KDZ Annual Report 2024

ANNUAL
REPORT
2024
CONFIDENCE

Gülsüm
Altun
Elisabeth
Apl
Peter
Biwald
Sofia
Calzola
Sara
Deranja
Siegfried
Fritz
Walter
Giebhart
Anastasiia
Hatsenko
Marian
Haydn
Martina
Henickl
Lieselotte
Henning
Nikola
Hochholdinger
Clemens
Hödl
Maximilian
Hrazdil
Marion
Jonas
Alexander
Maimer
Karoline
Mitterer
Anna-
Gabriella
Nadolph
Wolfgang
Oberascher
Philip
Parzer
Dalilah
Pichler
Thomas
Prorok
Karima
Rothensteiner
Alexandra
Schantl
Anna
Schubert
Miriam
Taumberger
Bernadette
Tropper-Malz
2
KDZ
ANNUAL
REPORT
2024
Verena
Weixlbraun
Eva
Wiesinger
Klaus
Wirth
© Shutterstock (2)
*Employed in the context of the Professional Integration HUB

LEGAL NOTICE
Owner, publisher, and editor:
KDZ – Centre for Public Administration Research
Editorial work: Siegfried Fritz
Proofreading: Anneliese Krabina-Lindner
Information in accordance with sec. 25 Austrian Media Act
KDZ – Centre for Public Administration Research
1110 Vienna · Guglgasse 13
Phone: +43 1 892 34 92-0
E-mail: institut@kdz.or.at
Internet: www.kdz.eu
Managing Directors:
Peter Biwald, Thomas Prorok
Management Board:
Tina Blöchl, Angelika Flatz, Karin Mathé,
Andreas Thaller, Martin Zojer, Thomas Weninger
The annual report reflects the activities of KDZ in 2024.
It serves as an overview of the activities and services
of KDZ for the Management Board, KDZ members,
and interested individuals.
Copyright:
All rights reserved by the publisher.
Any form of reproduction, publication, provision to others,
distribution, or inclusion in electronic databases
of the contents or parts thereof is prohibited.
Photo credits:
The rights to the images are owned by KDZ –
Centre for Public Administration Research,
unless explicitly stated otherwise.
Graphic design:
Martin Renner, www.rgd.at
INSIGHTS 04
FACTS 2024 06
INTELLECTUAL CAPITAL REPORT 08
VISION 11
AREAS OF COMPETENCE 12
PUBLIC MANAGEMENT CONSULTING 16
EUROPEAN GOVERNANCE AND URBAN POLICY 22
PUBLIC FINANCE AND FEDERALISM 28
TRAINING 34
CAF CENTRE 40
MEMBERS 42
NETWORKS 44
BOARD OF TRUSTEES 45
INNOVATIONS 46
PUBLICATIONS AND STUDIES 49
CONTACT 50
FIRST STOP 51
CON FI
DENCE3
KDZ
ANNUAL
REPORT
2024

INSIGHTS
C
Confidence is the engine that drives us
forward, even when circumstances are
challenging. Despite the uncertainty
amplified by elections in Austria and the
United States, as well as the difficult economic
conditions marked by a high budget deficit and
rising staff and energy costs, we succeeded in
finding innovative solutions and pursuing a
clear vision.
This annual report is a testament to that
confidence and our collective commitment.
It provides insight into the key topics and
developments of the past year:
Municipal finances and autonomy:
Through our analyses of increasing transfer
burdens and accurate municipal finance forecasts,
we have provided valuable insights and a
solid foundation for decision-making.
Quality management and resilience:
The advancement of the Common Assessment
Framework has helped to strengthen quality and
resilience in public administration.
Budget consolidation:
In the face of high budget deficits and mounting
economic challenges, we have been able to
develop key recommendations and strategies for
the sustainable consolidation of the budget.
Working hours and new work models:
Discussions around working time regulations
and flexible models were defining topics.
We actively facilitated these dialogues and
played an instrumental role in the development
of modern, future-oriented work structures.
Municipal services:
From early childhood education and climate
action to municipal maintenance yards, we
generated added value and new solutions for
our members and partners through studies and
consulting assignments.
International cooperation
and public administration modernisation:
The BACID programme (Building Administrative
Capacities in the Danube Region) and the SLPF
initiative (Sustainable Local Public Finances)
strengthened cross-border cooperation, helped
drive administrative reforms, decentralisation,
EU integration, and sustainable financial
management.
These and many other projects represent the
confidence that defines us as an organisation.
Our heartfelt thanks go to all those who
through their dedication, ideas, and
commitment made these achievements
possible. Let us continue to carry this
confidence forward and actively shape
change together in the coming year.
4
KDZ
ANNUAL
REPORT
2024
PETER BIWALD
THOMAS PROROK

INSIGHTS
THOMAS
PROROK
Managing Director
PETER
BIWALD
Managing Director
5
KDZ
ANNUAL
REPORT
2024

FACTS
2024
93
EXTERNAL
CONSULTANTS
144
SEMINARS AND
WEBINARS HELD
2,195
PARTICIPANTS TRAINED
IN SEMINARS
99,172
VISITS TO KDZ.EU
N
E
W
10S
M
E
M
B
E
R
6
KDZ
ANNUAL
REPORT
2024
MEMBERS
2008
150

118
32
PUBLIC
MANAGEMENT
CONSULTING
PROJECTS WERE
COMPLETED TO
FULL SATISFACTION
36
PUBLIC
FINANCE
AND
FEDERALISMS
50
EUROPEAN
GOVERNANCE AND
URBAN POLICY
2017
256
2019
277
2020
283
2024
321
7
KDZ
ANNUAL
REPORT
2024
© Shutterstock
2012
180

INTELLECTUAL CAPITAL REPORT
SINCE 2010, WE HAVE
BEEN PRODUCING THE
KDZ INTELLECTUAL
CAPITAL REPORT WHICH
MEASURES OUR INTELLECTUAL
ASSETS, GROUPED INTO
HUMAN, STRUCTURAL,
AND RELATIONAL
RESOURCES.
HUMAN
RESOURCES
Staff structure
Ø
2010–24 2024
8
KDZ
ANNUAL
REPORT
2024
Total headcount 24 30
Consultants and external experts 92 93
Number of members in the Board of Trustees 39 37
Qualifications
Proportion of employees with more than 5 years of professional experience 85% 77%
Employees with teaching assignments at universities and universities
of applied sciences 4 5
Number of teaching assignments 5 5
Proportion of employees who spoke at symposiums 46% 40%
Theme leadership
Proportion of employees who publish in relevant specialised media 61% 50%
Number of articles in external journals and books 33 33
Number of presentations 43 41
Interdisciplinarity (proportion of employees active in multiple areas of expertise) 73% 55%
Number of employees active on social media 13 16
Number of KDZ blog posts 40 38
Indicators of the KDZ Intellectual Capital Report

INTELLECTUAL CAPITAL REPORT
© Shutterstock
STRUCTURAL
RESOURCES
Ø
2010–24 2024
Members and supporters 245 321
New members 12 10
Library materials 49.786 49,444
Consulting projects (number) 59 64
Research projects (number) 31 54
Number of jour fixes for internal knowledge sharing 10 11
Proportion of jour fixes with external speakers 14% 27%
Number of innovations 7 4
Number of media reports 264 806
Share of total revenue
Seminars 26% 21%
Consulting projects 37% 30%
Research reports 37% 49%
Number of research projects completed
Public management and consulting 8 4
Public finance 12 25
European governance and urban policy 11 25
Number of consulting projects completed
Public management and consulting 36 28
Public finance 8 11
European governance and urban policy 15 25
Training
Number of seminars and courses 124 144
Share of webinars 52% 33%
Weiterbildungstage 131 132
Service Centre
Number of digital platforms 11 11
Number of FPM issues 3 2
Number of events conducted for members
(Round Table, Regionalkonferenz, KDZ im Dialog)
5 8
Publications 1 1
9
KDZ
ANNUAL
REPORT
2024

