Swiss Cooperation Strategy

Swiss Cooperation StrategyBosnia and Herzegovina 2013 – 2016

Cooperation Strategy_ENG.indd 1 4/3/2013 12:47:50 PM


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Foreword

The Western Balkan region is ranked high on the Swiss foreign policy agenda. Vibrant economic rela-tions, security, stability, migration and European inte-gration are Switzerland’s key concerns and interests.

Since the early 1990s, Switzerland has been support-ing transition processes in Bosnia and Herzegovina (BiH) and has developed a trusted partnership based on mutual interests. Close ties between the two countries are best documented by a sizeable Bos-nian Diaspora living in Switzerland which represents a promising potential for addressing a wide range of migration and development related topics. The new Cooperation Strategy 2013-2016 is rooted in the spirit of the agreements on cooperation between the Gov-ernments of Switzerland and BiH, and was developed by the Swiss Agency for Development and Coopera-tion (SDC) as well as the State Secretariat for Economic Affairs (SECO), in close consultation with Bosnian gov-ernmental offices and partners, including civil society. The Cooperation Strategy represents a strong com-mitment to continue supporting the economic, social and political transition processes in BiH, building on Switzerland’s long-term presence in the country and on earlier achievements. Over the years, Swiss-Bosnian Cooperation has grown. Today Switzerland is the sixth largest development partner in BiH.

BiH has achieved progress in political and macroeco-nomic stability as well as in social peace. The goal of the Swiss Cooperation is to support the country on addressing remaining challenges in alignment with the priorities as defined by the Government of BiH for specific sectors. It focuses on three thematic do-mains: Economy & Employment, Local Governance & Municipal Services and Health. Switzerland has rel-evant expertise in all three domains and is confident

that it can make an effective contribution to the fur-ther development of BiH.

The foreseen financial commitments for the period 2013-2016 amount to 79 million Swiss Francs.

The present document first provides an overview on recent political and economic trends as well as on the general development cooperation. It then discusses the rationale for the Swiss-Bosnian Cooperation be-fore assessing the achievements and experiences of past interventions. From this, it draws implications for the new Cooperation Strategy 2013-2016, fol-lowed by an outline of the priorities and objectives for the upcoming period. It concludes with informa-tion about programme management, monitoring and steering.

Key actors on the Swiss side are the Swiss Agency for Development and Cooperation (SDC) and the State Secretariat for Economic Affairs (SECO), represented by the Cooperation Office of the Swiss Embassy in Sarajevo, which is responsible for programme man-agement and coordination. Both agencies will closely cooperate and coordinate for the implementation of their respective parts in the frame of the Cooperation Strategy.

In 2014, Switzerland will chair the Organisation for Security and Cooperation in Europe (OSCE). In this role, Switzerland will further engage in seeking so-lutions to regional security challenges and will also continue to support OSCE programmes in the West-ern Balkans region.

We are confident that the goals set out in the present strategy are particularly relevant to the sustainable development of BiH and the well-being of its people.

Berne, November 2012

Swiss Agency for Development and Cooperation (SDC)

Martin Dahinden Director-General

Swiss State Secretariat for Economic Affairs (SECO)

Marie-Gabrielle Ineichen-Fleisch State Secretary


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List of Abbreviations

ACM Association of Cities and Municipalities

BiH Bosnia and Herzegovina

BSP Business Support Provider

CDS Country Development Strategy

CHF Swiss Frank

CS Cooperation Strategy

DLG Decentralisation and Local Governance

EU European Union

EUR Euro

FBiH Federation of Bosnia an Herzegovina

FL Principality of Liechtensetin

FNA Foreign National Act

FOM Swiss Federal Office for Migration

GDP Gross Domestic Product

GIZ Gesellschaft für Internationale Zusammenarbeit/German Agency for International Cooperation

HSD Swiss Human Security Division

KfW Kreditanstalt für Wiederaufbau/German Promotional Bank

LG Local Government

MERV Monitoring of Development Relevant Changes

MH Mental Health

MZ Local Community

OSCE Organization for Security and Cooperation in Europe

PES Public Employment Service

PHC Primary Health Care

RS Republika Srpska

SCO Swiss Cooperation Office

SDC Swiss Agency for Development and Cooperation

SECO Swiss State Secretariat for Economic Affairs

SEP Swiss Expert Pool for Civilian Peace Building

SIDA Swedish International Development Cooperation Agency

SME Small and Medium Size Enterprise

UNDP United Nations’ Development Programme

UNICEF United Nations Children’s Fund

USA United States of America

USAID USA Agency for International Development

USD United States Dollar

WEF World Economic Forum

WHO World Health Organisation


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Table of Contents

Foreword ....................................................................................................................................................3

List of Abbreviations ...................................................................................................................................4

Contents .....................................................................................................................................................5

Executive Summary .....................................................................................................................................6

1 Context ..................................................................................................................................................7

Political Development ..........................................................................................................................7

Economic Development ......................................................................................................................8

Social Development ............................................................................................................................9

2 Swiss Foreign Policy Objectives on Cooperation with Bosnia an Herzegovina .............................10

3 Past Achievements and Experiences .................................................................................................11

Rule of Law and Democracy ..............................................................................................................11

Municipal Infrastructure ...................................................................................................................12

Economy and Employment ................................................................................................................12

Health Care ......................................................................................................................................13

4 Implications for the Cooperation Strategy 2013 – 2016 ..................................................................14

5 Priorities of the Cooperation Strategy 2013 – 2016 .........................................................................15

Overall Goal ......................................................................................................................................15

Local Governance & Municipal Services Domain ................................................................................15

Economy & Employment Domain ......................................................................................................16

Health Domain ..................................................................................................................................17

Special Programme Migration Partnership .........................................................................................17

Other Programme Elements ..............................................................................................................18

6 Programme Implementation and Management ...............................................................................19

Synergies between Domains of Intervention ......................................................................................19

Synergies between Swiss Actors .......................................................................................................19

Regional Cooperation .......................................................................................................................19

Cross-cutting Themes .......................................................................................................................19

Aid Modalities ...................................................................................................................................20

Resources ........................................................................................................................................20

7 Programme Monitoring ......................................................................................................................21

Annex1 SwissCooperationStrategyBiH2013-2016ataGlance ..................................................22

Annex2 AbstractontheSwissMigrationPartnershipStrategy fortheWesternBalkans2013-2015 .................................................................................23

Annex3 CooperationStrategyMonitoringTool .............................................................................24

Annex4 ResultsFrameworkoftheSwissCooperationStrategy forBosniaandHerzegovina2013-2016 ............................................................................26

Annex5 MapofBosniaandHerzegovina .......................................................................................34


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Executive Summary

Bosnia and Herzegovina (BiH) has made important steps in its transition towards a democratic society and a functioning market oriented economy. Prog-ress is visible in basic reforms like the protection of human and minority rights, the promotion of gover-nance at all institutional levels and the upgrade of the judiciary system. European integration is the wish of the majority of BiH citizens who see it as the only way to prosperity and stability. The accession roadmap to the European Union (EU) will pave the way for estab-lishing a firm central state over the coming decade, meeting the required legislative standards, setting up rule of law and efficient governmental structures, as well as for enhancing economic growth and social welfare. Nevertheless, opposing political forces and interests, mainly between the two constituting enti-ties, the Federation of BiH and the Republika Srpska, will keep the transition process at a slow pace.

Switzerland is a close partner of Bosnia and Herze-govina since the declaration of the country’s indepen-dence in 1992. To date, peace promotion, humani-tarian aid, assistance to returnees, support to political reforms and socio-economic development have been the main lines of cooperation, jointly implemented by the Swiss Agency for Development and Coopera-tion (SDC), the State Secretariat for Economic Af-fairs (SECO), the Federal Office for Migration (FOM) and the Human Security Division (HSD). The positive results and the overall leverage of the Swiss pro-gramme in the sectors in which it has been active over the last four years – rule of law and democracy, municipal infrastructure, economy and employment, health care – have provided a solid base for contin-ued cooperation with BiH, while Swiss interventions also build upon well-established relations with key actors at all governmental levels, civil society, the pri-vate sector and other cooperation agencies (bilateral and multilateral).

The Swiss Cooperation Strategy (CS) 2013 – 2016 banks on validated achievements and lessons learnt from earlier investments, but it also heads towards new approaches and opportunities. The overall goal of the CS is to support the transition of BiH towards a socially inclusive market economy and a decentral-ised, democratic political system, with the longer-term perspective of accession to the EU.

SDC and SECO will focus their portfolio on three do-mains:

• Local Governance & Municipal Services – While adopting a coherent approach at the level of the municipalities where inclusive and citizen-orient-ed development will be promoted, interventions in this domain will also support the decentrali-sation process as well as the dialogue and co-operation between all governmental tiers. Local governance and municipal services will address the rehabilitation and the management of com-munal utilities, including water supply and sew-age disposal.

• Economy & Employment – This domain will address youth unemployment, notably by sup-porting labour market-oriented education and vocational training, creating adequate job op-portunities, and improving the performance of employment services for young adults. The Swiss programme will also engage in the crea-tion of favourable framework conditions for do-ing business and promoting competitive SMEs.

• Health – The programme will support the BiH authorities in providing cost-effective and good quality Primary Health Care (PHC) services, par-ticularly in the areas of community nursing and mental health where the specific needs of vul-nerable social groups will be addressed. Further-more, the PHC service users shall be enabled to express their needs and to hold providers to ac-count.

The established dialogue between BiH and Switzer-land in the frame of the Migration Partnership pro-gramme 2012-2015 will be continued and reinforced. Migration & Development will be a new field of inter-vention, which will aim at unlocking the potentials of migration for socio-economic development.

Swiss Cooperation will continue to promote equal opportunities for women and men to exercise their rights and participate in decision-making processes at all institutional and societal levels. Moreover, the principles of good governance are integrated in all Swiss-supported endeavours.

As regional cooperation is a crucial element to foster stability and tackle similar challenges in the countries of the Western Balkans, regional exchanges related to the priority domains of the CS will be encouraged.

The present Cooperation Strategy adheres to the plan of alignment to government strategies, comple-mentary with EU programmes, as well as of harmoni-sation with other donor agencies.


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1 Context

A complex institutional state architecture with two constituting entities, the Federation of BiH (FBiH) and the Republika Srpska (RS), and Brcko District, has been established in Bosnia and Herzegovina (BiH), based on the Dayton Peace Agreement (1995). This system was meant to be temporary, to pave the way towards establishing a united and democratic coun-try. To this purpose, a constitutional reform process was launched in 2005 to design a sustainable state system with clear roles and responsibilities of politi-cal and institutional actors.This process is still ongoing and has not produced evident results so far, mainly due to political deadlocks between the two entities. Substantial transition gaps persist, the country is bur-dened with heavy, inefficient and overly expensive governmental structures, the fiscal situation is tight, and the permanent budget deficits can only be cov-ered through international support.

The main driver of political and economic change in BiH is European integration, which is seen by the ma-jority of the citizens as a way to prosperity, as well as to political and institutional stability. But the state-building pace will remain slow and rather unpredict-able over the next four years. Persistent efforts by domestic key actors and by the international commu-nity will be required to further unlock the potentials for steady development towards a democratic state and prospering market economy.

Political Development

The actions of political representatives in BiH con-tinue to reflect a lack of common understanding and vision on the overall development of the country. The momentum for building a sustainable state-level rul-ing coalition, which was formed in February 2012 (16 months after national elections), seems to have vanished again due to ongoing disputes among the main forces (entities and key political parties). Thus political stability will most probably remain an issue in the mid to long-term perspective. Some progress is visible on a number of important state-building is-sues, such as the protection of human, minority and cultural rights, the establishment of rule of law, and the ongoing judiciary upgrade. However, the overall pace of reforms is – and is expected to remain – slow, as sensitive issues, in particular those related to post-war reconciliation, can only be addressed cautiously using a step by step approach.

The European Union (EU) regularly reports on signifi-cant delays in implementing the Stabilisation and As-sociation Agreement signed in 2008. The main time-lines of the respective roadmap have been delaced up to the present time. Nevertheless, the EU keeps its doors open to overcome the impasses, and BiH’s poli-ticians are called upon to press on with much needed reforms, mainly concerning public administration,


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economic framework conditions, the judicial system, anti-corruption, as well as civil, political and human rights. EU accession is widely seen as the major path to help deal with citizens’ needs for basic services, education and employment perspectives, along with setting the basis for sustainable socio-economic de-velopment, and also in addressing the improvement of infrastructure and environmental restoration.

BiH has stable bilateral relations with its neighbour-ing countries and is an active participant in various regional initiatives. It hosts the Secretariat of the Re-gional Cooperation Council, an intergovernmental platform to enhance development in South-Eastern Europe.

The development of local governance in BiH is driven by the perspective of European integration and is gov-erned by several strategies or laws established in line with relevant EU policies. Reforms of public finance management and of decentralised governance are presently ongoing. Progress is, however, hampered by differing (even opposing) visions as well as by dif-ferent starting conditions between the two entities. Whereas the RS can start reforms from a centralised position to establish direct links to municipalities, the FBiH has in the first place to clarify the role of the ten cantons within a functional cooperation scheme with the municipalities. Relations between the different administrative levels are often weakened by upward accountability of mayors towards their political par-ties, rather than their local councils or line ministries. Notwithstanding the difficulties imposed by the state structure, proactive actors within local governments, civil society organisations and citizens’ groups exist. They focus on the development of future-oriented change processes and they aim to serve the public interest of BiH’s population. They are therefore solid cooperation partners.

Economic Development

BiH’s economic situation has been affected by the global financial crisis and the political stalemate fol-lowing the elections in 2010. The country is currently on the brink of a recession. In the long term, the lack

of policy coherence, the limited harmonisation of eco-nomic framework conditions across the country and the under-utilised potential of human resources are the key obstacles for BiH’s economic development. Its decision-makers are challenged to work on a con-sistent vision, most probably towards a new growth model which is based on progressive diversification trends along gainful markets and value chains. Taking into consideration the inefficient and still unsustain-able use of natural resources (mainly in agriculture) as well as the low level of renewable energy schemes in BiH’s production systems, green economy principles (low carbon, resource efficiency and social inclusive-ness) will most likely need to be introduced into long-term oriented national development policies.

BiH’s prospects for progressing towards a functional market economy depends, among other matters, on the government’s success in stabilising public expendi-tures and in reallocating public resources towards in-vestments. At the same time, comprehensive policies to create a more favourable climate for private sector development are required. Cantonal and municipal governments, export promotion agencies as well as the private sector are not in a position to bring about deep and lasting changes if they are not supported by the governments at state and entity levels through a more active approach in promoting economic de-velopment. This also includes the mobilisation of in-centives provided in the frame of the EU accession process, and thus to orient BiH enterprises towards their best possible market perspectives in a period of escalating financial volatility in the EUR zone.

