Aurelia LITVIN1, Cezara FETESCU2, Eugen LITVIN3

Tech­ni­cal Uni­ver­si­ty of Moldo­va1
Cen­ter of Excel­lence in Eco­nom­ics and Finance2
Acad­e­my of Eco­nom­ics Stud­ies of Moldo­va3
Cor­re­spond­ing author e‑mail: aurelia.litvin

Abstract: In recent years, the Repub­lic of Moldo­va has passed through a process of change at the lev­el of the admin­is­tra­tive sys­tem. These changes, in the sit­u­a­tion in which they were actu­al­ly oper­at­ed, were intend­ed to con­tribute both to the devel­op­ment of rur­al areas in the Repub­lic of Moldo­va, and to increas­ing the per­for­mance of LPA man­age­ment of lev­el I. How­ev­er, at the com­mu­ni­ty lev­el, a neg­a­tive image was cre­at­ed about pub­lic insti­tu­tions, in gen­er­al, and spe­cial­ly about their abil­i­ty to respond to the real needs of soci­ety. How­ev­er, to some extent, the fail­ure of the Strat­e­gy can also be attrib­uted to the qual­i­ty of the doc­u­ment itself. We must admit that the pri­or­i­ties set were influ­enced by the need to align nation­al poli­cies with the stan­dards and rules of the Euro­pean Union, in order to imple­ment the prin­ci­ples of good gov­er­nance. For these rea­sons, the pub­lic admin­is­tra­tion reform Strat­e­gy has proven to be inef­fec­tive, due to its uncer­tain role in the gen­er­al pol­i­cy frame­work and the lack of a con­trol and eval­u­a­tion frame­work. In order not to assume the role of judge and crit­ic, iden­ti­fy­ing the short­com­ings of the local pub­lic admin­is­tra­tion as sim­ple cit­i­zens, observ­ing only the effects, and abstract­ing the caus­es, we set out to iden­ti­fy the prob­lems faced by the local pub­lic admin­is­tra­tion of the first lev­el direct­ly from the source. For this pur­pose, a ques­tion­naire was devel­oped to con­sult the opin­ion of its rep­re­sen­ta­tives.
Key­words: local pub­lic admin­is­tra­tion, man­age­ment, human resources.
JEL Clas­si­fi­ca­tion: M1, K23

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