INTELLECTUAL CAPITAL REPORT
RELATIONAL
RESOURCES
Members and clients
Ø
2010–24 2024
Seminar participants 2,251 2,195
Participants in expert lectures 2,044 2,045
Share of participants who were very satisfied or satisfied with the seminars 96% 97%
KDZ network
Twitter followers 1,234 1,261
Facebook followers 1,061 1,121
LinkedIn followers 1,601 2,233
Number of German newsletter subscribers 6,470 5,659
Number of English newsletter subscribers 316 310
Number of newly registered municipalities on www.offenerhaushalt.at 92 67
Number of newly published digital funding reports 9 1
Number of newly registered municipal associations 10 18
Number of visits to KDZ homepage and platforms 153,337 270,030
Number of participants at member events 141 2,190
34
40
39
36
43
49%
SHARE OF
TOTAL REVENUE
IN 2024
Research projects
10
31
33
33
40
31
30%
Consulting projects
Seminars
KDZ
ANNUAL
REPORT
2024
35
28
29
24
26
21%
2019 2020 2021 2022 2023 2024
© Shutterstock

VISION
WE WANT A
SUSTAINABLE
MODERNISATION OF
THE PUBLIC SECTOR.
KDZ – Centre for Public Administration Research is a non-profit
association headquartered in Vienna. We are a competence centre
and knowledge platform for the public sector, specifically for cities and
municipalities, Länder, the federal government, and the European level.
We think and act with a holistic and interdisciplinary perspective.
In the domains Public Management Consulting, European Governance
and Urban Policy, Public Finances and Federalism as well as Training,
we advocate for a high-quality public sector and develop made-tomeasure
concepts and solutions to achieve this.
Our range of services includes applied research, consulting,
and training, and our expertise has been in demand since 1969.
1969
RESEARCH
INTER-
NATIONAL
KNOWLEDGE
TRANSFER
CONSULTING
TRAINING
11
NATIONAL
2024
KDZ
ANNUAL
REPORT
2024
EXPERIENCE

AREAS OF COMPETENCE
PUBLIC
MANAGEMENT
CONSULTING
We support cities and municipalities as well as their companies,
Länder, the federal government, associations, and NGOs with
various issues related to organisational and administrative development,
governance and management systems, citizen and customer
services, and human resources management, and we provide support
in strategy and innovation development.
ORGANISATIONAL
AND ADMINISTRATIVE
DEVELOPMENT
CONTROL
AND MANAGEMENT
SYSTEMS
The individual, customised, and needs-oriented solutions we provide
help our clients harness their potential. A solution-driven approach,
accuracy of fit, and feasibility are important benchmarks for us.
A collaborative partnership, combined with transparent and professional
project management, forms the essential foundation of
sustainable, trustful, and reliable cooperation.
32
PROJECTS IN 2024
CITIZEN
AND CUSTOMER
SERVICES
STRATEGY
AND INNOVATION
DEVELOPMENT
12
KDZ
ANNUAL
REPORT
2024
HUMAN
RESOURCES
MANAGEMENT
© Shutterstock (2)

AREAS OF COMPETENCE
EUROPEAN
GOVERNANCE AND
URBAN POLICY
We stand for good governance, transparency,
and open government in Europe. Good cooperation
between the federal government, Länder,
and the municipalities as part of national governance
is particularly important to us.
50
PROJECTS IN 2024
Our projects contribute to the continued development
of federal structures and multi-level governance
architectures, and in doing so, we also highlight
the benefits of public action (public value).
As part of our focus on urban and city-region policy,
we promote an intensive exchange of knowledge
beyond Austria’s national borders, on the one hand.
On the other hand, we facilitate city-regional
initiatives, as we recognise that cities are always
an integral part of the regions that surround them.
Sustainability, participation, and quality in the public
sector drive our actions.
This is particularly evident in our commitment to
the UN sustainability development goals (SDGs) and
the Common Assessment Framework (CAF).
13
KDZ
ANNUAL
REPORT
2024

AREAS OF COMPETENCE
PUBLIC FINANCE
AND FEDERALISM
36
PROJECTS IN 2024
2
8
Fiscal equalisation
12
Fee financing
14
Financing and governance
of public services
Municipal finances
We are a strong and steadfast partner in
advancing the governance and financing of
public services within the framework of multi-level
governance.
Our goal is to bring more transparency to complex
issues of the federal state. In so doing, we illuminate
financial dynamics and cooperative engagement
between the players involved. Moreover, we devise
forward-looking models aimed at optimising
governance and improving collaboration within
federalism.
Our efforts contribute to achieving equitable and
progressive fiscal equalisation, alongside strategically
advancing key areas of responsibility such as
nursing, education, childcare, public transport, or
climate action. Another of our key priorities is to
present Austrian municipal finances in a transparent
manner and to strengthen their sustainability.
14
KDZ
ANNUAL
REPORT
2024
45
lectures
13
ORF interviews/
broadcasts
(TV and radio)
36
expert articles
in KDZ formats
32
expert articles
in external
formats
8
published
studies/
publications
All studies at:
www.kdz.eu/de/wissen/studien

AREAS OF COMPETENCE
TRAINING
We have been a competent training partner for the public sector for
many years. In using suitable concepts, methods, and always
keeping pace with the times, our education and training work addresses
the specific requirements of public administration.
The 2024 KDZ training year
in numbers
A comprehensive network of experts and a pool of highly professional
lecturers, trainers, and experienced practitioners from a wide range of
different administrative units provide the foundation for our highly
practical training.
After the restrictions of the pandemic years, we succeeded in addressing
the fairly substantial backlog in demand for in-person training in 2024.
With a well-structured programme tailored to the needs of administrative
practice, we were able to conduct many trainings both onsite and online.
2,195
PEOPLE ATTENDED
OUR 144 SEMINARS ALL
ACROSS AUSTRIA
17
In summary, we look back on a challenging year of training. The impact
of diminishing financial resources at the municipal level has also affected
training opportunities. The prolonged financial distress of many municipalities
is escalating, and the federal state as a whole needs to cut costs
and urgently restore budgetary stability. In challenging times like these,
it is all the more important to remain resilient and adaptable, ready to
respond to new and unpredictable circumstances. These very skills – despite
all adversities – can be fostered and strengthened through training.
IN-HOUSE SEMINARS
WERE TAILORED TO
INDIVIDUAL REQUIREMENTS
67%
As a recognised training partner for the public sector, we were pleased to
welcome numerous clients to our practice-oriented specialised seminars
and training programmes in 2024. Our training events covered key topics
such as leadership and human resources, digitalisation and artificial
intelligence, freedom of information and data protection, as well as legal
updates. In addition, well-attended practice forums and networking
events provided opportunities for participants to share practical
experiences and specialised knowledge.
OF ALL THE TRAINING
OFFERS WERE HELD
IN PERSON AND 33%
WERE HELD ONLINE
(LIVE WEBINARS)
41
© Shutterstock (2)
DIVERSITY OF TOPICS: WWW.KDZ.EU
• Economic efficiency and financial management
• Municipal budget reform (VRV 2015)
• Public management and governance
• Legal update
• Taxes and duties
• Leadership
• Communication and client management
• Innovation and digital competence
• KDZ practice forums and networks
EXPERTS WERE INVITED
TO GIVE LECTURES ON
SPECIFIC TOPICS
97%
OF THE SEMINAR CLIENTS
WERE VERY SATISFIED
AND SATISFIED
15
KDZ
ANNUAL
REPORT
2024

16
M
KDZ
ANNUAL
REPORT
2024
© Shutterstock

Peter
Biwald
Clemens
Hödl
Maximilian
Hrazdil
Alexander
Maimer
Anna-
Gabriella
Nadolph
Wolfgang
Oberascher
Philip
Parzer
Dalilah
Pichler
Klaus
Wirth
Verena
Weixlbraun
PUBLIC
ANAGEMENT
CONSULTING
17
KDZ
ANNUAL
REPORT
2024