Unemployment, currently at the rate of almost 30%, is one of the greatest socio-economic challenges faced by BiH society and one of the key matters of concern for citizens across the country. Major observ-able problems in the labour market are a vacancy gap - a general lack of jobs; a skills gap, or the scarcity of employable skills among job seekers; and an informa-tion gap on existing opportunities due to a low level of communication between employers, employment service providers and job seekers. Labour market re-forms are slow as they require far-reaching political decisions in order to overhaul existing framework


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conditions. At almost 60%, BiH’s youth unemploy-ment rate is more than twice as high as the general rate (including all age groups). Around four fifths of unemployed Bosnian youth belong to the category of long-term unemployed, having been out-of-work job seekers for over a year. Young women without higher education are at the highest risk of being un-employed. Since young people lack a strong lobbying capacity for their concerns, the promotion of youth employment is currently not a prominent topic on the country’s political agenda.

Remittances from the Diaspora constitute an impor-tant economic factor – estimated at 13% of GDP. A sizeable Bosnian Diaspora is based in Switzerland – estimated at 68,000 persons, half of them with Swiss citizenship. This group has relevant potential for progress and cooperation in BiH. A more system-atic inclusion of the Diaspora into the country’s socio-economic development is on the agendas of BiH’s government and international cooperation agencies. Research related to this issue is currently being con-ducted and relevant policies are being elaborated.

Social Development

With regard to rising living costs, it may be forecast that the rate of extremely poor people (under the EUR 1.5 per day level) will reach 20% within the coming years, while close to 50% of the population already lives on the brink of poverty. Some progress can be expected in reforming the social protection system, as related legal frameworks have been ad-opted in both entities. But an effective implementa-tion of support programmes is hindered by important cuts in financial means. Investments into needed ba-sic service structures are consistently postponed and qualified human resources cannot be provided ad-equately. Social networks did not sufficiently recover after the war; in particular elderly people, female headed households and young families are facing considerable problems in managing their daily lives. The younger generation in particular views emigra-tion as an attractive option.

The health situation of BiH’s population has signifi-cantly deteriorated in the past decade due to the growing importance of non-communicable and chronic diseases, which account for nine in every ten deaths in the country. The prevalence of major behavioural risk factors among the population is a case for concern, including high rates of tobacco smoking, physical inactivity, overweight/obesity, and high blood pressure. BiH is one of the biggest health consumers in Europe relative to GDP – estimated at 11%. Due to persistent structural problems in the health system inherited from the past, in particular an overemphasis on expensive specialist and hos-pital care, funds are not always used in the most cost-effective way. Around 26% of the population, especially in rural areas, has very limited or no ac-cess at all to health care. Acknowledging the persist-ing challenges in the system, BiH’s authorities have embarked on a comprehensive sector reform aimed at strengthening primary health care. Reform gaps to be tackled in the years to come include insuffi-

cient quality and a low level of efficiency of care pro-vision, as well as evident inequalities in the access to adequate services. Gender equality mechanisms have been established at all levels of government in BiH. Nonetheless, a high degree of gender inequality persists in the social, economic, political and private spheres. The percentage of women with no educa-tion is three times higher than that of men (17% vs. 6%). Although women make up more than half of the total working age population, only 37% of em-ployed persons are women. Women are also highly under-represented in political life, particularly in deci-sion-making positions. The reasons for this situation are manifold. They include a patriarchal perception regarding the woman‘s roles in family and society, stereotypes about desirable occupations and profes-sions for men and women, and noticeable conserva-tive trends after the war. Significant efforts are still required to establish equal opportunities for women in all areas of life within BiH society.

The legal agenda for the protection of minority rights is basically established, but its implementation re-mains weak due to fragmented levels of competence across the different governmental tiers. Progress was observed in the application of the Decade of Roma Inclusion framework (2005-2015); important steps have been taken in schooling, housing and employ-ment. However, BiH still has to harmonise its con-stitution with the European Convention on Human Rights regarding discrimination of ethnic minority representatives in the country’s institutions – a crucial precondition for the EU accession process.


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2 Swiss Foreign Policy Objectives on Cooperation with Bosnia and Herzegovina

Switzerland has been a close partner of BiH since the declaration of the country’s independence in 1992. To date, peace promotion, humanitarian aid, assis-tance to returnees, support to political reforms and socio-economic development have been the main lines of cooperation.

The Swiss foreign policy objectives for the Western Balkan countries are to support the democratic and economic transition process towards European inte-gration, as well as to improve security and stability for citizens, with a specific emphasis on the inclusion of minorities and deprived social groups. These ob-jectives are reflected in the Message on Switzerland’s International Cooperation 2013–2016. They are de-signed to serve in the interests of both Switzerland and its partner countries.

A Memorandum of Understanding, signed in 2009, established the Migration Partnership between Swit-zerland and Bosnia and Herzegovina. Based on a regu-lar migration dialogue between the two governments, key migration issues as defined by the “Strategy Mi-gration Partnership Switzerland - Western Balkans 2012-2015” are regularly addressed (see Annex 1).

Switzerland will chair OSCE in 2014. The cooperation with the Western Balkan countries will represent a main focus of the chairmanship, and the establish-ment of a “Swiss Special Representative” to this re-gion is planned. The priorities of the Swiss Coopera-tion to BiH in this framework will be set in the fields of rule of law, constitutional reform (supporting posi-tive changes) and education.


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3 Past Achievements and Experiences

After the withdrawal of many international coopera-tion agencies over the past years, mainly due to geo-graphic concentration efforts, Switzerland – through the Swiss Agency for Development and Cooperation (SDC), the State Secretariat for Economic Affairs (SECO) and the Federal Office for Migration (FOM) – remains one of the most important bilateral donors in BiH (along with USA, Sweden, Germany and Nor-way). Switzerland is widely recognised as a “reliable broker” among national and international actors and perceived as a partner that proactively promotes local ownership.

Rule of Law and Democracy

Switzerland’s Cooperation has a successful history of generating and validating know-how on effective management of municipal services in BiH. The results are visible, e.g. in the delivery of safer drinking water, better public health care, and faster administrative procedures through the introduction of “one-stop shops” in community halls. Communication between communal authorities and institutions with the population has been fostered – between 2008 and 2012, about 1 million citizens have participated in the elaboration of municipal development plans and have taken proactive roles in decision-making within assemblies, commissions or project teams. These re-sults have led to opportunities for co-finance by oth-er cooperation agencies and national institutions. For example, in the period 2010-2012, an estimated EUR 40 million have been unlocked by the partner munici-palities of the Swiss-supported governance project in the water and environmental sectors in North-West-ern BiH, for the future development of services based on transparent strategic plans. The Swiss investment amounts to about CHF 3.5 million for the same time lap. A new methodology for integrated and inclusive planning in Local Governments (LGs) has been de-

signed and tested with 23 municipalities of different sizes participating in this endeavour. About 20% of BiH’s municipalities have now established develop-ment plans based on this scheme. It can be stated that municipalities which are capable of strategic planning clearly increase their performance at all lev-els, including in the mobilisation of investment funds. The governments of both entities validated the meth-odology as very effective, and recommended it for country-wide implementation. More emphasis is still required on the interaction between municipal, cantonal and entity institutions with the aim of sup-porting a well-focused decentralisation and genuine cooperation across these levels. The Associations of Cities and Municipalities (ACMs) can play a crucial role in these fields of action, although their capaci-ties need to be further strengthened. Furthermore, municipal planning is set to move towards very prac-tical steps in providing services to citizens, enhancing local development as well as in stimulating stronger involvement of the population in local political life, for example through increased participation in com-munal assemblies or in focused citizens’ groups.

Swiss-supported interventions have produced impor-tant first results in shaping capacities within specific domains of BiH’s justice system. Key functions of the High Judiciary and Prosecutorial Council have been redefined by providing relevant knowledge brought in by specialists of the Cantonal Prosecutor’s Office of Zürich, accompanied by a dedicated policy dialogue. Alternative measures for an adequate justice system for children in conflict with the law have been sup-ported in the framework of a joint project between UNICEF, SIDA and SDC, for example the installation of child-friendly rooms at police stations where spe-cially trained personnel can treat juvenile cases, as well as the formulation of an updated Juvenile Justice Strategy by an expert group.


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Municipal Infrastructure

Over the last years, Switzerland has been strongly involved in BiH with the rehabilitation of water and energy related infrastructure. Swiss Cooperation in-vested more than CHF 30 million into the rehabilita-tion of the hydropower plant in Jablanica. In 2011, after 15 years of support in introducing technical improvements and strengthening modern manage-ment capacities, an efficient and environmentally friendly power production unit was inaugurated.

The water supply system of Prijedor, a mid-size town in the RS, was upgraded with Swiss assistance, thus providing access to good-quality drinking water for over 90,000 citizens. Besides the modernisation and extension of the infrastructure, the management ca-pacities of the municipal water company have been strengthened, resulting in a well-structured, more sustainable and efficient service to consumers. This represents a good example of bringing corporate governance principles into a communal infrastruc-ture project.

Economy and Employment

Through targeted interventions in the fields of mu-nicipal competitiveness, corporate governance, ex-port promotion and microfinance, Swiss Cooperation supported BiH’s government in creating a more con-ducive business-enabling environment and facilitated the access of export-oriented companies to foreign markets. Two municipalities encompassing around 300,000 people were able to lower administrative barriers, thereby significantly reducing the costs of doing business in the private sector, resulting in an estimated USD 9 million annual savings for compa-nies. At the company level, corporate governance has seen tangible improvents in 25 enterprises, en-

abling them to raise additional finance. Furthermore, 36 companies in the sectors of wood processing, medical and aromatic plant production, as well as fruit and vegetable cultivation, have increased their access to foreign markets. Citizens of BiH have ben-efited from the introduction of financial counselling services, which help over-indebted households and micro businesses to deal with economic problems.

Swiss Cooperation entered the field of youth em-ployability under the previous cooperation strategy (2008-2012) with the aim of making a significant contribution against the significant level of unem-ployment among young adults in BiH. With hind-sight, it needs to be acknowledged that this goal was too ambitious for a project with the duration of just four years. Important achievements were never-theless observable, such as the introduction of suc-cessful cooperation between private employment agencies and the Public Employment Services (PES). A similar concept was applied in the field of adult and non-formal education, where Swiss Cooperation has promoted closer collaboration between employ-ers and training providers, with a view to increasing the market orientation of skills development services. Swiss Cooperation has also helped the PES in both entities to set up new job-search and skills devel-opment services, targeting long-term unemployed youth - the so-called Job Clubs. Despite adverse ex-ternal developments, especially the global financial crisis, almost 1,700 young people (18-30 years of age) found employment thanks to Swiss support. Ex-periences gained in the area of youth employment so far underline the need for a more systematic ap-proach, addressing the demand and supply-side of the labour market, the matching process between the two, as well as relevant framework conditions, if tangible and lasting results are to be achieved.


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Health Care

During the last decade, Switzerland has supported the BiH authorities in reforming the health system and making Primary Health Care (PHC) its corner-stone. A family medicine model has been developed and rolled out, comprising more than 30% of the country’s population. Special emphasis was given to around 100,000 people representing the most vul-nerable groups – mainly elderly people, women and youth in rural areas – through the introduction of community nursing services.

An additional 300,000 people received direct access to new services in their communities, like home care for terminally ill patients, assistance for the reduction of alcohol consumption and smoking cessation, and ad-olescent reproductive health care. More than 12,000 doctors and nurses, working in 161 family medicine centres, have benefited from improved working con-ditions, enabling them to substantially improve the scope and quality of their service provision.

Switzerland has also supported the development of community-based mental health care delivered by PHC centres. It has contributed to the improvement of the legal and regulatory framework for the provision of specialised services and the respect of the human rights of persons with mental disorders. Multidisci-

plinary teams of 64 mental health centres, covering the entire territory of BiH, were able to increase their services. Moreover, the capacities of 26 users’ associa-tions across the country were enhanced to actively par-ticipate in the development of mental health policies.

As a result of its past successful support to the PHC reform, Swiss Cooperation has established a close partnership with the health authorities in both enti-ties. Thanks to its position as the only bilateral donor in the health sector, Switzerland is one of the key partners of the governments in shaping health re-form agendas and related implementation processes. Past experiences in the health sector indicate that more attention should be devoted to strengthening the overall governance of the PHC system in order to ensure the effectiveness and sustainability of the changes that have been introduced.

Citizens’ health literacy and their demand for great-er accountability from care providers needs to be strengthened, while the responsiveness of care pro-viders to users’ needs are to be improved. Moreover, given the high and rising burden of non-communi-cable diseases, increased efforts should be put into improving the country’s capacities to appropriately respond to this tremendous challenge.


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4 Implications for the Cooperation Strategy 2013 – 2016

BiH has still a long way to go towards European in-tegration, and critical transition gaps persist in the main areas of reform. Past experiences and achieved results confirm that Switzerland should stay engaged in those sectors where it has been active in the last four years, building upon the relations established over time with key actors.

Capitalising on the lessons learned from earlier in-terventions, Switzerland will aim to pursue more sys-temic approaches, working with stakeholders from the public and private sectors along with key actors of civil society, aiming to influence framework condi-tions and the public sphere in a reform-oriented way. Another learning point is to go for a more diversified choice of project partners in order to tap remaining or additional potentials, e.g. in mobilising the pro-activity of citizens in the development of their com-munities, or in encouraging the private sector to fo-cus on appropriate jobs for the younger generation. Ongoing reforms in local governance must be en-hanced under a harmonised approach, with the fo-

cus on the interplay between relevant champions at all levels (municipalities, cantons, entities and state) as well as among the private sector, civil society and the citizenry. Local governance is a manifold concept, ranging from matters of citizens’ participation (e.g. in assemblies or in municipal planning platforms) and needs-oriented delivery of communal services, to a well-functioning decentralisation process. It has to be approached in a comprehensive and systemic way. In this way, feedback loops between practical imple-mentation and policy development will be specifically fostered.

In all its endeavours, Swiss Cooperation shall devote special attention to the promotion of consistent in-teraction between the two entities, facilitating the building of bridges and contributing to a balanced development across the country. While projects will follow common objectives and intervention strate-gies, the concrete design and the implementation modalities will be adjusted to specific institutional set-ups in each entity.


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5 Priorities of the Cooperation Strategy 2013 – 2016

Overall Goal

Switzerland contributes to the transition of BiH to-wards a socially inclusive market economy and a decentralised democratic political system, with the longer-term perspective of European integration. Political stability will be fostered by promoting civil society participation in public affairs, and better co-operation between municipal, sub-national and na-tional state levels. Economic prosperity and social well-being will be enhanced by supporting reform processes in the public and the private sectors, im-proving service delivery (including selected invest-ments into municipal infrastructure) and by fostering increased employment opportunities.

Local Governance & Municipal Services Domain

The goal of this domain is to further support the de-velopment of functional political, administrative and fiscal decentralisation processes by fostering the cre-ation of prolific cooperation among all governmental tiers (municipalities, cantons, entities and state), and to assist municipalities in the rehabilitation of water supply and sewage systems. Citizens will have access to quality services provided by local governments in inclusive, efficient and accountable ways; in turn the citizenry will be enabled to play a responsive and pro-

active role within the local institutional and political environments. Swiss Cooperation can bank its future interventions on solid expertise and relevant experi-ences which have been validated in decentralisation and local governance projects over the last 10 years. It can rely on well-established partnerships at all in-stitutional and societal levels throughout the country.

