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.

During the preparation of the appraisal, it was examined:
- whether the city administration as a whole is structured in an expedient and economical manner,
- whether the administrative tasks are distributed among the individual organizational units and employees according to factual or functional aspects and whether the responsibilities are properly delimited
- what personnel requirements are necessary in the planned organizational units, and
- how the positions of civil servants and employees are to be evaluated according to the planned assignment of tasks.
Job descriptions and supplementary information served as working documents.
The aim was to create a decision-making basis for the further development of the administration as part of a continuous and sustainable change process.
Proposed measures included restructuring the administration's organizational chart from 6 to 4 departments, setting up a citizens' office with a comprehensive range of services, and optimizing internal communications, among other things by introducing weekly jour fixes.
The proposed measures were implemented step by step with the active participation of employees. The most recent measure (2022) was the hiring of a Kima protection manager to act as a liaison between building management and property management. However, as institutional organization is an ongoing process, the policy instrument needs to be updated.

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.

The RP ESF+ 2021-2027 was approved by the EC on 18 July 2022 with a total budget of Euro 1,318 million divided into the following Priorities:
1) EMPLOYMENT (13.2% of budget); 2) EDUCATION AND TRAINING (26.8%); 3) SOCIAL INCLUSION (29.3%); 4) YOUTH EMPLOYMENT (26.7%). The remaining 4% is reserved for Technical Assistance.
The 4 Priorities are divided into 10 Specific Objectives (SOs).
The Employment priority SOs deal with:
• access to employment (improvement of the level of employability of unemployed/inactive people);
• labour market services (improvement of services for the labour market, strengthening of the capacities of the actors of the regional labour system);
• measures for female employment (promote work-life balance and gender equal opportunities).
The Education and Training priority SOs focus on:
• education and training systems (strengthening of vocational guidance and training systems, strengthening of certification of formal and informal skills);
• access to education and training (enhance employability skills);
• lifelong learning (improving the skills of workers and citizens).
The Social Inclusion priority SOs target:
• active inclusion (equity in accessing services of general interest);
• access to social-health services (improve the quality and accessibility of the territorial welfare system).
The Youth employment priority SOs are:
• access to employment for young people;
• access to education and training (fight against school dropouts).

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.