PUBLIC MANAGEMENT CONSULTING
BUDGET CONSOLIDATION
In 2024, many Austrian cities and municipalities
faced challenging budgetary constraints.
These cities and municipalities are
facing stagnant revenues alongside a steady
rise in expenditure. To address this situation,
a variety of measures is required on
both the revenue and spending sides to
achieve a balanced budget.
In 2024, KDZ supported several cities and
municipalities in addressing these challenges.
This support will continue in 2025, as
the financial situation is expected to remain
difficult in the coming years.
The core element of our projects lies in
working together with cities and municipalities
to determine their need for consolidation.
This specifically involves identifying
the budget volume that needs to be adjusted
in the subsequent process.
The process brings together working groups
composed of top administrative officials,
relevant departments, responsible political
representatives, and KDZ experts who identify
potential savings and assess them both
in terms of their merit and their financial
impact. The proposed measures are then
approved by a political steering committee,
providing the basis for implementation in
the municipality.
The proposed measures are diverse and include
target group-specific adjustments to
funding, achieving cost recovery of fees, a
critical review of products and services, and
the adjustment of service standards.
Several cities and municipalities have already
succeeded in using this approach to
get their budgets in order. However, critically
reviewing and adjusting revenues, spending,
and the underlying services as needed
during the annual budgeting process remains
essential.
The challenging budget situation will continue
into 2025, and KDZ will be supporting
budget consolidation efforts in a number of
cities and municipalities in 2025 as well.
If you would like to make the most of the
expertise supplied by an experienced team
of professionals, we are happy to support
you. Together, we will develop a tailored
solution that fits the specific needs of your
municipality. •
18
KDZ
ANNUAL
REPORT
2024
© Shutterstock (2)

WORKING HOURS:
LESS IS MORE?
Employees are growing increasingly critical of the traditional
40-hour workweek standard. Surveys paint a relatively consistent
picture: The majority of Austrians would welcome a reduction in
working hours. While the call for rethinking the world of work is popular
particularly among younger generations, it is not limited to them.
There is growing demand for a shift that prioritises personal wellbeing,
greater control over one’s schedule, more flexible working time
models, and ultimately, self-fulfillment. Many employees would
prefer flexible working hours and would prioritise leisure time and
personal growth over traditional career paths. They would prefer
four-day workweeks or part-time roles, even if it means accepting
lower salaries.
Regardless of whether one agrees with the points being
made in public discourse, it is clear that the world of work
is changing, and new ideas and flexibility are in demand.
The nature and scope of work are now additional crucial
factors in being considered an attractive employer.
The new world of work: flexibility and fulfillment
At KDZ, we have had the opportunity to take an active role
in an exciting development process looking at the future of
working time for the city of Vienna over the past two years. This
process has revealed that the challenges often lie in the details.
On the one hand, shorter working hours and more part-time roles
could enhance employer attractiveness and employee health.
On the other hand, financial, legal, and organisational hurdles pose
significant challenges to implementation. With the “My FlexiTime”
initiative, the city of Vienna has developed a response to the evolving
demands of employees. The pilot project focuses on two areas:
increasing working time flexibility by providing greater leeway in
how weekly working hours are structured, on the one hand, and
dual leadership (leadership model where two individuals share the
management responsibilities of a single organisational unit), on the
other.
Another line of inquiry in this project centred on the noticeably
growing demand for part-time positions – not only among individuals
with caregiving responsibilities. Many HR professionals report
that in almost every second job interview, applicants inquire about
part-time employment opportunities. To avoid losing strong
candidates just before the finish line, organisations need targeted
measures to adapt to these shifting expectations and offer attractive
employment opportunities that meet the needs of the workforce. •
19
KDZ
ANNUAL
REPORT
2024

PUBLIC MANAGEMENT CONSULTING
COLLABORATION PAYS OFF –
QUALITY AND ECONOMIC EFFICIENCY
FROM A SINGLE SOURCE
Municipal cooperation is a topics that receives varying
levels of attention depending on the economic
situation and political climate. One thing is
clear: Complexity is increasing – also for cities and
municipalities. In addition to the proper fulfilment
of their responsibilities, maintaining operational
capacity, delivering municipal services, and meeting
required quality standards present ever-greater
challenges for many municipalities. The necessary
investments in municipal infrastructure, increasingly
tight financial budgets, employee acquisition and the
creation of an attractive work environment, digital
work as well as digital services for citizens, and many
other challenges, all demand new organisational
solutions.
In 2024, KDZ supported a variety of municipal cooperation
initiatives with a particular focus on the development
of regional construction and maintenance
yards. The following four key assumptions outline what
is needed for such cooperation to pay off in the long
term:
Collaborations require a shared visionn
A common vision among decision-makers – ‘What do
we want to achieve through cooperation, and what
should be different or better afterwards?’ – provides a
clear roadmap to guide the collaboration. By clarifying
mutual expectations early on, misunderstandings
can be avoided, laying a common foundation for future
cooperation.
the employees’ sense of affiliation grows, as does the
motivation to be part of a modern service organisation
that operates both regionally and locally.
Citizens, in turn, care more about the quality of
services delivered than about which municipal
employee provides them.
Collaborations create more than
financial flexibility
Cost savings – for example, through shared facilities,
vehicle fleets, or staff pools – typically emerge in the
medium to long term. However, quality benefits can
be realised from day one of collaboration. Municipal
maintenance yards enable work in larger teams,
making it easier to plan critical tasks, such as winter
service. By sharing know-how and specialised equipment,
municipalities can offer special services that
were previously unavailable or expensive to outsource.
Implementing collaborations together
with employees
No collaboration model can succeed without actively
engaging the employees. Transparency and opportunities
for staff to become actively involved in the development
of municipal cooperation projects are key to
gaining acceptance and ensuring that collaboration
works effectively in the long run.•
20
KDZ
ANNUAL
REPORT
2024
Collaborations are not a loss of identity
This frequently raised concern may seem justified at
first glance. However, looking at previous successful
municipal collaborations reveals a completely different
picture. Mayors report that collaboration allows
tasks to be carried out more efficiently, and with appropriate
organisational regulations (as in procurement),
equal access to operational resources like
municipal maintenance yards is ensured. Additionally,
© Shutterstock (2)

OUTLOOK 2025
Municipality 2030
Cities and municipalities will face a wide range of
challenges in the years ahead. However, these challenges
also present numerous opportunities to
explore new paths.
A key approach lies in further developing communication
with citizens and their active engagement in
municipal work. Citizens should be fully informed
about the municipality’s circumstances, as transparency
can foster greater public understanding of
the decisions made by the municipality. A professional
approach to communication – one that recognises
and addresses the diverse communication
needs of the different target groups – delivers significant
benefits in this regard.
Furthermore, this presents an opportunity to involve
citizens more extensively in municipal work
through volunteering. Many municipalities already
have success stories to tell, whether it’s libraries,
meals on wheels services, public swimming pool
management, or other municipal services. Strengthening
volunteer engagement not only promotes a
community spirit but also effectively helps to address
staff shortages.
Given the current challenges in recruiting and retaining
staff, it is essential for municipalities to position
themselves as attractive employers. Part of this
should involve valuing and supporting experienced
employees as well as attracting new talent. Particularly
when seeking and engaging new employees,
innovative approaches are needed to ensure success
and to design future-ready organisational structures.
Within the organisation itself, the digitalisation of
core processes and the implementation of artificial
intelligence (AI) offer significant opportunities for
progress. Many processes in the workings of a municipality
are highly standardised due to legal requirements
but can be made more effective and efficient
through digital solutions. AI, for example,
offers a forward-looking solution for handling routine
checks, such as the verification of document
completeness.
The future holds numerous opportunities for cities
and municipalities. The key will be to recognise
these opportunities actively, seize them boldly, and
implement them strategically to make municipalities
future-proof and vibrant places to live. •
21
KDZ
ANNUAL
REPORT
2024

EUROPEAN
GOVERNANCE &
URBAN POLICY
Sofia
Calzola
Sara
Deranja
Walter
Giebhart
Nikola
Hochholdinger
Marion
Jonas
Anna-
Gabriella
Nadolph
Philip
Parzer
Dalilah
Pichler
Thomas
Prorok
22
KDZ
ANNUAL
REPORT
2024
Alexandra
Schantl
Bernadette
Tropper-Malz
Verena
Weixlbraun
© Shutterstock