At the municipal level, Switzerland will extend its support in setting up and implementing inclusive lo-cal development strategies which create positive im-pacts on local democracy, sustainable socio-econom-ic development and efficient citizen-oriented service provision. Proven methods and practices in this line will be scaled up to municipalities in additional geo-graphic areas which in the past have experienced less or no backing for the development of their capaci-ties, and lag considerably behind reforms. Strategic municipal planning will also set the base for demo-cratic decision making, for example in communal as-semblies and proactive cooperation of citizens in lo-cal development endeavours. Alternative approaches (like municipal on-budget support) are envisaged in cooperation with previously supported municipali-ties, fulfilling good governance criteria. In order to improve the interplay between sub-national and na-tional state levels, the two entity-based Associations of Cities and Municipalities (ACMs) will be backed up in their advocacy efforts for favourable legal Decen-tralisation and Local Governance (DLG) frameworks (e.g. in fiscal decentralisation schemes). The support to the ACMs, and also to civil society organisations which are working in the upward DLG dimension, will consist of defining their specific roles and func-tions, shaping their strategic approaches as well as strengthening their respective capacities.

Given the close links between municipal governance and the management of utilities, implementing the rehabilitation of water supply and sewage systems


16

has great potential for addressing local governance in a practical and integrated manner. In this regard, Swiss Cooperation, together with the German Pro-motional Bank (KfW), have planned to support the rehabilitation of water supply and sanitation systems in the towns of Travnik, Tuzla and Zenica. This en-deavour will include investments in infrastructure, improvement of framework conditions and manage-ment measures related to water services, with a spe-cific focus on financial and operational sustainability by keeping a close overview on cost assessments for proper maintenance of the installations and re-investments, as well as on respective measures for a realistic structure of tariffs. Besides this, the interven-tion will also include institutional strengthening and capacity building for the water utilities and their staff.

The constitutional reform process in BiH’s complex state system is a long-term oriented and culture-changing operation. Switzerland is widely accepted as a reliable partner to offer a platform for a con-structive dialogue between politicians on all tiers, key actors in civil society organisations, citizens (among them specific groups like youth, women and minori-ties) and experts, on leading a participatory process towards designing, consulting and endorsing a co-herent constitution. Swiss Cooperation will therefore step in further as facilitator on request of the national partners, and in close cooperation with them.

Economy & Employment Domain

One of Switzerland’s goals in this domain is to en-hance framework conditions for doing business and to support the private sector’s development towards good performance and competitiveness in the main markets. Swiss Cooperation particularly supports young adults in improving their employability; they will be supported in their job search through effective

employment services, and improving their access to decent employment opportunities. Swiss Coopera-tion will pursue a comprehensive strategy in dealing with youth unemployment as a multidimensional challenge. On the supply side, labour market-orient-ed education and training in selected economic sec-tors will be promoted, whereby employers shall be closely involved in all aspects of skills development.

On the demand side, the creation of new and the upgrading of existing employment opportunities for young people will be stimulated. By enhancing the availability and relevance of required support ser-vices, fostering cooperation among relevant business actors and adapting specific legal rules and norms, enterprises shall increase opportunities to create jobs or improve the quality of existing ones.

To strengthen job mediation, the performance orien-tation of the public employment services and their outreach will be improved. Swiss Cooperation also aims to create a more enabling environment for the promotion of youth employment. To this end, a dedi-cated policy dialogue in close cooperation with other donors will be combined through measures to raise the awareness among the public and key stakehold-ers of the labour markets on the specifically difficult job situation of BiH’s youth.

The Swiss programme will also support BiH govern-ments at different levels to create favourable frame-work conditions for doing business, enabling growth-oriented SMEs to enhance their performance and competitiveness. Given the still limited prospects for far-reaching change in the area of economic develop-ment, Swiss Cooperation will engage in this domain mainly through regional initiatives. Investments in promising endeavours in BiH will be allocated as op-portunities arise.

The focus of the Swiss commitment will be on tack-ling administrative and regulatory barriers, like sim-plifying burdensome tax procedures and improving the legal framework for microfinance institutions. Furthermore, local business service providers will be strengthened and access of BiH’s companies in select-ed sectors (wood, furniture, metal, textiles, agricul-ture) to foreign markets will be facilitated.

Health Domain

The goal of this domain is to support BiH authori-ties in developing cost-effective Primary Health Care (PHC) services of good quality with an increased emphasis on the prevention of non-communicable diseases. PHC service providers will be more respon-sive to service users’ needs, offering a wider range of gender-sensitive quality services, and increase their outreach to vulnerable groups. Service users will be enabled to better voice their needs and demand ac-countability from health authorities and service pro-viders. All interventions aim at increasing the utili-sation of PHC, which is seen as an effective way to foster the performance, in terms of quality and costs, of the entire health system. Past achievements of the Swiss Cooperation will be consolidated and scaled up, particularly in the area of continuous medical education and community nursing. The quality of PHC shall be improved through capacity building of service providers in the areas of mental health and


17

nursing, the development of equity-oriented, gen-der-sensitive and community-based models of care, as well as by strengthening governance in the entire PHC system. The role of PHC service users shall be strengthened by furnishing them with information about their rights and backing them with appropri-ate mechanisms to hold providers to account. The outreach of PHC to the most vulnerable groups will be enhanced through community nursing and com-munity mental health promotion activities.

Increased emphasis shall be put on enhancing the ef-ficiency and cost-effectiveness of BiH’s health system, as a response to high expenditures of care services which are undermining the sustainability of new health programmes. The leverage of Swiss Coopera-tion on the definition of key reform areas shall be further enhanced by closely coordinating with mul-tilateral institutions (WHO, World Bank), particularly in the area of public health. Potentials for synergies with the Economy & Employment domain will be ex-ploited by applying similar demand-driven models of education and professional development.

Special Programme Migration Partnership

The well-established dialogue between BiH and Swit-zerland in the framework of the Migration Partner-ship programme 2012-2015 will be continued and even reinforced. Projects will mainly focus on assist-ing returnees and internal displaced persons to get a fair chance in their reintegration in the country, as well as on further strengthening the capacities of rel-evant authorities to prevent irregular migration and human trafficking, and also on properly managing regular migration. Specific ventures are set for the Decade of Roma Inclusion action plan 2005-2015, mainly in the education of children and employment.

Migration & Development will be a new field of intervention. It will aim to unlock the potentials of migration in relevant fields of transition, mainly for socio-economic development. Migration-sensitive programming of endeavours within the selected domains of the Swiss Cooperation (e.g. in the fields of vocational training, primary health care and in-tegrated municipal planning) will be emphasised. Moreover, initiatives of the Bosnian Diaspora to sup-port local projects – for example as investors, capacity builders or advisors – will be explored and supported.


18

Other Programme Elements

Justice Reform is a high priority for BiH, namely in view of EU-accession as well as to address the past and war crimes. While judiciary reforms have been adopted and various segments of the justice sector have received substantial support, prosecution was neglected till the end of 2010. The weak perfor-mance of prosecutors’ offices is an impediment to leading complex investigations and, as such, this af-fects the rule of law. Swiss Cooperation will therefore continue to fortify BiH’s High Judiciary and Prosecu-tor Council, mainly through expertise of the Canton-al Prosecutor’s Office of Zurich.

The establishment of a functional institutional set up in BiH’s Juvenile Justice System will be further en-hanced by Swiss Cooperation in a joint endeavour with UNICEF and SIDA. Assistance and expertise will be provided for prosecutors, judges and police per-sonnel for their specific work with youth and children who are in conflict with the law. The relevance of these two initiatives in the present context of BiH, the shrinking support of donors, as well as the com-plementarities with activities of the Swiss Human Se-curity Division (HSD) in strengthening judiciary and peace building, all justify the continuation of these two projects.


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6 Programme Implementation and Management

Synergies between Domains of Intervention

In order to enhance the overall impact of Swiss inter-ventions, a programmatic approach will be applied within the selected domains and a high level of port-folio coherence will be pursued. Projects will share common overarching objectives, and synergies shall be systematically enhanced through the application of common strategic approaches and the geographic concentration of interventions.

Synergies between Swiss Actors

Synergies between the projects supported by the main Swiss actors, namely SDC, SECO, FOM and HSD, will be actively promoted, for example by work-ing with the same municipalities in complementing infrastructural measures (hardware) with efficient lo-cal management structures (software). New opportu-nities of setting up productive cooperation between different Swiss supported programme lines will arise in the field of Migration & Development, including the offer of the Swiss Global Programme on Migra-tion for providing relevant expertise.

Regional Cooperation

Regional cooperation is a crucial element to foster stability and tackle similar challenges of countries in the Western Balkans. Global and regional initiatives will encourage peer-learning and capacity building, support benchmarking, contribute to public financial management reform, and help countries adhere to international standards. Therefore, cooperation and exchange will be supported in all domains of the present Cooperation Strategy among the partners as well as among Swiss projects and programmes. Learning will be specifically enhanced through re-

gional thematic networks (e.g. Water, Local Gover-nance and Decentralization, Health, Youth Employ-ment, Gender, and Migration) in close cooperation with SDC’s regional advisors. Important actions will further be coordinated and supported in regional re-search programmes.

Cross-cutting Themes

Good governance and gender are cross-cutting themes in Swiss supported programmes worldwide, including Bosnia and Herzegovina. Swiss Cooperation will there-fore continue to integrate gender and governance as cross-cutting issues in the identification, planning, and implementation processes of its programmes and proj-ects, as well as monitoring and evaluation.

Gender equality shall be actively mainstreamed throughout all domains supported in the frame of the present Cooperation Strategy, in accordance with the national gender action plan and in close coopera-tion with the entity-level gender centres. In order to understand the relevant gender concerns and to es-tablish baselines, gender analyses at the domain and/or project level will be conducted. On this basis in-terventions will be defined in a gender-sensitive way.

The five governance principles – accountability, par-ticipation, equity, transparency, and efficiency – are integrated in all projects, whereby a renewed focus will be on efficiency combined with effectiveness. Throughout all of its interventions, Swiss Coopera-tion devotes special attention to the promotion of inter-entity cooperation and to bridging efforts be-tween nationalities. Therefore conflict sensitive pro-gramme management will be applied as required.


20

Aid Modalities

A clear focus on results in line with the principles of results-based management will figure as a guiding principle for all interventions of Switzerland’s coop-eration in BiH. Intended projects shall be aligned with relevant government strategies at the state and/or entity levels. In cases where important topics have to be pushed on sector agendas, Switzerland will follow a bottom-up approach, building up good practices from below, while at the same time pursuing a dedi-cated policy dialogue. Successful endeavours have already been experienced in the fields of local gover-nance, health and youth employability. In order to en-sure sustainability of the Swiss supported projects, the scaling up of successful achievements shall work in line with a systematic integration of innovative mod-els and validated practices at the start of new actions.

Resources

Domain of intervention Planned disbursements dur-ing 2013-2016(in CHF million; incl. disbursements committed before 2013)

Planned disbursements dur-ing 2013-2016(in percentage of total planned disbursements)

Planned commitments during 2013-2016(in CHF million; incl. new commitments that entail disbursements beyond 2016)

SDC SECO Total SDC SECO Total SDC SECO Total

Local Governance & Municipal Services

18 12 30 26% 17% 43% 23 12 35

Economy & Employment 13 4 17 19% 6% 25% 16 4 20

Health 12 0 12 17% 0% 17% 14 0 14

Migration & Development 2 1 3 3% 2% 5% 2 1 3

Program Management & other costs

5 2 7 7% 3% 10% 5 2 7

Total 50 19 69 72% 28% 100% 60 19 79

A diversified choice of local partners and close coor-dination with other international agencies shall in-crease the effectiveness and efficiency of the Swiss interventions. The involvement in donor coordination efforts will be amplified, and strategic partnerships will be strengthened through co-financing of joint projects. Increasing the efficiency and effectiveness of the Swiss interventions shall be attained through an adequate mix of projects which are mandated to selected implementers and contributions to already existing initiatives of national partners or other donor agencies (bilateral and multilateral). Swiss concepts and expertise will also be provided in the case of co-funded projects as well as strategic partnerships with like-minded cooperation agencies. Finally, transaction costs shall be reduced and the efficiency of the pro-gramme’s management shall be enhanced through a portfolio which will include fewer but bigger projects.


21

7 Programme Monitoring

The monitoring of the Cooperation Strategy (CS) aims at the overall steering of the Swiss programme on an annual basis. It provides the key information for reporting and communication towards different target groups, as well as for informed strategic de-cision making. It further delivers important facts for learning on relevant topics of development work in BiH, with partners, experts and the Swiss Coopera-tion team (in particular staff members who are in-volved in specialised exchange networks).

A specific CS Monitoring Tool has been set up (see Annex 2). The Results Framework (see Annex 3) forms the principal reference to measure progress and per-formance of Swiss Cooperation in BiH, based on planned outcomes and indicators at the level of the Swiss portfolio as well as at the level of country de-velopment results - e.g. progress in relevant reforms and policies. The Monitoring Tool also comprises a systematised follow-up on the relevance of the Swiss interventions and respective impact patterns which will be assessed from a mid-term perspective. Sig-nificant and illustrative outputs produced by Swiss-supported key projects are collected and processed in close cooperation with the implementing partners, in line with their specific monitoring schemes. The Swiss Cooperation Office (SCO) in BiH establishes an

annual context review. Thus the set MERV (Monitor-ing of Development Relevant Changes) assessment is conducted in June (during SCO’s regular Mid-Term Review of the annual operational plan), and updated in October. A key task within the yearly monitoring cycle is the preparation of the Annual Report, which is due in November. Under the overall responsibil-ity of the Cooperation Director, the SCO team con-ducts a systematic process of data collection based on regular reports of the supported projects and on questionnaires that cover selected fields of observa-tion which characterise key outcomes and outputs defined in the present CS. Key findings and plan-ning relevant conclusions are validated with staff members of the partner organisations, and in cer-tain cases with representatives of beneficiary groups, members of project steering boards and if necessary with experts, either in bilateral meetings or in work-shops, thus facilitating the collection of a wide range of feedback and suggestions. The yearly monitoring cycle is organised in September and October.

A final assessment of achievements under the present Cooperation Strategy will be conducted in the first semester of 2016, which will provide elements for de-cision making and strategic planning on the possible future involvement of Swiss Cooperation in BiH.


Annex 1 - Swiss Cooperation Strategy BiH 2013 – 2016 at a Glance

Overall Goal

Switzerland contributes to the transition of BiH towards a socially inclusive market economy and a decentralised, democratic political system, with the longer-term perspective of European integration.

