/ Framework Programme in support of EU-Republic of Moldova agreements (AAP 2011) Contractual period expires at: Payment period expires at: 06/03/2015 Total Budget: EUR 06/03/2022 Contribution: General Objective Objectively verifiable indicators (OVI) To contribute to the strengthening of the capacities of civil servants in Republic of Moldova, according the standards of the EU, by improving the quality of the training and other professional development activities. Sources of verification The assessment of EC The project purpose Objectively verifiable indicators Source of verification Assumptions To support the strengthening of the institutional capacity of the State Chancellery, relevant Human Resources Units and State Secretaries based on the European Union Member States relevant recommendations for the consolidation of training systems At least 80% of Central Public Authorities have Training plans defined on yearly basis. Line ministries at Central level allocate, at least, 2 % of the payroll of Civil Servants, for training.(law 158/2008 states Final report of the project State Budget law Institutional structures and organizational arrangements for implementation of Public Administration Reform roadmap are implemented and functioning

18 for civil servants taking into account EU experience in this field that it must be allocated at least 2% of the payroll). Results Objectively verifiable indicators Source of verification Assumptions 1. Legal framework of Civil Service Modernization adapted and institutional capacity building strengthened in line with EU best practices Updated coordination mechanism on Civil Service Modernization. Upgraded monitoring mechanism for Civil Service Modernization. At least 15 line ministries at central level and at least 30 representatives from local administration participate effectively in coordination structure. Official monitor of the Republic of Moldova The Government of Moldova follows the strategic plans defined at the beginning of the project. The financial and human resources at the disposal of the Public Administration of Moldova remain stable. HR Units network from central level meets 4 times per year, from local level 2 times per year. 2. Civil Service Training Program at national level (for both central and local public authorities) is effectively planned, coordinated and implemented as well as review mechanisms developed At least 15 Curricula training plans have been produced. Review mechanism for curricula implemented.

19 3. Human Resources experts network developed and capabilities upgraded At least 50 HR experts have been trained. HR expert network from central level meets 4 times per year, from local level 2 times per year. At least 30 HR expert are certified Train of Trainers. 4 Top level management (State Secretaries) capabilities upgraded All State Secretaries are trained. 2. List of relevant Laws and Regulations List of normative acts (Republic of Moldova) No. Title act Type and number of act 1. Law on Public Function and Statute of Civil Servant Law No. 158 of 04 July Regulation on public service employment through competition Government Decision No. 201 of 11

20 March Regulation on probation period for junior civil servant Government Decision No. 201 of 11 March Structure - type of the job description and the Methodology on the development, coordination and approval of job descriptions Government Decision No. 386 of 25 June Rules for civil servants with part-time jobs Government Decision No.512 of 17 August The standard form of the staffing and the Methodology on completion and approval of the personnel list 7. On filling a written commitment by the civil servant on civil service activity after graduating from the professional development courses Government Decision No.518 of 17 August 2009 Government Decision No.822 of 14 December Regulation on discipline committee Government Decision No.519 of 22 June Regulation on performance appraisal of civil servants Government Decision No. 697 of 5 August Framework Regulation of HR unit within the public authority Government Decision No.1130 of 15 December Regulation on continuing professional development of civil servants Government Decision No. 231 of 13 April The Law on approval of the Single Classifier of civil service Law No.155 of July 21, 2011

21 positions 13. On the implementation of some legislative acts Government Decision No of 26 December Law on civil service pay system Law No. 48 of March 22, On the remuneration of civil servants Government Decision No.331 of 28 May Law on specialized central public administration Law No.98 of May 4, To approve the Regulation on collective performance appraisal Government Decision No. 94 of 1 February Instruction on the public official's personal file management Government Decision No.647 of 28 August On the creation and management of the government portal on civil service positions whose filling the public authorities organize competition Government Decision No of December 16, Law on professional integrity testing Law No. 325 of December 23, To approve the Regulation on organization and functioning of the automated information system Register of public functions and civil servants 22. Regarding the establishment of the Commission for organization and carrying out the appointment of the top management civil service positions Government Decision No. 106 of 11 February 2014 Government Decision No. 154 of 28 February 2014

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