23
KDZ
ANNUAL
REPORT
2024

EUROPEAN GOVERNANCE AND URBAN POLICY
24
KDZ
ANNUAL
REPORT
2024
GOOD PREPARATION
IS THE MOTHER OF SUCCESS
The road to Europe is rocky. Cities
and municipalities are particularly
affected, as they are neither official
parties to the European integration
process in the accession process nor
EU members. This drives home how
necessary it is to be well prepared for
accession, as almost 70 percent of
EU legislation affects the local level.
Such preparation is essential not only
for activities that normally fall within
the responsibility of municipalities,
such as local transport, waste
management, or environmental protection.
Cities and municipalities also
have significant responsibilities in
areas such as freedom to travel, state
aid, public procurement, competition,
and services of general interest.
In their role as employers, service
providers, urban planners, monitoring
and enforcement bodies as well
as market players, local authorities
are obliged to adopt and comply with
the EU acquis communautaire in
their areas of responsibility. As their
citizens’ first port of call on the road
to Europe, they need to bring these
citizens on board if the European
project is to be successful.
At the same time, strong and adaptable
administrative structures are
fundamental to the success of transitioning
from EU accession state to
Member State. This need applies
equally to all levels of government.
For cities and municipalities, municipal
autonomy is key in this situation:
Generally, a high degree of municipal
autonomy goes together with a high
level of effectiveness, not only for a
country’s democratic development,
but also for effective governance.
We successfully responded to these
challenges and achieved milestones
in the countries of the Western
Balkans and the Republic of
Moldova through the BACID
programme (2015–2024), which
we implemented together with the
Austrian Association of Cities and
Towns. With the Regional School of
Public Administration (ReSPA), for example,
we were able to establish the
Common Assessment Framework
(CAF) as a quality management tool
in the region’s public sector, contributing
to reforms in public administration.
In connection with decentralisation
and bringing municipalities
closer to the EU, the role of NALAS,
the Network of Associations of Local
Authorities of South-East Europe,
was further strengthened. We are especially
proud of the developments
in digitalisation: A digitalisation
expert supports the NALAS team, a
permanent digitalisation group was
established, and two digital pilot projects
were implemented in Serbia
and North Macedonia with smart
parking space management and
medical monitoring in people’s
homes, improving the quality of life
of people directly on the ground. •

87,746
THE EUROPE OF
CITIES AND MUNICIPALITIES
Cities and municipalities form the foundation of
the European Union. They take on a variety of
public responsibilities, from waste disposal to running
schools and providing social support. However,
this essential role comes with complex challenges.
One central aspect are the highly varied municipal
structures in the Member States. While some countries
rely on centralised systems, others have largely
autonomous local governments. This heterogeneity
is also reflected in the responsibilities and competencies
that municipalities fulfil. The spectrum ranges
from basic services to extensive functions, such
as social security or urban planning. In light of this,
so far, there are no uniform standards or comprehensive
comparative statistics within the EU that
would enable a cross-national analysis or evaluation
of municipal services. Inconsistent definitions and
classifications make it difficult to draw clear lines
between the competencies of local, regional, and
national governments. Not only does this lead to in-
efficiencies, but it also limits the ability to share best
practices between Member States or to develop
common approaches at EU level.
However, efforts are being made to improve the situation.
Institutions such as the OECD and the European
Commission are working on tools such as the
‘Local Autonomy Index’, which assesses the degree
of local autonomy and prepares the ground for harmonisation.
At the same time, programmes such as
the ‘World Observatory on Subnational Government
Finance and Investment’ demonstrate how data can
be systematised and made more comparable.
In 2024, KDZ conducted two studies, contributing to
an overview of the municipal challenges in Europe:
Firstly, a feasibility study on capacities, competencies,
and career paths in cities and municipalities for
the European Commission. Secondly, the ‘Municipal
Finance Report of Southeastern Europe’, which compares
municipal-level income and spending in 13
countries. It was shown that there are 87,746 municipalities
in the EU. France leads the way with an impressive
34,955 municipalities, whereas countries
such as Denmark only have 98 local governments.
This illustrates the enormous diversity of municipal
structures and at the same time the extensive challenges
that reform efforts face in the EU Member
States. •
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© Shutterstock

EUROPEAN GOVERNANCE AND URBAN POLICY
NETWORKING FOR A
SUSTAINABLE FUTURE
Networks between organisations, cities, and academic
partners open up the opportunity to
learn from one another. An extensive network comprising
18 partners, including countries like Argentina,
Canada, or South Africa concluded its work –
at least officially – with a memorable closing event
in Vienna. KDZ hosted the final conference of
LoGov – Local Government and the Changing Urban-Rural
Interplay, an EU Horizon 2020 project in
which KDZ was involved as a partner.
The results are impressive:
16 country reports, 5 research area reports, 3 books,
and 1 whitepaper were authored and made available
at www.logov-rise.eu. The whitepaper presents
30 practical examples from around the world on
highly relevant issues in local government, ranging
from public transport and housing to municipal revenues,
intermunicipal cooperation in rural areas, the
role of municipal associations, and citizen participation
in local planning and budgeting. In addition to
gaining important insights, KDZ was able to connect
with many new partners who are committed to sustainably
strengthening the municipal level across
the globe.
Another network organised by KDZ marked its tenth
anniversary in 2024: the European city network ‘Cities
for Sustainable Public Finances’ (www.cspf.eu).
This network brings together finance managers from
the cities of Bordeaux, Hamburg, Amsterdam, Barcelona,
Trondheim, and London twice a year to exchange
ideas. At the first meeting in 2024, the relationship
between environmental sustainability and
sources of financing was examined, in response to
the new EU requirements (keyword ESG – see also
the Innovation chapter) for directing financial flows
into sustainable economic sectors which also have
an impact on cities and their municipal enterprises.
The second virtual meeting was dedicated to the
topic of ‘affordable housing’. The European cities
openly shared their approaches, successes, and
challenges.
The long-term nurturing of networks creates trust
between members and facilitates the exchange of
resources and knowledge. Among other things, to
our mind, networks are also a central learning format
for adult education, as our experience with the
KDZ networks Citizen Services, Human Resources,
and Resilient Communities has shown. KDZ will certainly
continue to actively explore new opportunities
in order to promote the strengthening of the
municipal sector in internal and external networks. •
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OUTLOOK 2025
In the year ahead, we can look forward to exciting projects
that will help us achieve the UN Sustainable Development
Goals (SDGs). One of these important projects is the
EU-funded ‘Sustainability in Local Public Finances’
(SLPF) project, which is developing concrete measures for
sustainable financial management in cooperation with the
cities of Amsterdam, Barcelona, Bordeaux, and Hamburg.
The project is scheduled to run until December 2026 and
aims to integrate innovative approaches such as SDGs and
green budgeting into local financial planning. The objective
is to progress in key areas such as climate action, social justice,
and economic sustainability.
The SLPF project follows a clearly structured roadmap: from
the analysis of existing SDG governance systems and budgeting
practices to the development of city-specific action plans
and the organisation of a Europe-wide exchange programme
for civil servants. The aim is to support cities in consistently
aligning their public finance systems with the SDGs and
learning from one another.
Action plans with measurable SDG key performance indicators
(KPIs) are created on the basis of the status quo reports.
These plans include timetables, milestones, and the active
participation of relevant stakeholders. Particular attention is
devoted to practical solutions that can also be used by European
municipalities other than the project cities.
One example of an innovative approach is the development
of a digital dashboard for green budgeting. This tool provides
cities with an overview of the different ways financial resources
can be used and how they contribute to achieving
the SDGs. Synergies with partner organisations such as Expertise
France and the Institute for Climate Economics (I4CE)
have added value to the project, particularly in the areas of
climate finance and sustainable urban development.
Austrian cities are drawing on the findings of the SLPF project
for their work. The aim is to adapt green budgeting and
other innovative approaches to local conditions and link
them to existing projects, for example in the fields of urban
mobility or climate adaptation. In this way, the project contributes
to sustainable development in Europe while also
providing valuable takeaways for Austria’s sustainable future.
In August 2025, the first concrete results will become available
in a status quo report. This report will analyse the strategies
and concepts the participating cities have been using so
far to implement the SDGs. The analysis will be supplemented
by a review of relevant legal, financial, and strategic documents
at EU, national, and local level. Local experts will also
be examining how financial resources are being used for
SDG-related measures. An intensive dialogue with key stakeholders
will provide additional insights and underpin the report’s
recommendations.
The SLPF project will evidence the important role that cities
can play in shaping a sustainable future. They serve as testing
grounds for innovative financing models and are setting
new standards in public financial management. Together
with the project partners, the city administrations are providing
a powerful impetus, the impact of which extends far beyond
local borders. The innovative approaches taken by the
four participating cities can serve as benchmark standards
and create a ‘ripple effect’ that serves as an inspiration for
other cities and countries to adopt sustainable financial
solutions.
This project is funded by the European Union through the
Technical Support Instrument and is being implemented
by Expertise France, KDZ – Centre for Public Administration
Research, and I4C in cooperation with the European
Commission. •
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© Shutterstock
You can download the fact sheet on the SLPF project
at this link: www.slpf.eu