Domains of Intervention

Local Governance & Municipal Services Economy & Employment Health

National Priorities

• Efficiency, accountability, transparency of local governments/fiscal decentralisation

• Provision of municipal quality services/up-graded and extended infrastructure networks/efficient management structures/building regulatory capacities

• Participatory civil society/democratic participa-tion/reforms for good cooperation between municipalities and the higher governmental tiers

• Judiciary reform/juvenile justice reform

• International competitiveness of BiH’s economy/competitive private sector/SME promotion

• Creation and consolidation of a business friendly environment (legal framework, efficient procedures, access to financial facilities)

• Adequate access to world markets for BiH products

• Functioning labour markets and active employ-ment promotion

• Promotion of skills development (vocational education & training system)

• Reform of the primary health care system• Access to quality primary health care services

for all citizens• Provision of specialised health care services for

persons with mental disorders• Establishment of a focused programme on

prevention of non-communicable diseases• Improvement of planning, management and

monitoring in the entire health care system

Domain Goals of the Swiss Cooperation

The development of functional administrative and fiscal decentralisation processes is further sustained; relevant reforms to set a conducive framework for decentralisation and local govern-ance is fostered; citizens have access to quality services provided by local governments in inclu-sive, efficient and accountable ways; citizens are enabled to play a proactive role within the local institutional and political environments

Conditions for doing business are enhanced; small and medium size enterprises have increased their performance and international competiveness on the main markets; young women and men de-velop their employability, are supported in their job seeking through effective employment services, and have access to gainful and decent employ-ment opportunities

Citizens, especially those belonging to vulnerable groups, have increased access to gender-sensitive and cost-effective primary health care services of good quality and responsive to their needs; service users are enabled to voice their needs and demand accountability from health authorities and service providers

Priorities of the Swiss Contribution for 2013-2016 provided by SDC and SECO

• Strengthening inclusive local development/stra-tegic municipal planning/citizen-oriented service provision/proactive citizens in local governments

• Enhancing vertical integration of municipal, sub-national and national levels/fiscal decen-tralisation/focus on the role of the two entity-based ACMs

• Rehabilitating water and sewage systems/enhancing capacities for efficient utilities’ management

• Supporting reforms in the justice sector (pros-ecutorial system and juvenile justice) and the state constitution process

• Supporting BiH’s government to create favourable conditions for doing business, SME development and the promotion of youth employment

• Promoting labour-market oriented skills devel-opment in selected economic sectors, especially for young adults

• Creating new and upgrading existing employ-ment opportunities for young people/coopera-tion with enterprises

• Improving the outreach of public employment services/job mediation

• Increasing the outreach of responsive primary health care services, particularly to most vulner-able groups

• Supporting capacity development of service providers in mental health and nursing (mainly community-based)

• Strengthening the role of service users/holding health providers to account

• Enhancing efficiency and governance within the public health system

• Supporting actions for the prevention of non-communicable diseases

Committed Budget 2013-16: CHF 35 Mio Committed Budget 2013-16: CHF 20 Mio Committed Budget 2013-16: CHF 14 Mio

Cross-cutting Themes: Gender and Governance

Special Programme: Migration Partnership Switzerland – Bosnia and Herzegovina

Key actors of BiH’s government are enabled to manage migration efficiently and according to European norms/matters on returnees are jointly followed up in the frame of a regular Dialogue between BiH and Switzerland/potentials of migration in relevant fields of transition (mainly in socio-economic development) are systematically unlocked – Migration & Development

Committed Budget of SDC and SECO 2013-16: CHF 3 Mio/Estimated Budget of FOM and FL 2013-15: CHF 3 Mio


Annex 2 - Abstract on the Swiss Migration Partnership Strategy for the Western Balkans 2013-2015

Migration partnerships

Acknowledging that migration is a complex and far-reaching phenomenon, the Swiss Migration Partner-ship Strategy for the Western Balkans 2012-2015 emphasises the importance of harmonising inter-ests. Based on Article 100 of the Foreign Nationals Act (FNA), Switzerland has formed migration part-nerships with Bosnia and Herzegovina (April 2009), Serbia (July 2009) and Kosovo (February 2010). Designed for the long term, these partnerships are meant to enhance migration cooperation with coun-tries of origin and of transit by carefully considering the interests of all parties and making use of syner-gies between migration and development. Projects dealing specifically with immigration and emigration are essential elements of migration partnerships. Other aspects covered by these partnerships are, for example, promoting voluntary return and reintegra-tion; consolidating state structures in countries of origin; regular migration and preventing irregular mi-gration; combating human trafficking; migration and development as well as the integration of migrants in host countries. Regular dialogue between Swit-zerland and its partner countries ensures successful implementation of the migration partnerships.

Geographical focus

Based on the already existing, long-lasting and inten-sive cooperation, the strategy focuses on Bosnia and Herzegovina, Serbia and Kosovo. This cooperation is to be further enhanced by means of the migration partnerships. Switzerland will continue its regular dialogue with these countries and will launch joint projects.

Goals

The Swiss Migration Partnership Strategy for the Western Balkans 2012-2015 aims to pursue Swiss interests in the partner states, while taking into con-sideration the interests of the partner states. In addi-tion, the strategy also aims to formalise cooperation efforts between Switzerland and the partner states, run joint projects and strengthen the migration man-agement capacities of these states.

Priorities

• Return and reintegration (particular emphasis on minorities and vulnerable people)

• Migration and development (in project coop-eration with national migration authorities, inclusion of the Diaspora, transitional coop-eration involving the Swiss Agency for Devel-opment and Cooperation (SDC) and the State Secretariat for Economic Affairs (SECO)

• Preventing irregular migration

• Regular migration (informing on and benefit-ing from migration possibilities)

• Advancing regional migration cooperation among Western Balkans states

Further stakeholders

The Swiss Migration Partnership Strategy envisages a close cooperation with the Principality of Liech-tenstein, the private sector, civil society and interna-tional organizations. Switzerland’s commitment in the Western Balkans is intended to be flexible and to complement current activities and projects launched by the European Union. The European Union’s policy of expanding into the Western Balkan states aims to enable these states to gradually become involved in EU mechanisms and eventually join the EU. However, becoming a member of the EU is subject to stringent conditions. Introducing visa-free travel within the Schengen area for nationals of Western Balkan states is a first important step to EU integration. Howev-er, the granting of visa-free travel within Schengen requires the Western Balkan states to establish ap-propriate border management and migration policies and structures amongst other things.

Resources

Funds allocated for implementing the Swiss Migra-tion Partnership Strategy for the Western Balkans 2012-2015 (Swiss francs)

FOM: Migration management 10 Mio.

SDC: Migration and development 6 Mio.

SECO: Migration and development 2 Mio.

HSD: Human trafficking, SEP 1 Mio.

Principality of Liechtenstein:

Migration and Development 2 Mio.

Further information

Information FOM, Federal Office for Migration, Quellenweg 6, 3003 Bern-Wabern

Tel. +41 31 325 11 11, Fax: +41 31 325 93 79

Information SDC, Swiss Agency for Development and Co-operation, Freiburgstrasse 130, 3003 Bern

Tel: +41 31 322 34 75, Fax: +41 31 324 16 91

Information FDFA, Human Security Division, Bundesgasse 32, 3003 Bern

Tel. +41 31 322 30 50, Fax: +41 31 323 89 22

Information SECO, State Secretariat for Economic Affairs SECO, Holzikofenweg 36, 3003 Bern

Tel. +41 31 322 56 56, Fax: +41 31 322 27 49


Annex 3 - Cooperation Strategy Monitoring Tool

Purpose

The Swiss Cooperation is committed to strengthen the effectiveness of its actions and a results-oriented management of projects which are implemented in the frame of the Cooperation Strategy (CS) 213-2016. The main purpose of the CS Monitoring Tool is to steer the Swiss Cooperation Programme to BiH in a coherent way in relation to the set strategic objectives.

Objectives of the CS Monitoring

Monitoring of the CS is an integral task of the Swiss programme management scheme. The Monitoring Tool basically serves:

1) Steering – it facilitates keeping the effective-ness and relevance of the Swiss programme portfolio on track.

2) Reporting – it supports the establishment of accountability and transparency of the Swiss actions in BiH, based on systematised results at different levels of observation (mainly out-comes and outputs). Facts and figures are regularly processed for reporting to differ-ent target groups; mainly to Swiss decision makers, national partners, the Swiss and BiH public, as well as to other cooperation agen-cies.

3) Learning – it contributes to a certain extent to a structured exchange on validated expe-riences and best practices with partners and members of technical networks (joint learn-ing); it also delivers references for policy dia-logue and advocacy in the selected domains of intervention.

Levels of Observation

The CS Monitoring Tool is basically structured into four levels of observation where effects, achieve-ments and results are assessed and analysed:

1) Outcomes and Outputs – Outcomes account for relevant and visible effects in the system; the main question is how well institutions, organisations and politics (the system) per-form in order to enhance positive effects (development) for the population (end us-ers). Outcomes are the central level of obser-vation defined in the CS Results Framework (see Annex 3). Outputs capture to what extent the components of the system (e.g. institutions, organisations, politics, rules and regulations) start to produce positive con-crete changes in the daily life of the popula-tion.

Both, outcomes and outputs, are followed up at the levels of the Swiss portfolio and the country system on any early basis.

2) Impact and Outreach – Impacts are overall long-term effects at societal levels (general, relevant improvements for the population, e.g. empowerment, employment, sustain-able living), and the Outreach will be as-sessed in relation to both beneficiary cover-age and geographic coverage.

This level of observation is followed up at the periods for general CS reviews (mid-term, and final assessment) and through specific domain-related impact studies.

3) Portfolio Management – Monitoring at this level includes verifying whether key process-es of the Swiss portfolio management sup-ports the achievement of results (impacts, outcomes and outputs) in the dimensions of allocated resources (also looking at aspects of cost effectiveness), cooperation with part-ners, regional cooperation and networking, alignment with national policies, as well as harmonisation and coordination with other donors.

4) Context – An annual context review is con-ducted based on the set MERV (Monitoring of Development Relevant Changes) indica-tor system, which includes changes in the domains of political development, economy, social development, gender, security situa-tion, culture, judiciary, migration, environ-ment, and media.


Process of CS Monitoring

For each thematic domain – Local Governance & Municipal Services, Economy & Employment, and Health – and for the special programme on Migra-tion Partnership, the CS Monitoring Tool follows a results chain, with logical links between outputs, outcomes and impacts. The respective indicators or fields of observation schemes are connected to the monitoring systems of the partners at the project implementation level. They are updated on a yearly basis, sourced through validated experi-ences, results and new findings. A key task within the yearly monitoring cycle is the preparation of the Annual Report, which is due in November. Under

the overall responsibility of the Cooperation Direc-tor, the SCO team conducts a systematic process of data collection based on regular reports of the sup-ported projects and on questionnaires that cover se-lected fields of observation which characterise key outcomes and outputs defined in the present CS. Key findings and planning relevant conclusions are validated with staff members of the partner organ-isations, and in certain cases with representatives of beneficiary groups, members of project steering boards and if necessary with experts, either in bilat-eral meetings or in workshops, thus facilitating the collection of a wide range of feedback and sugges-tions. The yearly monitoring cycle is organised in Sep-tember and October.

The Process of CS-Monitoring throughout the Calendar Year

J F M A M J J A S O N D

Annual Report

Monitoring of Context

Monitoring of Outputs and Outcomes

Data Collection and Validation Workshops

Mid Year Review

Annual Programme

Adjustments to CS Monitoring Tool

Additional key occasions for data collection and validation are field visits, meetings of project steering com-mittees, workshops of thematic platforms and networks.


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), ba

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on in

-te

grat

ed s

trat

egic

pla

nnin

g; t

heir

reso

urce

man

agem

ent

and

budg

et

allo

catio

n vi

sibl

y im

prov

es; l

ocal

adm

inis

trat

ions

are

acc

ount

able

to

citiz

ens

for

thei

r pe

rfor

man

ceBa

selin

e: 2

0% o

f m

unic

ipal

ities

in B

iH h

ave

inte

grat

ed d

evel

opm

ent

plan

s; c

orre

spon

ding

dev

elop

men

t pr

ojec

ts a

re u

nder

impl

emen

tatio

n

•15

% o

f m

unic

ipal

ities

upg

rade

exi

stin

g or

est

ablis

h ne

w in

fras

truc

-tu

re a

nd r

elat

ed m

anag

emen

t sk

ills

and

ser

vice

s; t

hey

prog

ress

ivel

y in

crea

se a

cces

s an

d th

e ef

ficie

ncy

of t

heir

serv

ice

prov

isio

n to

citi

zens

Ba

selin

e: M

ost

of B

iH’s

mun

icip

aliti

es s

till h

ave

obso

lete

com

mun

al in

-fr

astr

uctu

res;

rur

al a

nd r

emot

e m

unic

ipal

ities

are

cle

arly

beh

ind

urba

n ce

ntre

s in

pro

vidi

ng g

ood

qual

ity s

ervi

ces

to t

he p

ublic

•C

itize

ns, c

ivil

soci

ety

orga

nisa

tions

and

loca

l com

mun

ities

(MZs

) are

pr

oact

ive

in p

rom

otin

g pa

rtic

ipat

ory

and

dem

ocra

tical

ly c

ontr

olle

d m

unic

ipal

dev

elop

men

t w

ork,

with

a s

peci

al f

ocus

on

good

qua

lity

serv

ices

Ba

selin

e: P

ublic

eng

agem

ent

and

citiz

ens’

par

ticip

atio

n in

mun

icip

al

ende

avou

rs is

stil

l low

; the

pro

cess

of

MZs

’ reh

abili

tatio

n ha

s st

arte

d

Swis

s in

terv

entio

ns w

ill f

ocus

on

impr

ovin

g m

unic

ipal

gov

erna

nce

and

on f

oste

ring

qual

ity s

ervi

ce d

eliv

ery

base

d on

mun

icip

al s

trat

egic

pl

ans,

impl

emen

ted

and

prac

ticed

in s

elec

ted

infr

astr

uct

ura

l ven

ture

s (m

ainl

y in

Wat

er &

Env

ironm

enta

l San

itatio

n, b

ut a

lso

in o

ther

sec

tors

as

resp

ectiv

e po

tent

ials

aris

e).

The

intr

oduc

tion

of m

oder

n in

tegr

ated

mu

nic

ipal

dev

elop

men

t pla

n-

nin

g a

nd

man

agem

ent,

by

upgr

adin

g re

spec

tive

capa

citie

s of

LG

s fo

r im

plem

enta

tion,

a s

yste

mat

ic e

mbe

ddin

g of

mun

icip

al o

pera

tions

into

pl

anni

ng a

nd f

inan

cing

sch

emes

of

cant

ons

and

entit

ies,

bas

ed o

n a

clea

rer

defin

ition

and

sha

ring

of t

asks

bet

wee

n th

ese

tiers

wit

hin

th

e ve

rtic

al d

imen

sio

n.

Swis

s C

oope

ratio

n w

ill t

op u

p fin

anci

al re

sour

ces

for

mu

nic

ipal

infr

a-st

ruct

ure

en

dea

vou

rs w

here

nee

ded

in c

oope

ratio

n w

ith o

ther

don

ors;

in

sel

ecte

d ad

vanc

ed m

unic

ipal

ities

(kno

wn

as p

artn

er m

unic

ipal

ities

) ac

tions

of

on

-bu

dg

et s

up

po

rt (m

ainl

y ea

rmar

ked

to s

peci

fic m

unic

ipal

pr

ojec

ts) a

re e

nvis

aged

.G

oo

d g

ove

rnan

ce p

rin

cip

les

in t

he w

ork

of m

unic

ipal

adm

inis

trat

ions

an

d co

unci

ls w

ill b

e pr

omot

ed t

o im

prov

e ac

cou

nta

bili

ty (t

o c

itiz

ens)

an

d p

erfo

rman

ce o

n to

pics

like

pub

lic re

sour

ce m

anag

emen

t, h

uman

re

sour

ces

deve

lopm

ent

and

inte

rnal

org

anis

atio

n.Sw

iss

Coo

pera

tion

will

mai

ntai

n a

spec

ific

focu

s on

the

inte

ract

ion

b

etw

een

mu

nic

ipal

bo

die

s an

d th

e ci

tizen

s; c

itize

ns a

nd t

heir

repr

e-se

ntat

ives

(cou

ncils

, citi

zens

gro

ups

and

civi

l soc

iety

org

anis

atio

ns) w

ill b

e en

able

d to

voi

ce a

nd t

o ta

ke re

spon

sibi

litie

s in

dec

isio

n-m

akin

g pr

oces

ses

with

in t

heir

mun

icip

aliti

es.

