Local development concept of the city of Viechtach targets the local development as an integrated strategic approach based on integrated urban development and administrative capacity analyzed, through the Appraisal of the city government of Viechtach, in terms of the organization of human resources with the purpose of providing higher quality services for the citizens. Local development concept of the city of Viechtach includes strategic orientation on urban development (eg. buildings&living, economy, education, social infrastructure etc) and the Appraisal that covers aspects such as: relations between the city structures, how services/elements of administrative capacity could be improved to contribute to more efficient service delivery; organizing procedures/structures through which services are provided so that they become more aligned to the needs of the community.
The policy will be updated in order to focus on the actual needs of the community and on developing and improving the administrative capacity necessary for the delivery of better public services. The appraisal is a major part of the local concept and its revision and capitalization of the results help to better implement the local development concept, in order to better serve the community.

The policy’s aim is for the local government to:
- be a reliable service provider with a customer-centric approach
- be a city of the future with a vibrant, warm, and dynamic organization.
- focus on serving and involving residents, visitors, businesses, and employees
- be the closest government, providing digital and alternative channels
- understand underlying needs and going beyond surface-level queries
- achieve results and deliver added value through personal connections.
- address urban issues collaboratively with others
- deliver customized solutions fitting specific situations
- emphasise on jointly developed frameworks and guidelines.
- value proximity and operate from a neighbourhood perspective
To achieve this, the policy defines 7 important focal points that have a direct influence on the desired output. These are the individual topics that need to be addressed by the policy to achieve its general aim:
1. customer-oriented
2. quality
3. accessibility
4. community-centred
5. transparent
6. more (digital) channels
7. competent personnel.

RP ESF+ 2021-2027 was approved by the EC on 18.07.2022 with a total budget of Euro 1,318 million divided into 4 Priorities: EMPLOYMENT-13.2% of budget, EDUCATION AND TRAINING-26.8%, SOCIAL INCLUSION-29.3%, YOUTH EMPLOYMENT-26.7%. The remaining 4% is kept for Technical Assistance. Human resources represent an essential component of any organisation (public or private), so its education & training are extremely important because they create added-value for all employers. In this context, Priority 2 of the RP ESF+ will be targeted, with two main areas of interest. The first one concerns the strengthening of the accreditation system for service providers (certified by the regional authority itself) in supplying quality services to the final target groups and is tackled under the specific objective ESO4.5 of RP ESF+, which is envisaged to meet an output indicator of 103 public administrations and public services by 2029. The second one focuses on in-company training, essential for improving people’s employability level and counteracting school dropout. The RP ESF+ enhances both frontal training and learning in work contexts, so it would be interesting to evaluate the effectiveness & quality of learning in organisations. These measures aim at increasing the quality of the training provided in the region – both to the private and public bodies, thus assuring a better qualified human resorce that will have a significant impact on building their (administrative) capacity.

The Kekava Municipality Development Program 2021-2027 (hereinafter - Development Program) is a medium-term planning document that defines the medium-term priorities, action lines and tasks of the municipality for a 7-year period that are required in order to implement the longer-term vision set out in the Sustainable Development Strategy of Ķekava Municipality 2030. The Development program is structured around 4 development priorities, namely:
Natural Resources and public outdoor space
Social services
Engineering infrastructure and entrepreneurship
Management and communication.
In this context, it is the “Engineering infrastructure and entrepreneurship” priority that needs to be addressed and improved, particularly its’ RV3-2 “Engineering infrastructure” course of action which is presently defined as one of the key action lines with the following tasks:
3.2.2 to improve and develop water supply and wastewater management services in the municipality
3.2.3. to improve and develop storm water drainage systems in the municipality.
3.2.4. to develop an efficient waste management system.
3.2.5. to ensure the qualitative management, including planning and development, of the engineering infrastructure under the responsibility of the local government.

The DARM was delivered in the context of Digital Spain 2025 (DS2025), which represents the national framework for the DARM and seeks the digital transformation agenda for the country over the coming years, constituting one of the key drivers to relaunch economic growth, a reduction in inequality, and an increase in productivity.
In this context, the DARM is seen as a living document capable of adapting to the Region’s changing context, its citizenry, businesses, and government bodies, as well as the continuous technological revolution we are currently experiencing.
The Region of Murcia is pursuing various initiatives to adapt the public services it offers to the digital needs of its citizens and in line with the administrative capacity required for their provision.
One of the main objectives to achieve is to provide public support for the complete provisioning, accessibility, and adaptability of public services to the digital era in order to lessen geographic and economic inequalities among the citizenry and this can only be done with the corresponding capacity building these services’ provision requires.
Also, it seeks to strengthen the DIGITAL SKILLS of workers and citizens in general, with special emphasis on job market needs and closing the digital gap in education. Proposed goal: 80% of these groups with basic digital skills, 50% of which are women.

The methodology for the evaluation of the administrative capacity of ATUs is included in the Government Decision no 800/2022-annex 5 and is centered around 16 administrative capacity indicators, grouped under the 6 evaluation areas: strategic and planning documents; institutional structures; institutional processes; human resources; financial resources; information resources. The indicators administrative capacity deal with: strategic planning capacity, human resources in specialised fields, the capacity to organise local public services, administrative simplification capacity, decision-making transparency, capacity to administer local taxes and revenues, budgetary management capacity, spatial planning capacity, capacity to attract and use non-reimbursable external funds, budgetary transparency, public procurement management capacity, capacity to manage building permit processes, degree of computerisation of local government processes, the level of workload of staff responsible for public procurement, human resources dedicated to vulnerable groups, asset management capacity. Based on these indicators, central public authorities can better regulate, estimate the impact of their policies and/or guide future funding in tackling certain challenges they highlight. Also, the methodology allows for the communication to the general public of information on the performance of ATU, both in terms of local public institutional organisation and in terms of public service provision.