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PUBLIC
FINANCE AND
FEDERALISM
Peter
Biwald
Marian
Haydn
Nikola
Hochholdinger
Clemens
Hödl
Marion
Jonas
Karoline
Mitterer
Dalilah
Pichler
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© Shutterstock

PUBLIC FINANCE AND FEDERALISM
MUNICIPAL FINANCE
AND CREDIT RATING
KDZ – Centre for Public Administration Research
has been publishing the creditworthiness rating
of the top 250 municipalities together with the municipal
magazine public every summer for the past
13 years. The rating presents the financial performance
of all Austrian municipalities based on a mix
of different factors.
Results are informed by the KDZ Quick Test, which
comprises a set of indicators that have been tried
and tested in practice over many years. It analyses
whether a municipality has sufficient financial leeway
to cover its operating expenses and make investments.
In addition to ongoing operations, investments,
investment grants, and debt, the
analysis also takes into account debt. The resulting
key figures, based on a differentiated grading scale,
provide an overall assessment of a municipality’s financial
development.
The rating reveals the top 12 percent of all municipalities
with the best credit score. To achieve a place
among the top 250 in 2024, a credit rating of 1.80
was required, i.e., a very good score. A credit rating
of 2.69 was required for 1,047th place. In other
words, half of the Austrian municipalities had a very
good to good financial performance in this year’s
rating.
Top municipalities 2012–2024
Over the last 13 years, 22 municipalities have always
been in the top 250 of the rating. These include municipalities
like Hallwang (average score of 1.26),
Ebbs (1.28), and Sankt Margarethen in Burgenland
(1.57). Six Länder are represented among these 22
municipalities. No municipality in the Länder of
Carinthia and Vorarlberg has consistently made it
into the rating.
The KDZ Quick Test values for the 2025 rating are
already available on www.offenerhaushalt.at
The transparency platform for municipal budgets,
which is currently used by around 1,550 municipalities,
offers the option of displaying the KDZ Quick
Test along with the three-component budget.
With an excellent score of 1.91 for the first-placed
municipality in the ‘perpetual table’ – the municipality
of Hallwang – a very good score was once
again achieved for 2024. The revenue-expenditure
gap is already making itself felt, however, as this
result lies below the 1.26 credit rating for the period
2012–2024.
Every year, the rating elicits numerous reactions from
both municipalities in the top 250 and those outside
the top tier. Municipalities that have not reached the
top 250 are primarily interested in their own rating. •
MILESTONES 2024
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Impulse conference
‘Finanzausgleich
2024’
Collaboration for the
scientific evaluation
of the National Energy
and Climate Plan
Gemeinde -
finanzbericht
(municipal financial
report)
Municipal
financial
forecast
II
II
II
IV
V
V
VI
Study on climate
action and climate
change adaptation
Comparative study on
cultural spending in the
Länder
Fact sheet: ‘Finanzausgleich
kompakt’
(fiscal equalisation
at a glance)

© Shutterstock
NEED FOR FINANCIAL EQUALISATION
AND FEDERAL STATE REFORM
While the high need for consolidation only became
apparent at a national level in autumn 2024, our
municipal finance forecasts revealed this sustained
slump in financing starting in early 2024. The revenue-expenditure
gap in the municipalities has been visible
for quite some time. On the one hand, the gap is due
to a tax reform without offsets, which has curbed revenue,
and, on the other hand, it is due to inflation and
the sharp increases in levies.
Through our work, we would like to do our part in
advancing the federal state, even if available financial
resources are diminishing.
Impulse conference on financial equalisation
The new financial equalisation scheme came into
force on 1 January 2024. In February, we organised an
impulse conference entitled ‘Financial equalisation
2024 – stronger into the future?’ in collaboration with
TU Wien. This conference provided a critical all-encompassing
view of the 2024 financial equalisation
scheme from a wide range of perspectives. To our regret,
it hardly came as a surprise when nearly half the
participants gave the response ‘I would have expected
more from the financial equalisation scheme’. Even
though some important measures have been implemented,
a fundamental reform has yet to be achieved.
If a reform had been initiated earlier, the pressure to
consolidate would perhaps already be lower today.
Financial equalisation manual
In August, we successfully published our financial equalisation
manual 2024. This manual, which KDZ has been
producing for decades, is regarded as a reference work on
financial equalisation. It contains not only the commentary
expanding on the Fiscal Equalisation Act and the Fiscal
Equalisation Pact, but also an explanation of how fiscal
equalisation works and is structured as well as many
in-depth assessments and recommendations on fiscal
equalisation.
Recommendations for reforms in the federal state
In cooperation with the Fiscal Advisory Council and the
Austrian Institute of Economic Research (WIFO), we
hosted a press conference on reforms to the federal
state in October. As part of these recommendations to
the new federal government, a host of reform strategies
geared to increase efficiency in the federal state and
thus contribute to consolidation work in the future were
presented.
Challenges remain
There is still much to be done, and we will be
happy to continue providing our
expertise moving forward. •
Financial equalisation
manual 2024
Press conference:
Need for federal
state reform
Municipal finances
of Lower Austria
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VII
VIII
IX
X
X
XI
XII
Bonitätsranking
Gemeinden (municipality
credit rating)
Study: What lies
ahead for early childhood
education
Study: Stakeholder
analysis energy poverty
Municipal
financial
forecast

PUBLIC FINANCE AND FEDERALISM
WHAT LIES AHEAD FOR
EARLY CHILDHOOD EDUCATION?
In recent years, municipalities have committed to
significant investments in childcare, contributing
to a steady expansion of childcare services. They
have allocated increasing amounts of funding for
these services, despite not receiving additional resources
from fiscal equalisation schemes to sustain
ongoing operations. However, in the coming years,
municipalities will need to tighten their fiscal belts.
But how will this affect the planned expansion of
early childhood education??
KDZ explored this question in a study it conducted
on behalf of the Austrian Association of Cities and
Towns to explore this question. What are the current
goals in early childhood education, and what are
their financial implications? What developments
have there been in terms of the services available
and spending. What lies ahead in terms of staffing
needs and funding?
Significant rise in funding needs
Early childhood education is a rapidly growing sector.
Between 2007 and 2022, the need for childcare funding
at the municipal level increased threefold, signifying
an average annual increase of 7.7%. To put this in
perspective, the consumer price index rose by only
41% during the same period. This growth correlates
with a significant increase in childcare coverage, particularly
for children under the age of three, along
with notable improvements in opening hours.
Continued need for expansion
Our study results indicate that the anticipated initiatives
in early childhood education will require an additional
EUR 6.9 billion in financing (before deducting
funding) between 2024 and 2030.
Alongside the widening gap between revenues and
spending, the need for funding has been growing
substantially as a result of raising the childcare coverage
rate by at least one percentage point per year
and Land. In addition, longer opening hours and
smaller group sizes are also leading to added costs.
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Uncertain expansion path
Overall, it has become clear that maintaining
the current trajectory is key to ensuring that the
established expansion goals are actually achieved.
However, given the mounting financial constraints
that municipalities are facing, this will be difficult to
achieve. While resources from the Future Fund
provide critical support, they will not be able to fully
cover the additional funding needs. In light of this,
there is a real risk that the planned expansion targets
in early childhood education may not be met. •