Risk

s:-

Low

mun

icip

al f

unds

due

to

pers

istin

g fin

anci

al c

risis

- L

ack

of k

now

-how

and

exp

erie

nce

in t

echn

ical

and

man

ager

ial

aspe

cts

rela

ted

to t

he n

ew in

fras

truc

ture

and

ser

vice

s.

- R

esis

tanc

e to

cha

nge

in m

unic

ipal

ities

with

mar

ked

polit

ical

age

ndas

Loca

l Sel

f G

over

nmen

t D

evel

opm

ent

Stra

tegy

BiH

200

6-20

20

Sele

cted

Ou

tco

mes

’ Ele

men

ts:

a) A

con

stan

t im

prov

emen

t of

qua

lity

and

cost

eff

ectiv

enes

s of

ser

vice

s pr

ovid

ed b

y lo

cal g

over

nmen

ts is

ens

ured

and

sup

port

ed b

y Bi

H’s

au

thor

ities

in o

rder

to

mee

t ci

tizen

s’ n

eeds

in a

sat

isfa

ctor

y w

ay

b) K

ey m

anag

emen

t in

stru

men

ts (s

trat

egic

city

/mun

icip

al p

lann

ing,

loca

l de

velo

pmen

t pl

ans,

env

ironm

enta

l pla

ns) a

re p

rogr

essi

vely

des

igne

d an

d im

plem

ente

d in

all

loca

l uni

ts o

f th

e co

untr

y; t

hey

lead

to

visi

ble

deve

lopm

ent

effe

cts

and

bett

er s

ervi

ce d

eliv

erie

s in

BiH

’s m

unic

ipal

i-tie

s

c) C

itize

ns in

crea

sing

ly p

artic

ipat

e in

pub

lic a

ffai

rs a

t al

l gov

ernm

enta

l le

vels

Stra

tegy

of

Loca

l Sel

f-G

over

nanc

e RS

200

9-20

15

Sele

cted

Ou

tco

mes

’ Ele

men

ts:

a) L

ocal

gov

ernm

ents

rea

lise

a fu

ll vo

lum

e of

orig

inat

ing

com

pete

nces

fo

r pr

oper

man

agem

ent

with

ow

n so

urce

rev

enue

s, r

esou

rces

and

pr

oper

ties

b) E

ffec

tive

plan

ning

sch

emes

are

app

lied

for

desi

gnin

g an

d im

plem

ent-

ing

mun

icip

al d

evel

opm

ent

plan

s in

all

com

mun

ities

of

the

RS; t

he

prin

cipl

es o

f su

stai

nabi

lity

set

the

basi

s fo

r re

spon

sibl

e an

d pr

oact

ive

publ

ic m

anag

emen

t in

loca

l dev

elop

men

t

c) T

he d

eliv

ery

of q

ualit

y m

unic

ipal

ser

vice

s to

all

citiz

ens

of t

he R

S is

en

sure

d


Swis

s Po

rtfo

lio O

utc

om

esC

on

trib

uti

on

of

the

Swis

s Pr

og

ram

me

Co

un

try

Dev

elo

pm

ent

Ou

tco

mes

Ou

tco

me

2: D

ecen

tral

isat

ion

proc

esse

s ar

e en

hanc

ed; k

ey a

ctor

s at

all

inst

itutio

nal t

iers

are

wor

king

to

achi

eve

wel

l-sup

port

ed lo

cal d

evel

-op

men

t, a

ddre

ssin

g sp

ecifi

cally

a f

unct

iona

l fis

cal s

ituat

ion,

and

to

cons

iste

ntly

enh

ance

the

con

nect

ion

to a

con

duci

ve g

ener

al le

gisl

atio

n/re

gula

tory

fra

mew

ork.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

Stro

ng a

nd in

fluen

tial A

CM

s ac

tivel

y re

pres

ent

mun

icip

al in

tere

sts

in

func

tiona

l/fis

cal d

ecen

tral

isat

ion

Base

line:

AC

Ms

are

lack

ing

suff

icie

nt c

apac

ities

and

res

ourc

es f

or

mor

e ef

ficie

nt o

pera

tions

•Be

st p

ract

ices

on

loca

l gov

erna

nce

and

dece

ntra

lisat

ion

are

up-s

cale

d in

to r

elev

ant

lega

l and

reg

ulat

ory

fram

ewor

ks; r

espe

ctiv

e la

ws,

by-

law

s, r

egul

atio

ns a

nd p

olic

ies

are

amen

ded

and

adop

ted

Base

line:

Reg

ulat

ory

fram

ewor

ks a

re b

eing

har

mon

ised

with

the

EU

C

hart

on

Loca

l Sel

f-G

over

nanc

e

•Lo

cal s

trat

egic

pla

nnin

g (in

cl. g

ende

r se

nsiti

ve b

udge

ting)

is v

ertic

ally

ha

rmon

ised

and

anc

hore

d w

ith h

ighe

r le

vels

’ str

ateg

ic a

nd f

inan

cial

pl

anni

ng s

yste

ms

Base

line:

Loc

al s

trat

egic

pla

nnin

g sy

stem

s ar

e de

tach

ed f

rom

fra

me-

wor

ks a

nd o

pera

tiona

l pro

cess

es o

n hi

gher

gov

ernm

enta

l tie

rs

Swis

s C

oope

ratio

n w

ill c

once

ntra

te o

n st

rate

gic

pla

nn

ing

and

cor

-re

spon

ding

cap

acit

y b

uild

ing

of

the

entit

ies’

AC

Ms

to a

rtic

ulat

e an

d to

lo

bby

for

mun

icip

al in

tere

sts

in t

he in

terp

lay

with

hig

her

inst

itutio

nal t

iers

.Sw

iss

inte

rven

tions

will

fur

ther

enh

ance

ver

tica

l har

mo

nis

atio

n o

f fi

nan

cial

man

agem

ent

sche

mes

bet

wee

n m

unic

ipal

ities

and

hig

her

gove

rnm

enta

l str

uctu

res;

gen

der

sen

siti

ve b

ud

get

ing

will

be

spec

ifi-

cally

pro

mot

ed.

Swis

s C

oope

ratio

n w

ill e

ngag

e in

wel

l-coo

rdin

ated

(with

oth

er d

onor

ag

enci

es) p

olic

y d

ialo

gu

e w

ith t

he a

im t

o se

t a

cond

uciv

e le

gal a

nd

regu

lato

ry f

ram

ewor

k fo

r de

cent

ralis

atio

n an

d lo

cal g

over

nanc

e; t

his

will

be

ban

ked

on

val

idat

ed g

oo

d p

ract

ices

mad

e ov

er t

he la

st d

ecad

e of

Sw

iss

inte

rven

tions

in D

LG.

Swis

s ac

tions

will

spe

cific

ally

foc

us o

n d

ecre

asin

g t

he d

isp

arit

ies

be-

twee

n w

eak

and

str

on

g m

un

icip

alit

ies,

and

als

o on

enh

anci

ng s

trat

e-gi

c pa

rtne

rshi

ps a

mon

g th

em f

or jo

int

lobb

ying

in t

he v

ertic

al d

imen

sion

.Ri

sks:

- A

CM

s sl

ow in

stitu

tiona

l dev

elop

men

t ca

nnot

be

imm

edia

tely

cha

nged

; th

ey c

anno

t pl

ay t

heir

desi

gnat

ed r

ole

with

in a

n ad

equa

te t

ime

fram

e.

- A

CM

s m

ay b

e ex

pose

d to

man

ipul

atio

ns a

nd p

oliti

cal i

nter

fere

nce.

- F

unct

iona

l/fis

cal d

ecen

tral

isat

ion

mig

ht b

e ch

alle

nged

by

a co

mpl

ex s

et-

up a

nd p

olic

ies

whi

ch s

low

dow

n pr

ogre

ss.

- Th

e co

mpl

ex m

ulti-

tier

fram

ewor

k ca

n in

hibi

t ha

rmon

ised

ver

tical

pl

anni

ng.

Loca

l Sel

f G

over

nmen

t D

evel

opm

ent

Stra

tegy

BiH

200

6-20

20Se

lect

ed O

utc

om

es’ E

lem

ents

:a)

A c

oncu

rren

t fis

cal d

ecen

tral

isat

ion

proc

ess

is b

eing

rea

lised

; bas

ed

on t

his,

loca

l sel

f-go

vern

ance

bod

ies

are

prov

ided

with

the

nec

essa

ry

finan

cial

and

mat

eria

l res

ourc

es t

o as

sum

e th

e du

ties

they

are

req

uire

d to

per

form

, and

whi

ch c

an b

e co

ntro

lled

and

man

aged

by

them

selv

es,

inde

pend

ently

and

res

pons

ibly

b) B

ased

on

an a

ccom

plis

hed

dece

ntra

lisat

ion

proc

ess,

a h

arm

onis

ed (c

o-op

erat

ion

amon

g go

vern

men

tal t

iers

) dev

elop

men

t of

loca

l com

mun

i-tie

s le

ads

to a

con

stan

t im

prov

emen

t of

qua

lity

of li

fe f

or c

itize

ns

Cur

rent

ly, t

here

are

no

spec

ific

outc

omes

on

LG re

gula

tory

fra

mew

orks

an

d ve

rtic

al in

tegr

atio

n pr

oces

ses

in re

leva

nt s

trat

egie

sD

evel

opm

ent

Stra

tegy

AC

Ms

2011

-201

5 Se

lect

ed O

utc

om

es’ E

lem

ents

:a)

The

AC

Ms

are

posi

tione

d as

act

ive

and

influ

entia

l par

ticip

ants

in t

he

refo

rm p

roce

sses

for

the

dev

elop

men

t of

loca

l sel

f go

vern

men

t in

BiH

; th

ey s

ucce

ssfu

lly a

dvoc

ate

in t

he in

tere

st o

f th

e m

unic

ipal

ities

(the

ir m

embe

rs) a

nd t

hey

fulfi

l an

esse

ntia

l rol

e as

mod

erat

ors

in t

he v

ertic

al

inte

grat

ion

of D

LG

b) T

he A

MC

s ha

ve s

ucce

ssfu

lly t

rans

ferr

ed c

ompe

tenc

ies

and

reso

urce

s to

LG

s in

acc

orda

nce

with

the

Law

on

Prin

cipl

es o

f Lo

cal S

elf

Gov

erna

nce

Lin

es o

f In

terv

enti

on

(Sw

iss

Pro

gra

mm

e)

•Im

prov

ing

fram

ewor

k co

nditi

ons

for

effe

ctiv

e D

LG p

roce

sses

in b

oth

entit

ies

as w

ell a

s on

the

leve

l of

the

cent

ral s

tate

/pol

icy

dial

ogue

and

up

scal

ing

of v

alid

ated

exp

erie

nces

fro

m a

bot

tom

-up

pers

pect

ive

for

the

inte

grat

ion

of

best

pra

ctic

es in

to r

elev

ant

legi

slat

ions

•En

hanc

ing

an e

ffec

tive

inte

rpla

y be

twee

n ke

y ac

tors

at

all g

over

nmen

tal t

iers

to

achi

eve

a fu

nctio

nal a

nd e

ffec

tive

vert

ical

inte

grat

ion

of D

LG in

BiH

, mai

nly

rela

ted

to v

ertic

al f

inan

cial

/fis

cal a

ncho

ring

•Fu

rthe

r st

reng

then

ing

of c

apac

ities

of

mun

icip

al o

rgan

ism

s to

enh

ance

per

form

ance

, del

iver

y of

ser

vice

s, p

ublic

res

ourc

e m

anag

emen

t, e

nviro

nmen

tal m

anag

emen

t•

Pilo

ting

and

prov

idin

g m

odel

s of

on-

budg

et s

uppo

rt t

o se

lect

ed m

unic

ipal

ities

(with

driv

ing

pote

ntia

l) ba

sed

on M

unic

ipal

Dev

elop

men

t Pl

ans

•Ro

lling

out

and

sca

ling

up o

f th

e va

lidat

ed in

tegr

ated

mun

icip

al d

evel

opm

ent

plan

ning

met

hodo

logy

to

addi

tiona

l mun

icip

aliti

es in

bot

h en

titie

s w

ith t

he a

im o

f pr

ogre

ssiv

ely

achi

evin

g a

coun

tryw

ide

outr

each

•Im

prov

ing

exis

ting

or e

stab

lishi

ng n

ew in

fras

truc

ture

for

wat

er s

uppl

y an

d sa

nita

tion

base

d on

mun

icip

al d

evel

opm

ent

plan

s•

Stre

ngth

enin

g th

e in

stitu

tiona

l and

pro

fess

iona

l cap

aciti

es o

f th

e tw

o en

titie

s’ A

CM

s, in

line

with

the

sha

ping

of

thei

r st

rate

gies

, to

rein

forc

e th

eir

role

as

mod

erat

ors

in t

he v

ertic

al d

imen

sion

of

DLG

dev

elop

men

t•

Stre

ngth

enin

g th

e in

stitu

tiona

l and

pro

fess

iona

l cap

aciti

es o

f lo

cal c

omm

uniti

es (M

Zs),

mun

icip

al c

ounc

ils, s

elec

ted

civi

l soc

iety

org

anis

atio

ns a

nd c

omm

unity

bas

ed o

rgan

isat

ions

, to

rein

forc

e th

eir

role

as

key

driv

ers

of D

LG

proc

esse

s at

the

loca

l lev

el•

Prom

otin

g th

e in

clus

ive

part

icip

atio

n of

citi

zens

in d

ecis

ion-

mak

ing

proc

esse

s w

ithin

the

ir co

mm

uniti

es a

nd in

pla

ying

a p

roac

tive

(res

pons

ive)

rol

e in

loca

l dev

elop

men

t ve

ntur

es a

s w

ell a

s in

inte

r-m

unic

ipal

/inte

r-en

tity

coop

era-

tion

Res

ou

rces

, Par

tner

ship

s (S

wis

s Pr

og

ram

me)

Plan

ned

finan

cial

res

ourc

es f

or t

he d

omai

n ar

e C

HF

35 m

illio

n (c

omm

itmen

ts).

The

dom

ain

will

be

man

aged

by

a Sw

iss

Prog

ram

me

Off

icer

(50%

) and

tw

o N

atio

nal P

rogr

amm

e O

ffic

ers

(100

% a

nd 5

0%).

