swiss cooperation strategy
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Swiss Cooperation StrategyBosnia and Herzegovina 2013 – 2016
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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
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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
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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.
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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.
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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.
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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.
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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
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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
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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.
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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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tizen
s an
d en
hanc
e m
unic
ipal
dev
elop
men
t ba
sed
on e
ffec
tive
stra
tegi
c pl
an-
ning
and
pub
lic r
esou
rce
man
agem
ent,
whi
le p
erfo
rmin
g in
an
acco
unt-
able
, eff
icie
nt, t
rans
pare
nt a
nd p
artic
ipat
ory
man
ner.
Fiel
ds o
f O
bser
vatio
n an
d In
dica
tors
:•
Sele
cted
mun
icip
aliti
es (4
0 m
unic
ipal
ities
in 2
can
tons
= c
over
age
of 3
5% c
ount
ryw
ide)
incr
ease
inve
stm
ents
def
ined
in d
evel
opm
ent
plan
s (e
mbr
acin
g so
cial
incl
usio
n an
d ge
nder
equ
ality
), ba
sed
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
Cooperation Strategy_ENG.indd 26 4/3/2013 12:48:08 PM
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)
.
Cooperation Strategy_ENG.indd 27 4/3/2013 12:48:09 PM
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
Cooperation Strategy_ENG.indd 28 4/3/2013 12:48:09 PM
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.
Cooperation Strategy_ENG.indd 29 4/3/2013 12:48:09 PM
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
Cooperation Strategy_ENG.indd 30 4/3/2013 12:48:09 PM
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.
Cooperation Strategy_ENG.indd 31 4/3/2013 12:48:09 PM
Annex 5 - Map of Bosnia and Herzegovina
Cooperation Strategy_ENG.indd 32 8.4.2013 10:21:33
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Cooperation Strategy_ENG.indd 34 4/3/2013 12:48:09 PM
Cooperation Strategy_ENG.indd 35 4/3/2013 12:48:09 PM
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 sarajevo@sdc.net http://www.swiss-cooperation.admin.ch/bosniaandherzegovina
Design Visual Communication FDFA, Bern Triptih
Photos Swiss Cooperation Office Bosnia and Herzegovina
Available at info@deza.admin.ch This publication is also available in Bosnia and Herzegovina at: sarajevo@sdc.net
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
Cooperation Strategy_ENG.indd 36 4/3/2013 12:48:10 PM
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