OUTLOOK 2025
will be characterised by a nationwide
need for fiscal consolidation.
2025
KDZ will leverage its expertise to offer solutions at
various levels, placing a particular focus on highlighting
municipal financing options to enhance the
financial flexibility of municipalities.
We plan to provide a benchmarking tool for the individual
municipalities, which will allow them to
learn more effectively from one another. It goes
without saying that we will continue our municipal
finance forecasts and work on improving green
budgeting feasibility. •
© Shutterstock (2)
To this end, we will outline consolidation opportunities
for municipalities and support them
throughout the process. The key objective is to preserve
the political scope for action available to municipalities
despite the tight fiscal situation. Priority
issues include rethinking regional cooperation
through intermunicipal partnerships, establishing
benchmarks, introducing cost-covering fees, or exploring
alternative financing instruments.
Additionally, we will seek to facilitate the improvement
of municipal framework conditions. Topics
will include the property tax reform, Länder-level
fiscal equalisation schemes, or the creation of a
sustainable municipal investment fund, which remains
to be implemented. Against this backdrop,
financing and managing early childhood education
and climate action will also be crucial topics in
2025.
There will also be additions to our
www.offenerhaushalt.at platform.
WORK PRIORITIES 2025
• Identifying potential for consolidation at the
municipal level
• Ensuring the medium-term financial sustainability
of municipal services of general interest
• Contributing to reforms in fiscal equalisation
and public service financing with a focus on the
long-term financial viability of the federal system
• Studying the impact of climate action and
climate change adaptation on public budgets
and multi-level governance
• Financing investments such as early childhood
education, climate action, and climate change
adaptation
• Ensuring transparent finances at municipal
level, for instance by continuing municipal
finance forecasts and expanding
www.offenerhaushalt.at
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Elisabeth
Apl
Siegfried
Fritz
Walter
Giebhart
Martina
Henickl
Lieselotte
Henning
Karima
Rothensteiner
Anna
Schubert
Eva
Wiesinger
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TRAINING

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© Shutterstock

TRAINING
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MANAGEMENT COCKPIT INSTEAD
OF PAPER PILE-UP – OR HOW TO
PROFESSIONALISE MUNICIPAL
MAINTENANCE YARD MANAGEMENT
Austria’s municipal maintenance yards are still
struggling with the stigma of being ‘inefficient’.
The common stereotype suggests that ‘those
workers in orange uniforms are just waiting around
for jobs to do’. However, this perception is far from
accurate, as a closer look at the operational structure
of modern municipal maintenance yards quickly
reveals.
Every day, a large number of assignments are
performed in these yards. Without careful planning,
prioritisation, and allocation, managing such a
workload would often no longer be manageable in
terms of the day-to-day organisation of work.
At a specialist seminar in 2024, Markus Maier, head
of the Aschachtal municipal maintenance yard, outlined
how this workload can be managed successfully.
The Aschachtal municipal maintenance yard is
a successful collaboration between the municipalities
of Aschach an der Donau, Hartkirchen, Pupping,
and Stroheim. It covers an area of approximately
13 hectares, manages a road network of 281 km and
around 68 km of sewer lines, in addition to handling
typical responsibilities such as winter service and
green space management. A team of 17 employees
ensures smooth operation of the yard.
A ‘command centre’ coordinates assignments for
the four member municipalities. A work order system
was developed in-house, seamlessly integrating
assignment plans, which are then made electronically
available to employees.
carried out automatically without having to be
specifically requested. Assignment recording is
systematically structured to log tasks that need to
be completed, estimate the resources required, and
then incorporate the tasks into daily and weekly
plans.
Once an assignment has been completed, the results
are (generally) photographed for documentation
purposes, and employees log the time spent on
each assignment. This data also feeds directly into
any required billing.
In total, a seamlessly integrated system has been developed,
allowing for structured allocation of work
among employees based on job orders as well as
performance tracking. This has resulted in a more
efficient performance of maintenance yard services,
improved resource planning, and thus also greater
employee satisfaction, as daily, weekly, and monthly
schedules provide clear guidance on what tasks
need to be taken care of. The key success factor:
a dedicated management team and committed
employees.
The efficiency of the Aschachtal municipal maintenance
yard is so impressive that we felt compelled
to present this best practice to other municipal
maintenance yard managers in a KDZ seminar.
The event sparked thought-provoking discussions,
admiration, and many valuable insights – leaving
attendees with a clear understanding of ‘how it can
be done’.
Alongside individual assignments from the four
municipalities, the yard also manages, plans, and
allocates standing orders, i.e., services that are
We look forward to further inspiring discussions,
suggestions, and ideas for successful municipal
maintenance yard management in 2025. •

MANAGING AND LEADING:
APPROACHING LEADERSHIP TASKS
WITH A SOLUTION-FOCUSED MINDSET
It is generally understood that there are essentially
two lenses through which challenges can be
viewed: the problem-focused lens and the solution-focused
lens. Whereas the problem-focused
lens primarily seeks to analyse and understand the
root causes of an issue, the solution-focused lens
shifts attention to the strengths of employees, even
in difficult situations, unlocking hidden skills and
opportunities. Both perspectives have their merit,
but the solution-focused approach is characterised
by a mindset geared toward growth and development.
The webinar series ‘Managing & Leading’ explores
this shift in perspective – from analysis to solution
development in leadership work. Designed as a digital
workshop for next-generation/young and experienced
leaders, the webinars address various aspects
of leadership: fundamental principles of effective
leadership, actual leadership work following the
leadership process cycle of reflection and interaction,
successful communication and functional conflict
resolution, as well as the challenges and opportunities
of organisational development from a
leadership perspective.
In terms of methodology, this innovative leadership
development format emphasises peer
learning among participants, complemented by
expert insights from trainers. In breakout sessions,
participants reflect on their own leadership
experiences or practices, document their insights
on a Mural board (a digital flipchart). They then
reconvene in the larger group to contextualise
these insights with theoretical knowledge.
Such a hands-on approach to training – based on
real-world cases – lays the foundation for refining
one’s individual leadership skills. What works well
in one case is likely to prove effective in similar
situations. At the same time, this method helps
participants break free from the pressure of perfectionism:
Not everything can or will always
work out.
Leadership styles are, of course, highly individual.
That said, effective leadership needs to grasp and
navigate the complexity of real-world challenges
while also providing a clear sense of direction in administration
by taking (actual) decisions. Achieving
this requires participative, transactional, or transformational
leadership styles (to name just three), or
any combination of these different approaches. Ultimately,
leadership is shaped by the individual leader’s
self-perception – so by the ‘lens’ they choose to
adopt – and the practical demands of everyday organisational
life. Developing, practicing, and having
the confidence to consistently adopt the solution-focused
lens is the key to success. •
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© Shutterstock

TRAINING
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NETWORK LEARNING –
A SUCCESSFUL TOOL
IN ADULT TRAINING
Based on our experience, networks are
highly effective learning environments,
as they are specifically tailored to
the unique demands of adult learning.
The distinctive merits of such a collaborative
learning approach mainly include opportunities
to engage in social exchange
and peer learning, joint problem-solving
by leveraging diverse personal experiences
and collective knowledge within the
network to address complex challenges,
and to create a safe space for feedback
from like-minded individuals.
Networks based on long-term
relationship building
In recognition of these unique benefits,
KDZ has developed various networks over
the years. Three examples are briefly
presented below:
Netzwerk Bürgerservice
(Citizen Service Network)
For over 30 years, citizen service centres
have embodied the service orientation of
cities and municipalities. KDZ established
a platform for exchange and collaborative
learning early on. What began as a series
of seminars and training programmes has
evolved into a network that brings together
approximately 25–30 participants
from across Austria each year. Topics such
as digitalisation and artificial intelligence,
most recently discussed at the network’s
meeting in Tulln, have been playing an
increasingly important role.
Führungskräftewerkstatt Burgenland
(Leadership Workshop Burgenland
In 2018, Burgenland’s regional group of the
Austrian Association of Cities and Towns
launched a network for chief administrative
officers. It includes representatives
from the larger cities of Burgenland. The
meetings facilitate personal exchange and
drive the development of practical solutions,
such as an organisational manual
(template) and a concept for an internal
monitoring system.
Werkstatt Personal (HR Workshop)
The COVID-19 pandemic brought challenges
like the shift to working from home
that required quick action. In response,
KDZ initiated an online workshop, that
continues to meet up regularly to this
day. This network, made up of 14 HR
managers from various cities and municipalities,
focuses primarily on topics
related to modern staff management.
Network sustainability
For a network to succeed over the long
run, effective facilitation and guidance
are of the essence as it fosters structure,
accountability, openness, and reflection
within the group. KDZ has stepped into
this role, creating effective spaces for
trusted exchange, problem-solving,
and mutual support, ultimately making
networks an indispensable tool in adult
education. •