Mun

icip

aliti

es a

re t

he m

ain

part

ners

and

ow

ners

of

the

DLG

pro

cess

es w

hich

are

enh

ance

d th

roug

h Sw

iss

cont

ribut

ions

. AC

Ms

and

othe

r se

lect

ed c

ivil

soci

ety

orga

nisa

tions

are

key

par

tner

s in

the

impl

emen

tatio

n of

the

mai

n in

itia-

tives

, mai

nly

in t

he v

ertic

al in

tegr

atio

n of

DLG

pro

cess

es. R

elev

ant

Min

istr

ies

at e

ntity

and

can

tona

l lev

els

are

the

key

coun

terp

arts

in t

he s

trat

egic

orie

ntat

ion

of D

LG e

ndea

vour

s an

d in

the

cor

resp

ondi

ng p

olic

y di

alog

ue.

The

Swis

s su

ppor

t in

thi

s do

mai

n is

tai

lore

d to

nee

ds o

f th

e pa

rtne

rs a

t al

l rel

evan

t le

vels

for

DLG

pro

mot

ion.

Inte

grat

ed in

terv

entio

n ap

proa

ches

enc

ompa

ss b

oth

dem

and

and

supp

ly s

ide

of lo

cal g

over

nanc

e pr

oces

ses.

Sw

itzer

land

ap

plie

s a

coun

tryw

ide

appr

oach

in s

uppo

rtin

g D

LG in

BiH

, tak

ing

actio

ns p

rogr

essi

vely

thr

ough

clu

ster

s on

mun

icip

al le

vels

in c

lose

inte

ract

ion

with

oth

er c

oope

ratio

n ag

enci

es w

orki

ng in

the

se f

ield

s.

Rem

arks

:

The

outc

omes

ele

men

t, p

rese

nted

und

er c

ount

ry d

evel

opm

ent

outc

omes

are

par

aphr

ased

bas

ed o

n ke

y te

xts

of t

he m

entio

ned

stra

tegi

es. I

ndic

ator

s ar

e pr

esen

tly n

ot d

efin

ed a

t th

at le

vel;

SCO

will

sea

rch

for

resp

ectiv

e in

form

atio

n an

d da

ta o

n ba

se li

ne d

ata,

if p

ossi

ble,

dur

ing

the

first

yea

rs o

f im

plem

enta

tion

of t

he p

rese

nt C

S. T

he f

ield

s of

obs

erva

tion

for

outc

ome

1, m

unic

ipal

leve

l, re

flect

the

pre

sent

sta

te o

f th

e ar

t fo

r co

ncre

te m

easu

rem

ents

. Mor

e di

vers

ified

fie

lds

will

pro

gres

sive

ly b

e in

tegr

ated

with

SC

O’s

mon

itorin

g sc

hem

e, in

line

with

the

res

pect

ive

port

folio

dev

elop

men

t in

201

3 to

201

4. T

his

rela

tes

to t

he p

ath

of w

orki

ng o

n a

com

preh

ensi

ve lo

cal g

over

nanc

e do

mai

n in

the

fra

me

of t

he

pres

ent

CS,

com

pris

ing

adm

inis

trat

ive,

pol

itica

l and

tec

hnic

al d

imen

sion

s of

DLG

dev

elop

men

t, in

clud

ing

the

aspe

ct o

f ci

tizen

s’ p

artic

ipat

ion

and

repr

esen

tatio

n in

com

mun

al li

fe (d

ecis

ion-

mak

ing

and

impl

emen

tatio

n of

mun

icip

al p

roje

cts)

.


Do

mai

n o

f in

terv

enti

on

: Eco

no

my

and

Em

plo

ymen

t

Ove

rall

ob

ject

ive:

Ena

blin

g fr

amew

ork

cond

ition

s fo

r do

ing

busi

ness

and

priv

ate

sect

or d

evel

opm

ent

are

enha

nced

, BiH

’s en

terp

rises

hav

e in

crea

sed

thei

r pe

rfor

man

ce a

nd c

ompe

tiven

ess

on t

he m

ain

mar

kets

; you

ng a

dults

de

velo

p th

eir

empl

oyab

ility

, are

sup

port

ed in

the

ir jo

b se

ekin

g th

roug

h ef

fect

ive

empl

oym

ent

serv

ices

, and

hav

e ac

cess

to

gain

ful a

nd d

ecen

t em

ploy

men

t op

port

uniti

es

Swis

s Po

rtfo

lio O

utc

om

esC

on

trib

uti

on

of

the

Swis

s Pr

og

ram

me

Co

un

try

Dev

elo

pm

ent

Ou

tco

mes

Ou

tco

me

1: Y

oung

wom

en a

nd m

en h

ave

incr

ease

d th

eir

empl

oy-

abili

ty; t

hey

have

acc

ess

to g

ainf

ul a

nd d

ecen

t jo

b op

port

uniti

es; t

heir

tran

sitio

n fr

om e

duca

tion

or u

nem

ploy

men

t to

wor

k is

eas

ed b

y an

ef

fect

ive

labo

ur m

arke

t m

edia

tion

syst

em.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

3000

you

ng p

eopl

e, o

f w

hich

at

leas

t 40

% a

re w

omen

, inv

olve

d in

Sw

iss

inte

rven

tions

, fin

d a

job

and

repo

rt im

prov

ed w

orki

ng c

ondi

-tio

ns, o

r be

com

e se

lf-em

ploy

ed•

15 P

ublic

Em

ploy

men

t Se

rvic

es (P

ES) o

ffer

tar

gete

d se

rvic

es f

or y

oung

jo

b-se

eker

s, m

onito

r yo

uth

job

plac

emen

t in

a s

ex-d

isag

greg

ated

w

ay, a

nd m

easu

re a

nd im

prov

e th

eir

plac

emen

t pe

rfor

man

ce; t

he

time

span

for

job

seek

ing

of t

he a

ssis

ted

yout

h is

at

leas

t 50

% lo

wer

as

com

pare

d to

the

nat

iona

l ave

rage

Base

line:

Tar

gete

d se

rvic

es f

or y

outh

in 5

mun

icip

al P

ES o

ffic

es; t

he

plac

emen

t pe

rfor

man

ce is

not

mon

itore

d

Swis

s co

oper

atio

n w

ill n

ot b

e ab

le t

o su

bsta

ntia

lly in

fluen

ce t

he y

outh

em

ploy

men

t ra

te a

t th

e co

untr

y le

vel,

but

is e

xpec

ted

to h

ave

a po

sitiv

e ef

fect

on

this

rat

e in

the

long

er t

erm

by

help

ing

imp

rove

th

e fu

nct

ion

-in

g o

f th

e la

bo

ur

mar

ket

syst

em.

The

Swis

s pr

ogra

mm

e w

ill lo

bby

to m

ake

yout

h em

ploy

men

t a

mor

e pr

omin

ent

topi

c on

BiH

’s po

litic

al a

gend

as. I

t w

ill e

ngag

e in

a d

edic

ated

po

licy

dial

ogue

with

rel

evan

t m

inis

trie

s, w

hile

at

the

sam

e tim

e b

uild

-in

g u

p p

ress

ure

fro

m b

elo

w b

y gi

ving

a v

oice

to

youn

g pe

ople

and

em

ploy

ers.

The

tran

sitio

n of

you

ng w

omen

and

men

fro

m e

duca

tion

or u

nem

ploy

-m

ent

to w

ork

will

be

ease

d by

sup

port

ing

the

intr

oduc

tion

and

inte

gra-

tion

of s

pec

ific

em

plo

ymen

t se

rvic

es, s

uch

as jo

b cl

ubs

and

care

er

coun

selli

ng, i

nto

sele

cted

PES

off

ices

acr

oss

the

coun

try.

The

PES

’ jo

b

med

iati

on

per

form

ance

sha

ll al

so b

e st

reng

then

ed b

y in

trod

ucin

g th

e fir

st e

lem

ents

of

a pe

rfor

man

ce m

anag

emen

t sy

stem

with

in t

he P

ES.

Risk

s:

- Th

e ov

eral

l eco

nom

ic s

ituat

ion

ham

pers

the

cre

atio

n of

new

job

oppo

rtun

ities

for

you

ng jo

b-se

eker

s.-

Low

inte

rest

of

youn

g pe

ople

to

part

icip

ate

in t

rain

ing

mea

sure

s or

in

usin

g jo

b m

arke

t se

rvic

es.

- PE

S’ c

omm

itmen

t to

impr

ove

thei

r pe

rfor

man

ce a

nd o

ffer

qua

lity

serv

ices

to

youn

g pe

ople

fad

es, o

r ov

erst

retc

hing

the

ir ca

paci

ties

due

to in

volv

emen

t in

diff

eren

t do

nor

inte

rven

tions

at

the

sam

e tim

e.

Empl

oym

ent

Stra

tegi

es o

f th

e FB

iH 2

009-

2013

and

of

the

RS 2

010-

2015

Youn

g pe

ople

’s t

rans

ition

fro

m s

choo

l to

the

wor

ld o

f w

ork

will

be

ease

d by

off

erin

g ca

reer

gui

danc

e an

d jo

b se

ekin

g se

rvic

es, a

ctiv

e la

bour

mar

ket

mea

sure

s, a

dditi

onal

tra

inin

g, a

s w

ell a

s en

trep

rene

ur-

ship

and

sel

f-em

ploy

men

t pr

omot

ion

prog

ram

mes

. /Pa

raph

rasi

ng o

f ke

y sh

ared

ele

men

ts o

f th

e tw

o st

rate

gies

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

Yout

h un

empl

oym

ent

rate

red

uced

to

30%

by

2014

Base

line

(Lab

our

Forc

e Su

rvey

201

1): 5

8%

Cou

ntry

Dev

elop

men

t St

rate

gy (C

DS)

201

0-20

14

The

func

tioni

ng o

f la

bour

mar

ket

inst

itutio

ns w

ill b

e im

prov

ed in

ord

er

to p

rovi

de b

ette

r se

rvic

es f

or t

he u

nem

ploy

ed, a

nd t

o en

able

the

ir in

tegr

atio

n in

to t

he la

bour

mar

ket.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

Labo

ur m

arke

t ef

ficie

ncy

Base

line

(WEF

Com

petit

iven

ess

Inde

x 20

11):

4.15

/ran

k 85

out

of

142

•G

ener

al e

mpl

oym

ent

rate

incr

ease

by

2% p

er y

ear

Base

line

(Lab

our

Forc

e Su

rvey

201

1): 2

8,7%

Ou

tco

me

2: E

mpl

oyer

s ha

ve a

str

onge

r vo

ice

in la

bour

mar

ket

deve

lop-

men

t an

d in

sha

ping

a c

orre

spon

ding

tra

inin

g sy

stem

. Fun

ctio

ning

fee

d-ba

ck lo

ops

betw

een

the

priv

ate

sect

or, t

he P

ES a

nd t

rain

ing

prov

ider

s in

crea

se t

he m

arke

t or

ient

atio

n of

ski

lls d

evel

opm

ent

sche

mes

.Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•Em

ploy

ers

invo

lved

in t

rain

ing

deve

lopm

ent

and

trai

ning

pro

vide

rs

in s

elec

ted

sect

ors

have

join

tly e

stab

lishe

d th

e fir

st e

lem

ents

of

a de

man

d-dr

iven

non

-for

mal

ski

lls d

evel

opm

ent

syst

em, w

ith s

peci

fic

focu

s on

wom

en’s

need

s; 2

0% in

crea

se o

f em

ploy

ers

who

rep

ort

impr

oved

ski

lls a

nd/o

r hi

gher

pro

duct

ivity

of

the

wor

kfor

ces

afte

r de

man

d-dr

iven

tra

inin

gsBa

selin

e: P

rovi

ders

mos

tly s

uppl

y-dr

iven

; em

ploy

ers

not

artic

ulat

ing

thei

r de

man

ds f

or s

kills

dev

elop

men

t; n

o se

rvic

es d

esig

ned

to m

eet

the

need

s of

wom

en

•PE

S re

ach

out

to e

mpl

oyer

s, m

aint

ain

rela

tions

with

the

priv

ate

sect

or; t

hey

syst

emat

ical

ly c

olle

ct in

form

atio

n on

job

vaca

ncie

s an

d re

quire

d sk

ills

whi

ch a

re u

sed

in P

ES’ s

ervi

ce p

rovi

sion

Base

line:

PES

not

in c

onta

ct w

ith e

mpl

oyer

s; n

ot a

war

e of

em

ploy

ers’

sk

ills

need

s; li

mite

d in

form

atio

n on

vac

anci

es in

the

priv

ate

sect

or

Swis

s in

terv

entio

ns w

ill e

nhan

ce c

oo

per

atio

n a

mo

ng

key

lab

ou

r m

arke

t st

akeh

old

ers

in p

artic

ular

ens

urin

g th

at e

mpl

oyer

s ca

n vo

ice

thei

r ne

eds

and

sugg

estio

ns. T

he c

lose

invo

lvem

ent

of e

mpl

oyer

s in

all

aspe

cts

of la

bour

mar

ket

func

tioni

ng is

a g

enui

ne S

wis

s co

ntrib

utio

n w

hich

doe

s no

t re

ceiv

e pr

omin

ent

atte

ntio

n in

the

rel

evan

t co

untr

y st

rate

gies

.Sw

iss

inte

rven

tions

will

foc

us o

n th

e em

po

wer

men

t o

f se

cto

r as

-so

ciat

ion

s, t

rad

e ch

amb

ers

and

sel

ecte

d le

ad e

nte

rpri

ses

to p

lay

a ke

y ro

le in

iden

tifyi

ng t

he s

kills

req

uire

d by

the

eco

nom

y, a

sses

sing

tr

aini

ng n

eeds

, dev

elop

ing

job

prof

iles,

and

eva

luat

ing

lear

ning

out

-co

mes

. The

y w

ill a

lso

supp

ort

the

intr

oduc

tion

of m

arke

t in

telli

gen

ce

mec

han

ism

s, s

yste

mat

ical

ly c

hann

ellin

g in

form

atio

n ab

out

skill

nee

ds

from

em

ploy

ers

to P

ES a

nd s

peci

alis

ed t

rain

ing

prov

ider

s.

PES

at t

he lo

cal a

nd r

egio

nal l

evel

s sh

all b

e en

cour

aged

to

rea

ch o

ut

to e

mp

loye

rs, a

s w

ell a

s to

rou

tinel

y co

llect

info

rmat

ion

abou

t re

leva

nt

skill

s’ n

eeds

and

job

vaca

ncie

s, t

hus

incr

easi

ng t

he e

ffec

tiven

ess

of t

heir

coun

selli

ng a

nd m

atch

ing

serv

ices

. Ri

sks:

-

Empl

oyer

s an

d th

eir

repr

esen

tativ

es a

re n

ot r

eady

to

mak

e a

valid

co

ntrib

utio

n to

impr

ovin

g th

e fu

nctio

ning

of

the

labo

ur m

arke

ts a

nd

corr

espo

ndin

g tr

aini

ng s

yste

ms.

-

PES

are

relu

ctan

t to

liai

se w

ith e

mpl

oyer

s.