OUTLOOK 2025
Embracing challenges – investing in training!
The fast-paced evolution of artificial intelligence will
fundamentally change the way we work. Speed and
complexity are increasing, driven in part by digitalisation.
Our working world is becoming increasingly
technology-driven, with people, machines, and media
engaging collectively in networks on a large
scale and learning from each other. Change in general,
and digitalisation in particular, are thus also key
drivers for training and skills development. After all,
the success of organisations largely depends on the
resources available to them, making it essential to
recognise the value of professional growth and give
employees opportunities to invest in their future
and skills, empowering them to confidently tackle
the challenges of tomorrow – especially in an unpredictable
VUCA world. Continuing knowledge acquisition
is a fundamental requirement for any modern
organisation, as it creates added value for all while
also ensuring satisfied and motivated employees.
As a training provider, we are committed to supporting
you in your training initiatives.
NEW in the programme:
‘Workforce development in transition: forward-looking
approaches for public administration’
Discover innovative approaches to staff and organisational
development in four modules and empower
your employees to acquire the skill sets needed for
the digital and AI-driven workplace of tomorrow. This
course is specifically intended for chief administrative
officers, HR professionals, organisational and staff developers,
and executives. It covers AI and its impact
on human resources and provides labour law updates.
One online module focuses on employer
branding, strategic recruiting, and HR marketing. Another
module explores New Work and its potential for
the public sector. Finally, the course concludes with
an examination of staff and organisational development
methods. •
KDZ training – your partner
and learning companion
www.kdz.eu/de/seminare
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© Shutterstock

CAF CENTRE
THE CAF CENTRE WILL CONTINUE TO EXTEND ITS ROLE AS AN
INTERNATIONALLY RECOGNIZED COMPETENCE CENTRE FOR QUALITY,
CHANGE, AND GOOD GOVERNANCE IN THE PUBLIC SECTOR!
The CAF Centre 1 of KDZ has blossomed into an
internationally sought-after and recognised
CAF centre. In 2024, it was able to further strengthen
its position as a ‘first-contact-point’ on all issues
related to CAF, good governance, and administrative
innovation.
In 2024, we were able to expand our CAF activities
not only in Austria but also in Germany. In addition to
supporting various CAF Quality Label processes, the
CAF Centre of KDZ facilitated the implementation of
the Common Assessment Framework in various
public administration organisations across Germany.
2024 saw the development of a streamlined CAF version,
known as CAF-Compact, making the CAF methodology
even more effective for organisations. Additionally,
in 2024, development began on a digital CAF
tool in collaboration with BMKÖS (Austrian Federal
Ministry for Arts, Culture, the Civil Service and Sport).
This tool will provide quality managers and public
administration leaders with quick access to CAF-based
organisational assessments. Together with FH Campus
Wien Academy, the CAF Centre crafted a custom-made
curriculum for quality managers and organisational
developers in the public sector. The aim is to integrate
CAF as a practical and effective framework for continuous
improvement in leadership and expert training
programmes.
Another one of the year’s highlights was the CAF Centre’s
participation in Innovate 2024, the public sector
conference on innovation management. KDZ, together
with BMKÖS, had the honour of officially awarding
the CAF Quality Label to seven organisations during
the prestigious event at the Vienna Hofburg.
The CAF Centre at KDZ is also a sought-after expert for
the advancement of CAF and the implementation of
international CAF training. At the invitation of the
European Institute of Public Administration (EIPA),
we ran a multi-day training session in Maastricht for
CAF trainers from various countries. Additionally, the
CAF Centre participated in international project proposals
(e.g., CAF Resilient City), further boosting its
position as a highly sought-after international partner
for quality, change, and good governance.
Another significant milestone was achieved in the
BACID III programme. Building on the successes of
BACID II, the CAF Centre of KDZ has been supporting
the Regional School of Public Administration in their
effort to establish a Regional Quality Management
Centre (RQMC), thereby strengthening CAF’s presence
in the Western Balkans. Alongside numerous CAF
implementations, 2024 saw the expansion of the
network of CAF evaluators (EFAC) and CAF trainers. •
1
CAF is the European guide to quality and governance in public administration. KDZ is the first point of
contact for all questions regarding the Common Assessment Framework (CAF) and acts as the CAF
Centre designated by the Federal Ministry for Arts, Culture, the Civil Service and Sport.
© Innovate/Marko Kovic
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KDZ
ANNUAL
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2024
CAF TEAM
Walter
Giebhart
Philip
Parzer
Alexandra
Schantl
Sofia
Calzola
Anna-
Gabriella
Nadolph
Thomas
Prorok

OUR ACTIVITIES IN 2024
The CAF Centre leverages the potential of digitalisation and
was able to continue its activities in 2024 with remarkable
success, including virtually. As a result, it expanded its international
network and strengthened collaboration with organisations
in Austria and Germany.
300
ORGANISATIONS IN THE
PUBLIC SECTOR AND NPOS
IN AUSTRIA USED CAF
16
NATIONAL AND INTER-
NATIONAL CAF PROJECTS
HAVE BEEN IMPLEMENTED
24
AUSTRIAN ORGANISATIONS
HAVE BEEN AWARDED CAF
CERTIFICATION
4.000
ORGANISATIONS IN THE
PUBLIC SECTOR IN EUROPE
ARE REGISTERED CAF USERS
250
CAF Network Germany-Austria
The CAF Network Germany-Austria and cooperation with local
CAF partners were progressively expanded. 2024 saw the establishment
and further development of shared activities and offerings
within the framework of CAF webinars as well as the CAFFEX
exchange between the countries.
CAF in the Western Balkans
Another significant milestone was achieved in the BACID III
programme: Building on the successes of BACID II, the CAF
Centre of KDZ supported the Regional School of Public Administration
(RESPA) in establishing a Regional Quality Management
Centre (RQMC) from 2021 to 2024, thereby strengthening
CAF’s presence in the Western Balkans. The project was successfully
completed in 2024 with a track record of 13 CAF implementations
and 13 CAF quality label processes. The many
activities in these countries have firmly established CAF as an
approach for sustainable quality development, change, and
good governance. CAF is now institutionally represented by
the RQMC.
CAF Practitioners Network
With the CAF Practitioners Network, the CAF Centre at KDZ has
launched the first international CAF network, inviting CAF organisations,
quality managers, and organisational developers
operating around the world to participate in regular, moderated
exchanges and to further develop their skills. Since 2022, a
total of 7 online events have been held, facilitating the meaningful
exchange of experiences and expanding the international
CAF community to include approximately 150 participants
from 16 different countries.
© Shutterstock
ORGANISATIONS IN EUROPE
HAVE BEEN AWARDED CAF
CERTIFICATION SINCE 2015
Verena
Weixlbraun
CAF Impact Study
How does the CAF contribute to quality development, change,
and the innovative capacity of public administrations? The CAF
Centre explored this question in an international survey that
saw participation of 197 organisations worldwide. The results
will be presented for the first time in early 2025 at the CAF Practitioners
Network.
CAF implementation
CAF was implemented successfully in a total of 15 Austrian and
international projects. •
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Bernadette
Tropper-Malz