Cou

ntry

Dev

elop

men

t St

rate

gy (C

DS)

201

0-20

14Sk

ills

on t

he la

bour

mar

ket

will

be

impr

oved

via

the

pro

mot

ion

of

publ

ic-p

rivat

e pa

rtne

rshi

ps in

tra

inin

g pr

ogra

mm

es f

or y

outh

and

adu

lts;

they

are

sup

port

ed in

dev

elop

ing

thei

r co

mpe

tenc

es in

acc

orda

nce

to

need

s of

sel

ecte

d ec

onom

ic s

ecto

rs a

nd d

iffer

ent

regi

ons

of B

iH; s

peci

fic

ende

avou

rs o

n up

grad

ing

skill

s (in

clud

ing

retr

aini

ng) f

or u

nem

ploy

ed

and

unsk

illed

wor

kers

will

be

prov

ided

.Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•A

vaila

bilit

y of

res

earc

h an

d tr

aini

ng s

ervi

ces

(WEF

Glo

bal C

ompe

ti-tiv

enes

s In

dex)

Ba

selin

e (2

011)

: 3.0

/ran

k 12

2 ou

t of

142

Base

line:

5%

of

BiH

pop

ulat

ion

part

icip

ates

in c

ontin

uous

edu

catio

n


Swis

s Po

rtfo

lio O

utc

om

esC

on

trib

uti

on

of

the

Swis

s Pr

og

ram

me

Co

un

try

Dev

elo

pm

ent

Ou

tco

mes

Ou

tco

me

3: T

he f

ram

ewor

k co

nditi

ons

for

the

deve

lopm

ent

of t

he

priv

ate

sect

or h

ave

impr

oved

. Cor

resp

ondi

ng p

roce

dure

s ha

ve b

een

ease

d, a

nd b

usin

ess

activ

ities

of

SMEs

are

stim

ulat

ed a

nd f

oste

red.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

•Th

e bu

sine

ss e

nviro

nmen

t is

mor

e co

nduc

ive

to p

rivat

e se

ctor

de-

velo

pmen

t, m

easu

red

by t

he n

umbe

r of

bur

dens

ome

adm

inis

trat

ive

proc

edur

es e

limin

ated

or

harm

onis

edBa

selin

e: In

form

atio

n on

the

mai

n pr

oced

ural

obs

tacl

es f

or S

MEs

in

diff

eren

t se

ctor

will

be

colle

cted

unt

il ea

rly 2

013

•Bu

sine

ss S

uppo

rt P

rovi

ders

(BSP

) hav

e st

reng

then

ed t

heir

dem

and

orie

ntat

ion.

The

y sy

stem

atic

ally

com

mun

icat

e w

ith c

ompa

nies

and

ad

apt

thei

r se

rvic

es t

o th

em. C

ompa

nies

incr

ease

the

use

of

BSP

serv

ices

, whi

ch e

nabl

es t

hem

to

impr

ove

prod

uctio

n, s

ales

and

ex

port

sBa

selin

e: F

ew s

peci

alis

ed B

SP; m

ainl

y su

pply

driv

en w

ith li

mite

d co

ntac

t w

ith p

rivat

e se

ctor

com

pani

es. B

SP s

ervi

ces

are

rare

ly u

sed

by c

ompa

nies

and

onl

y w

eakl

y ap

plie

d in

the

ir ac

tiviti

es

Swis

s in

terv

entio

ns w

ill s

uppo

rt B

SP in

sh

apin

g t

hei

r o

ffer

for

mor

e de

man

d dr

iven

ser

vice

s.Th

e Sw

iss

prog

ram

me

will

foc

us o

n im

pro

vin

g c

on

dit

ion

s fo

r d

oin

g

bu

sin

ess

in B

iH (s

impl

ifica

tion

of t

ax p

roce

dure

s an

d m

icro

finan

ce

regu

latio

ns) a

nd o

n en

hanc

ing

the

acce

ss o

f co

mpa

nies

to

inte

rna-

tio

nal

mar

kets

. Thi

s is

exp

ecte

d to

stim

ulat

e in

crea

sed

deve

lopm

ent

of p

rivat

e se

ctor

com

pani

es a

nd a

n ex

pans

ion

of t

heir

busi

ness

act

ivi-

ties,

incl

udin

g th

e cr

eatio

n of

new

jobs

. Sw

iss

inte

rven

tions

will

als

o ad

dres

s th

e is

sue

of o

ver-

inde

bted

ness

of

mic

ro-e

ntre

pren

eurs

thr

ough

imp

rovi

ng

fin

anci

al li

tera

cy a

nd

deb

t co

un

selli

ng

ser

vice

s.Ri

sks:

-

Busi

ness

env

ironm

ent

refo

rms

are

thw

arte

d by

unw

illin

gnes

s fo

r re

form

s in

rel

evan

t go

vern

men

tal i

nstit

utio

ns.

- B

SP a

re n

ot in

tere

sted

in b

ecom

ing

mor

e cu

stom

er o

rient

ed.

- Im

prov

ed p

erfo

rman

ce o

f pr

ivat

e se

ctor

com

pani

es is

not

dire

ctly

or

ient

ed t

o cr

eate

add

ition

al jo

bs.

Cou

ntry

Dev

elop

men

t St

rate

gy (C

DS)

201

0-20

14A

dmin

istr

ativ

e ba

rrie

rs a

re p

rogr

essi

vely

rem

oved

with

the

aim

of

easi

ng t

he o

pera

tion

of b

usin

ess

and

to m

otiv

ate

the

crea

tion

of n

ew

SMEs

.Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•St

artin

g a

Busi

ness

(WB

Doi

ng B

usin

ess

Inde

x)Ba

selin

e (2

012)

: 12

proc

edur

es a

nd 6

0 da

ys r

equi

red

to s

tart

a n

ew

busi

ness

/ran

k 16

2 ou

t of

183

•En

terp

rise

envi

ronm

ent

(WEF

Lis

bon

Revi

ew In

dex)

Base

line

(201

0): 3

.28/

rank

38

out

of 3

8

•D

ecre

ase

of n

on-p

erfo

rmin

g lo

ans

(NPL

s) in

BiH

, mea

sure

d by

po

rtfo

lio a

t ris

k (P

AR

30)

Base

line

(201

2): 3

.9%

Lin

es o

f In

terv

enti

on

(Sw

iss

Pro

gra

mm

e)

•D

eman

d Si

de: C

reat

ing

a m

ore

favo

urab

le e

nviro

nmen

t an

d im

prov

ed s

uppo

rt f

unct

ions

for

priv

ate

sect

or d

evel

opm

ent

and

stim

ulat

ing

the

crea

tion

of n

ew jo

bs•

Supp

ly S

ide:

Pro

mot

ing

labo

ur m

arke

t-or

ient

ed e

duca

tion

and

trai

ning

ser

vice

s in

sel

ecte

d ec

onom

ic s

ecto

rs

•M

edia

tion:

Fac

ilita

ting

the

intr

oduc

tion

of e

ffec

tive

empl

oym

ent

serv

ices

for

you

ng p

eopl

e w

ithin

the

PES

s•

Aw

aren

ess

Rais

ing:

Rai

sing

the

aw

aren

ess

of t

he g

ener

al p

ublic

and

key

labo

ur m

arke

t st

akeh

olde

rs o

n th

e si

tuat

ion

of y

outh

une

mpl

oym

ent;

pro

mot

ing

high

-leve

l you

th e

mpl

oym

ent

foru

ms

to a

ttra

ct m

edia

att

entio

n an

d to

br

ing

the

issu

e of

you

th u

nem

ploy

men

t in

to t

he p

ublic

sph

ere

Res

ou

rces

, Par

tner

ship

s (S

wis

s Pr

og

ram

me)

Plan

ned

finan

cial

res

ourc

es f

or t

he d

omai

n ar

e C

HF

20 m

illio

n (c

omm

itmen

ts).

The

dom

ain

will

be

man

aged

by

a D

eput

y D

irect

or o

f C

oope

ratio

n (4

0%) a

nd t

wo

Nat

iona

l Pro

gram

me

Off

icer

s (8

0% a

nd 5

0%).

As

yout

h em

ploy

men

t is

not

a b

urni

ng is

sue

on t

he c

ount

ry’s

polit

ical

age

nda

in B

iH (t

here

is n

o re

al c

ham

pion

for

you

th e

mpl

oym

ent

prom

otio

n), t

he S

wis

s C

oope

ratio

n ai

ms

to g

radu

ally

bui

ld u

p m

ulti-

stak

ehol

der

coal

ition

s by

w

orki

ng w

ith a

nd b

ringi

ng t

oget

her

mul

tiple

par

tner

s at

diff

eren

t le

vels

of

gove

rnm

ent

and

of t

he p

rivat

e se

ctor

. Se

vera

l don

ors

have

ent

ered

the

fie

ld o

f sk

ills

deve

lopm

ent

and

yout

h em

ploy

men

t in

the

pas

t ye

ars

(EU

, GIZ

, USA

ID, S

IDA

, UN

DP)

.The

Sw

iss

Coo

pera

tion

co-in

itiat

ed a

don

or c

oord

inat

ion

grou

p in

ord

er t

o ha

rmon

ise

inte

rven

tions

an

d fo

rge

stra

tegi

c pa

rtne

rshi

ps.

Rem

ark:

Ther

e ar

e al

mos

t no

tar

gets

with

in B

iH’s

gov

ernm

ent’s

str

ateg

ies,

in p

artic

ular

at

the

natio

nal l

evel

; onl

y th

ose

whi

ch w

ere

clea

rly d

efin

ed a

nd s

tate

d in

one

of

the

offic

ial d

ocum

ents

or

stra

tegi

es a

re s

tate

d in

thi

s Re

sults

Fra

mew

ork.


Do

mai

n o

f in

terv

enti

on

: Hea

lth

Ove

rall

ob

ject

ive:

BiH

’s po

pula

tion,

esp

ecia

lly t

hose

bel

ongi

ng t

o vu

lner

able

gro

ups,

hav

e in

crea

sed

acce

ss t

o ge

nder

-sen

sitiv

e pr

imar

y he

alth

car

e (P

HC

) ser

vice

s of

goo

d qu

ality

res

pons

ive

to t

heir

need

s.

Swis

s Po

rtfo

lio O

utc

om

esC

on

trib

uti

on

of

the

Swis

s Pr

og

ram

me

Co

un

try

Dev

elo

pm

ent

Ou

tco

mes

Ou

tco

me

1: P

HC

pro

vide

rs h

ave

impr

oved

the

qua

lity

and

incr

ease

d th

e sc

ope

of g

ende

r-se

nsiti

ve s

ervi

ces

they

pro

vide

, esp

ecia

lly in

rel

atio

n to

he

alth

pro

mot

ion

and

the

prev

entio

n of

non

-com

mun

icab

le d

isea

ses.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

35%

of

PHC

pro

fess

iona

ls’ w

ork

with

pat

ient

s is

dev

oted

to

heal

th

educ

atio

n, h

ealth

pro

mot

ion

and

prev

entiv

e ca

re (f

ocus

on

mod

ifi-

able

ris

k fa

ctor

s)

Base

line:

21%

on

aver

age

(no

data

for

nur

ses)

•G

ende

r-se

nsiti

ve s

ervi

ces

for

chro

nic

dise

ases

(car

diov

ascu

lar,

diab

e-te

s, m

enta

l dis

orde

rs) a

re p

rovi

ded

at P

HC

leve

l bas

ed o

n ad

opte

d st

anda

rds

of c

are;

the

ref

erra

l rat

e to

hos

pita

ls is

red

uced

to

50%

in

targ

et a

reas

Base

line:

Lim

ited

num

ber

of b

asic

ser

vice

s fo

r ch

roni

c di

seas

es p

ro-

vide

d by

PH

C; n

o sp

ecifi

c fo

cus

at g

ende

r is

sues

; hig

h re

ferr

al r

ates

to

hosp

itals

(67%

)

•Se

rvic

e us

ers,

spe

cific

ally

vul

nera

ble

grou

ps (p

oor,

rura

l pop

ulat

ion,

el

derly

, you

th, u

nem

ploy

ed p

erso

ns),

expr

ess

thei

r sa

tisfa

ctio

n w

ith

qual

ity a

nd r

espo

nsiv

enes

s of

PH

C in

the

tar

get

area

s

Switz

erla

nd’s

focu

s is

mai

nly

on im

prov

ing

the

scop

e an

d qu

ality

of

pro

-m

oti

on

al a

nd

pre

ven

tive

ser

vice

s, f

acili

tatin

g a

shift

fro

m t

he t

radi

-tio

nal f

ocus

on

cura

tive

care

tow

ards

influ

enci

ng b

ehav

iour

al r

isk

fact

ors

whi

ch le

ad t

o th

e gr

owin

g in

cide

nce

of n

on-c

omm

unic

able

dis

ease

s.In

terv

entio

ns w

ill a

im t

o de

velo

p ge

nder

-sen

sitiv

e q

ual

ity

serv

ices

b

ased

on

clin

ical

evi

den

ce a

nd

Eu

rop

ean

go

od

pra

ctic

es. S

peci

al

emph

asis

will

be

put

on c

ost-

effe

ctiv

enes

s, i.

e. t

he a

ffor

dabi

lity

and

thus

su

stai

nabi

lity

of in

trod

uced

cha

nges

. Sw

iss

inte

rven

tions

are

exp

ecte

d to

lead

to

an in

crea

sed

uti

lisat

ion

o

f PH

C a

nd t

hus

a re

duct

ion

of r

efer

rals

to

high

er a

nd m

ore

expe

nsiv

e le

vels

of

care

, and

to

impr

oved

hea

lth o

utco

mes

and

qua

lity

of li

fe o

f th

e po

pula

tion

in t

he lo

nger

ter

m (b

eyon

d 20

16).

Risk

s:-

PHC

rem

ains

und

er-s

taff

ed d

ue t

o fin

anci

al c

onst

rain

ts. P

HC

pro

vide

rs

are

over

stre

tchi

ng t

heir

capa

citie

s an

d ar

e un

able

to

deliv

er q

ualit

y ca

re.

- H

ealth

pro

fess

iona

ls r

esis

t a

furt

her

reor

ient

atio

n of

the

hea

lth s

yste

m

tow

ards

PH

C.

Ou

tco

me

1: P

HC

con

stitu

tes

the

foun

datio

n of

BiH

’s h

ealth

car

e sy

stem

, rel

ying

on

cost

-eff

ectiv

e in

terv

entio

ns a

nd r

esol

ving

the

maj

ority

of

hea

lth p

robl

ems

and

heal

th n

eeds

of

the

popu

latio

n w

ith t

he a

ctiv

e su

ppor

t of

indi

vidu

als,

fam

ilies

and

com

mun

ities

; the

qua

lity

of P

HC

is

cont

inuo

usly

impr

oved

by

intr

oduc

ing

mod

ern

proc

edur

es b

ased

on

optim

al a

nd e

vide

nce-

base

d st

anda

rds

of c

are.

Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•40

% o

f he

alth

care

fun

ding

by

Hea

lth In

sura

nce

Fund

s is

ear

mar

ked

to P

HC

Ba

selin

e: 2

5%

•80

% o

f he

alth

pro

blem

s ar

e re

solv

ed b

y PH

C

Base

line:

33%

•Re

duce

d be

havi

oura

l ris

k fa

ctor

s of

the

pop

ulat

ion

(impa

ct le

vel):

-

Smok

ing

rate

(Bas

elin

e: M

43%

, F 3

0%)

- Ph

ysic

al in

activ

ity r

ate

(Bas

elin

e: M

32%

, F 3

9%)

- O

verw

eigh

t/ob

esity

pre

vale

nce

(Bas

elin

e: M

64/

24%

, F 5

8/29

%)

Ou

tco

me

2: M

argi

nalis

ed a

nd v

ulne

rabl

e po

pula

tion

grou

ps (p

oor,

rura

l pop

ulat

ion,

eld

erly,

wom

en, y

outh

) hav

e in

crea

sed

acce

ss t

o PH

C

serv

ices

.Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•80

% o

f id

entif

ied

vuln

erab

le p

eopl

e ha

ve a

cces

s to

PH

C s

ervi

ces

in

the

targ

et a

reas

Ba

selin

e: V

ulne

rabi

lity

not

clea

rly d

efin

ed a

nd n

o sp

ecifi

c se

rvic

es

desi

gned

•A

vera

ge t

hree

hom

e vi

sits

/day

to

vuln

erab

le p

eopl

e by

a c

omm

unity

nu

rse

in t

he t

arge

t ar

eas

- se

rvic

es in

clud

e tr

eatm

ent,

reh

abili

tatio

n,

prom

otio

n an

d pr

even

tion

(latt

er t

wo

at le

ast

30%

)Ba

selin

e: N

o co

mm

unity

nur

sing

ser

vice

s in

pla

ce

•60

% o

f M

enta

l Hea

lth (M

H) C

entr

es p

rovi

de c

omm

unity

out

reac

h se

rvic

es, t

arge

ting

vuln

erab

le g

roup

s, w

ith a

vera

ge t

wo

visi

ts/m

onth

/te

am

Base

line:

Pro

vide

d by

20%

of

MH

Cen

tres

Scal

ing

up o

f th

e co

mm

un

ity

nu

rsin

g m

odel

will

be

the

key

for

incr

easi

ng t

he o

utre

ach

and

for

impr

ovin

g th

e ac

cess

of

mar

gina

lised

po

pula

tion

grou

ps t

o PH

C.

Com

mun

ity n

urse

s w

ill f

acili

tate

intr

a-se

cto

r (f

amily

med

icin

e, m

enta

l he

alth

, hos

pita

ls) a

nd in

ter-

sect

or

coo

per

atio

n (s

ocia

l wel

fare

, edu

ca-

tion,

em

ploy

men

t) t

o ad

dres

s m

ultip

le n

eeds

of

the

mos

t vu

lner

able

pe

ople

. Sw

iss

inte

rven

tions

will

spe

cific

ally

foc

us o

n de

velo

ping

gen

der

-sen

si-

tive

ou

trea

ch s

ervi

ces

of

men

tal h

ealt

h t

eam

s.By

rai

sin

g t

he

awar

enes

s of

the

pop

ulat

ion

on a

vaila

ble

men

tal h

ealth

se

rvic

es in

the

com

mun

ity, s

ervi

ce u

tilis

atio

n w

ill b

e in

crea

sed;

ear

ly

det

ecti

on

of

men

tal d

iso

rder

s w

ill b

e st

reng

then

ed.

Risk

s:

- Th

e su

stai

nabl

e fin

anci

ng o

f co

mm

unity

nur

sing

is je

opar

dize

d by

bu

dget

ary

cons

trai

nts.

- D

octo

rs s

how

res

ista

nce

to t

he e

nhan

ced

com

pete

nces

and

rol

e of

nu

rses

in t

he P

HC

sys

tem

.

Ou

tco

me

2: P

HC

is e

qual

ly a

cces

sibl

e fo

r al

l citi

zens

of

BiH

. Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•U

nive

rsal

cov

erag

e by

hea

lth in

sura

nce

Base

line:

74%

•M

ore

than

30%

of

PHC

pro

vide

rs p

rovi

de o

utre

ach

serv

ices

and

ho

me

care

Ba

selin

e: <

20%

•C

omm

unity

nur

sing

is a

n in

tegr

al p

art

of B

iH’s

PHC

sys

tem

- c

omm

u-ni

ty n

urse

s ar

e en

gage

d in

the

ass

essm

ent

of t

he p

opul

atio

n’s

vuln

er-

abili

ty s

tatu

s an

d ne

eds;

the

y re

pres

ent

foca

l poi

nts

for

netw

orki

ng

with

oth

er P

HC

ser

vice

pro

vide

rs, e

nsur

ing

cont

inui

ty o

f he

alth

car

e,

and

with

oth

er s

ecto

rs (s

ocia

l wel

fare

, edu

catio

n, e

tc.)

in t

he c

om-

mun

ity f

or t

he w

elfa

re o

f th

e pa

tient

s


Swis

s Po

rtfo

lio O

utc

om

esC

on

trib

uti

on

of

the

Swis

s Pr

og

ram

me

Co

un

try

Dev

elo

pm

ent

Ou

tco

mes

Ou

tco

me

3: S

ervi

ce u

sers

voi

ce t

heir

need

s an

d re

ques

ts, a

nd d

eman

d ac

coun

tabi

lity

from

PH

C p

rovi

ders

, who

in t

urn

incr

ease

the

ir re

spon

-si

vene

ss.

Fiel

ds o

f O

bser

vatio

n an

d In

dica

tors

:•

Serv

ice

user

s in

the

tar

get

area

s ar

e aw

are

of t

heir

right

s; t

hey

are

able

to

rece

ive

rele

vant

and

use

r-fr

iend

ly in

form

atio

n on

the

ir he

alth

st

atus

, as

wel

l as

on a

vaila

ble

prev

entio

n an

d tr

eatm

ent

optio

ns

(sur

vey)

Ba

selin

e: L

aw o

n pa

tient

s’ r

ight

s an

d re

spon

sibi

litie

s in

pla

ce, b

ut v

ery

low

leve

l of

patie

nts’

aw

aren

ess

of it

•A

t le

ast

50%

of

patie

nts’

com

plai

nts

in t

arge

t ar

eas

are

bein

g fo

l-lo

wed

up

in a

sys

tem

atic

man

ner

Base

line:

Com

plai

nts

follo

w-u

p sy

stem

not

in p

lace

Swis

s in

terv

entio

ns w

ill s

uppo

rt t

he e

nhan

cem

ent

of p

atie

nts

’ lit

erac

y co

ncer

ning

the

ir he

alth

rig

hts

and

oblig

atio

ns. T

he p

arti

cip

atio

n o

f se

rvic

e u

sers

in p

lann

ing

and

impr

ovin

g he

alth

car

e w

ill b

e en

cour

-ag

ed. P

artic

ular

att

entio

n w

ill b

e gi

ven

to in

crea

sing

the

par

tici

pat

ion

o

f vu

lner

able

po

pu

lati

on

gro

up

s in

des

igni

ng n

eeds

-bas

ed h

ealth

ca

re s

ervi

ces.

Th

ese

inte

rven

tions

will

rai

se t

he p

ress

ure

on s

ervi

ce p

rovi

der

s to

en-

hanc

e th

eir

resp

on

sive

nes

s to

the

pop

ulat

ion’

s ne

eds

and

to im

prov

e th

eir

perf

orm

ance

. Ri

sks:

- C

hang

ing

ingr

aine

d “t

radi

tiona

l” p

atte

rns

of in

tera

ctio

n be

twee

n se

rvic

e pr

ovid

ers

and

user

s re

quire

s a

long

ter

m p

ersp

ectiv

e.

- PH

C m

anag

ers

resi

st c

hang

es t

o be

com

e m

ore

acco

unta

ble

tow

ards

se

rvic

e us

ers.

Ou

tco

me

3: L

ocal

com

mun

ities

and

civ

il so

ciet

y or

gani

satio

ns a

re

incr

easi

ngly

invo

lved

in id

entif

ying

hea

lth-r

elat

ed is

sues

aff

ectin

g th

e co

mm

unity

and

in d

esig

ning

res

pons

ive

PHC

ser

vice

s.Fi

elds

of

Obs

erva

tion

and

Indi

cato

rs:

•C

ivil

soci

ety

and

patie

nts’

rep

rese

ntat

ives

are

incl

uded

in t

he p

ro-

cess

es o

f de

finin

g pr

iorit

ies

for

PHC

dev

elop

men

t in

the

ir co

mm

uni-

ties,

in li

ne w

ith c

omm

unity

nee

dsBa

selin

e: O

nly

spor

adic

invo

lvem

ent

Mun

icip

al h

ealth

cou

ncils

are

es

tabl

ishe

d, c

onsi

stin

g of

the

mun

icip

ality

rep

rese

ntat

ives

, PH

C s

taff

, ci

tizen

s, v

ario

us v

olun

tary

gro

ups

and

asso

ciat

ions

of

patie

nts

Base

line:

Mun

icip

al h

ealth

cou

ncils

est

ablis

hed

in a

ppro

x. 1

0% o

f m

unic

ipal

ities

Lin

es o

f In

terv

enti

on

(Sw

iss

Pro

gra

mm

e)

•Im

prov

ing

fram

ewor

k co

nditi

ons

for

an e

ffec

tive

and

effic

ient

PH

C•

Prov

idin

g te

chni

cal s

uppo

rt a

nd f

acili

tatin

g th

e im

plem

enta

tion

of t

he r

efor

m a

ctiv

ities

by

heal

th a

utho

ritie

s an

d he

alth

inst

itutio

ns•

Stre

ngth

enin

g th

e he

alth

sys

tem

, in

part

icul

ar P

HC

gov

erna

nce,

by

stim

ulat

ing

serv

ice

user

s’ p

artic

ipat

ion

and

cost

-eff

ectiv

e in

terv

entio

ns•

Dev

elop

ing

hum

an r

esou

rces

for

a w

ider

sco

pe a

nd im

prov

ed q

ualit

y of

ser

vice

pro

visi

on•

Supp

ortin

g th

e in

trod

uctio

n of

com

mun

ity o

utre

ach

mea

sure

s to

incr

ease

acc

ess

to P

HC

for

vul

nera

ble

popu

latio

ns g

roup

s •

Dev

elop

ing

mec

hani

sms

for

inte

r an

d in

tra-

sect

or c

oope

ratio

n, in

par

ticul

ar w

ith a

vie

w t

o ad

dres

sing

the

mul

tiple

nee

ds o

f th

e m

ost

vuln

erab

le p

opul

atio

n•

Supp

ortin

g op

erat

iona

l res

earc

h fo

r ev

iden

ce-b

ased

inte

rven

tions

and

sys

tem

ic d

isse

min

atio

n of

exp

erie

nces

with

in t

he c

ount

ry a

nd S

outh

east

Eur

ope

Res

ou

rces

, Par

tner

ship

s (S

wis

s Pr

og

ram

me)

Plan

ned

finan

cial

res

ourc

es f

or t

he d

omai

n ar

e C

HF

14 m

illio

n (c

omm

itmen

ts).

The

dom

ain

will

be

man

aged

by

a D

eput

y D

irect

or o

f C

oope

ratio

n (2

5%) a

nd a

Nat

iona

l Pro

gram

me

Off

icer

(90%

).K

ey c

ou

nte

rpar

ts in

the

pol

icy

dial

ogue

and

ste

erin

g of

the

pro

gram

me

are

the

two

enti

ty M

inis

trie

s o

f H

ealt

h a

nd t

he M

inis

try

of

Civ

il A

ffai

rs o

f B

iH. T

he p

rogr

amm

e w

ill b

e cl

osel

y al

igne

d w

ith r

elev

ant

gove

rnm

ent

stra

te-

gies

and

fac

ilita

te t

heir

effe

ctiv

e im

plem

enta

tion.

Sw

itzer

land

’s le

vera

ge o

n th

e de

finiti

on o

f ke

y re

form

are

as s

hall

be f

urth

er e

nhan

ced

by c

oope

ratin

g w

ith W

HO

and

Wor

ld B

ank

in a

join

t po

licy

dial

ogue

with

the

hea

lth a

utho

ri-tie

s in

cer

tain

are

as o

f co

ncer

n (e

.g. p

ublic

hea

lth is

sues

).C

once

rnin

g ai

d m

od

alit

ies,

and

as

oppo

rtun

ities

for

con

trib

utio

n pr

ojec

ts a

re li

mite

d in

the

sec

tor,

the

dom

ain

will

mai

nly

cons

ist

of m

anda

te p

roje

cts.

Tec

hnic

al a

ssis

tanc

e w

ill b

e ba

lanc

ed w

ith t

arge

ted

supp

ort

for

the

reha

bilit

a-tio

n or

upg

radi

ng o

f in

fras

truc

ture

. Loc

al c

o-fin

anci

ng o

f in

terv

entio

ns s

hall

be s

timul

ated

whe

neve

r po

ssib

le.

Rem

arks

:

Cou

ntry

Dev

elop

men

t Re

sults

are

par

aphr

ased

fro

m t

he e

ntiti

es’ P

HC

and

men

tal h

ealth

str

ateg

ies,

foc

usin

g on

the

str

ateg

ies’

key

sha

red

elem

ents

: PH

C S

trat

egy

of R

S, 2

006

& S

trat

egy

of D

evel

opm

ent

of P

HC

in t

he F

eder

atio

n of

Bi

H, 2

006;

and

Str

ateg

y fo

r M

enta

l Hea

lth D

evel

opm

ent

in R

S 20

09-2

015

& D

raft

Str

ateg

y of

Men

tal H

ealth

of

the

Fede

ratio

n of

BiH

.

Mos

t of

the

cou

ntry

-leve

l ind

icat

ors

are

take

n fr

om W

HO

sou

rces

sin

ce g

over

nmen

t st

rate

gies

do

not

incl

ude

indi

cato

rs, b

ut o

nly

som

e fie

lds

of o

bser

vatio

n w

ithou

t cl

early

def

ined

tar

gets

. Tar

gets

set

her

ein

are

defin

ed b

ased

on

the

disc

us-

sion

with

the

key

PH

C s

take

hold

ers.


Annex 5 - Map of Bosnia and Herzegovina

Cooperation Strategy_ENG.indd 32 8.4.2013 10:21:33




Imprint

Editors and Publishers Federal Department of Foreign Affairs Swiss Agency for Development and Cooperation (SDC) 3003 Bern Switzerland www.deza.admin.ch

Federal Department of Economic Affairs State Secretariat for Economic Affairs (SECO) 3003 Bern Switzerland www.seco-cooperation.admin.ch

Swiss Cooperation Office Bosnia and Herzegovina Sarajevo Bosnia and Herzegovina [email protected] http://www.swiss-cooperation.admin.ch/bosniaandherzegovina

Design Visual Communication FDFA, Bern Triptih

Photos Swiss Cooperation Office Bosnia and Herzegovina

Available at [email protected] This publication is also available in Bosnia and Herzegovina at: [email protected]

Organisational Units in Charge Swiss Agency for Development and Cooperation (SDC) Cooperation with Eastern Europe

State Secretariat for Economic Affairs (SECO) Economic Cooperation and Development

Bern, March 2013


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