MEMBERS
SPONSORING KDZ MEMBERS
42
KDZ
ANNUAL
REPORT
2024
CITIES/MUNICIPALITIES
Abtenau
Adnet
Altach
Altlengbach
Altenberg bei Linz
Altmünster
Amaliendorf-Aalfang
Ampflwang i. H.
Amstetten
Andorf
Anif
Ansfelden
Arnoldstein
Aschach an der Donau
Asperhofen
Asten
Atzenbrugg
Au am Leithaberge
Bad Aussee
Bad Goisern
Bad Ischl
Bad Radkersburg
Bad Vigaun
Bad Vöslau
Baden
Bad Pirawarth
Bärnbach
Berg
Bergheim
Berndorf
Biedermannsdorf
Bludenz
Böheimkirchen
Brand-Laaben
Braunau
Bregenz
Brixlegg
Bruck/Mur
Bruck an der
Großglocknerstraße
Brunn/Gebirge
Buchkirchen
Bürmoos
Deutschfeistritz
Dornbirn
Ebenau
Ebreichsdorf
Eferding
Eisenstadt
Elixhausen
Engerwitzdorf
Enns
Erlauf
Eugendorf
Fehring
Feldbach
Feldkirch
Fischamend
Fohnsdorf
Frankenburg a. HR.
Frastanz
Frauenkirchen
Freistadt
Frohnleiten
Fürstenfeld
Gablitz
Gänserndorf
Gallneukirchen
Gaming
Gampern
Gars/Kamp
Gaschurn
Gattendorf
Gerasdorf b. Wien
Gloggnitz
Gmünd
Gmunden
Goldegg
Gols
Gratkorn
Gratwein-Straßengel
Graz
Gröbming
Grödig
Grosshöflein
Gumpoldskirchen
Gunskirchen
Guntramsdorf
Güssing
Hallein
Hart bei Graz
Heiligenkreuz im Lafnitztal
Henndorf am Wallersee
Hernstein
Herzogenburg
Hinterbrühl
Hofamt Priel
Hof bei Salzburg
Hofstetten-Grünau
Hopfgarten
Horitschon
Hornstein
Innsbruck
Irdning-Donnersbachtal
Judenburg
Kaltenleutgeben
Kapfenberg
Kennelbach
Kirchberg-Thening
Kirchdorf a. d. Krems
Klagenfurt
Klausen-Leopoldsdorf
Klosterneuburg
Knittelfeld
Köflach
Korneuburg
Kottingbrunn
Krems
Kremsmünster
Krumbach
Kufstein
Kumberg
Laakirchen
Lamprechtshausen
Landeck
Längenfeld/Tirol
Langenlois
Langenzersdorf
Lassee
Laxenburg
Lanzenkirchen
Leibnitz
Lendorf
Leoben
Leobendorf
Leobersdorf
Leonding
Lichtenau im Waldviertel
Lienz
Liezen
Linz
Loipersdorf
Loosdorf
Lustenau
Magdalensberg
Mannersdorf am Leithagebirge
Maria Enzersdorf
Maria Saal
Mariazell
Markt Allhau
Mattersburg
Mattighofen
Mattsee
Mauthausen
Micheldorf in Oberösterreich
Mistelbach
Mitterndorf an der Fischa
Mittersill
Mödling
Mörbisch
Mondsee
Mürzzuschlag
Nenzing
Neudörfl
Neufeld an der Leitha
Neuhofen/Krems
Neuhofen/Ybbs
Neulengbach
Neunkirchen
Neusiedl/See
Nickelsdorf
Niederndorf
Nußdorf-Debant
Oberalm
Ober-Grafendorf
Oberndorf in Tirol
Oberpullendorf
Oberwaltersdorf
Oberwart
Olbendorf
Ossiach
Pasching
Passail
Perchtoldsdorf
Persenbeug-Gottsdorf
Perg
Pfaffstätten
Pöchlarn
Pregarten
Prellenkirchen
Pressbaum
Puch bei Hallein
Puchenau
Pupping
Purkersdorf
Rankweil
Regau
Reutte
Rohrbach in Oberösterreich
Rosegg
Rum
Rust/Neusiedler See
Saalfelden am Steinernen Meer
Salzburg
Schärding
Scharnstein
Scheibbs
Schladming
Schwadorf
Schwechat
Seekirchen
Semriach
Sieghartskirchen
Spittal/Drau
Sankt Andrä/Lavanttal
Sankt Andrä-Wördern
Sankt Barbara im Mürztal
Sankt Florian am Inn
Sankt Georgen
Sankt Jakob im Rosental
Sankt Johann i. d. Haide
Sankt Johann/Tirol
Sankt Peter am Kammersberg
Sankt Peter in der Au
Sankt Pölten
Sankt Thomas am Blasenstein
Sankt Ulrich bei Steyr
Sankt Valentin
Seiersberg-Pirka
Stadl-Paura
Stanz im Mürztal

Stetten
Steyr
Steyregg
Stockerau
Straß in der Steiermark
Straßwalchen
Strobl am Wolfgangsee
Schwertberg
Tamsweg
Teesdorf
Telfs
Ternitz
Thal
Thalheim/Wels
Traisen
Traiskirchen
Traismauer
Traun
Traunkirchen
Trieben
Trofaiach
Tulln
Tullnerbach
Uttendorf
Villach
Vöcklabruck
Vöcklamarkt
Voitsberg
Vösendorf
Waidhofen/Thaya
Waidhofen/Ybbs
Waidmannsfeld
Wald im Pinzgau
Waldhausen im Strudengau
Walding
Wallern im Burgenland
Wartberg ob der Aist
Weissenbach/Tr.
Wels
Werfenweng
Weyer
Wiener Neudorf
Wiener Neustadt
Wieselburg
Wieselburg-Land
Wilhelmsburg
Windigsteig
Wolfsberg
Wolfurt
Wolkersdorf im Weinviertel
Wöllersdorf-Steinabrückl
Wörgl
Zell am See
Zeltweg
Zwentendorf an der Donau
Zwettl
New members 2024
INSTITUTIONS
ARGE der Stadtamtsdirektoren, Lower Austria
BANK AUSTRIA
Federal Chamber of Labour
Erste Bank Sparkassen AG
EURAC Research
GBV – Austrian Federation of Limited-Profit Housing Associations
Krems Municipal Association (Gemeindeverband Krems)
Municipal Association for Waste Management in the Schwechat area
(Gemeindeverband für Abfallwirtschaft im Raum Schwechat)
Zwettl Municipal Association (Gemeindeverband Zwettl)
Federation of Austrian Industries
Carinthian Fire Fighter Association (Kärntner Landesfeuerwehrverband)
Community Management Academy of Lower Austria
Communal Joint Office for Administrative Management (KGSt)
Land Carinthia, Dpt. 3 Municipalities and Disaster Management
Land Styria, Dpt. 17 Land and regional development
Land Salzburg, Dpt. 1 Economy, Tourism and Municipalities Department
Land Vorarlberg, Dpt. IIIa Financial Issues and IIIc Auditing
Vorarlberg Court of Audit
Lebenshilfe Bruck – Kapfenberg gemeinnützige GmbH
Lebenshilfe Ennstal
Lebenshilfe Leoben
Lebenshilfe Mürztal
Upper Austrian Court of Audit
Association of Austrian Cities and Towns
Raiffeisenlandesbank Burgenland und Revisionsverband eGen
Raiffeisenlandesbank Niederösterreich-Wien AG
Regional Planning Association Großes Walsertal
Salzburg Court of Audit
Tyrol Court of Audit
Association of Social Democrats Community Representatives in Lower Austria
(Verband sozialdemokratischer Gemeindevertreter in NÖ)
Verein Region Vorderland Feldkirch
Volksbank Wien AG
Vorarlberg Association of Municipalities (Vorarlberger Gemeindeverband)
Wiener Städtische Versicherung
PRESIDENCY OF KDZ
Matthias Stadler, Mayor of St. Pölten (President)
Werner Krammer, Waidhofen an der Ybbs (Vice President)
MEMBERS OF THE EXECUTIVE BOARD
Tina Blöchl, Vice Mayor of Linz
Angelika Flatz, CEO Wiener Wohnen Kundenservice GmbH
Karin Mathé, Municipal Department of the City of Vienna
Andreas Thaller, Federal Ministry of Education, Science and Research
Thomas Weninger, Association of Austrian Cities and Towns
Martin Zojer, UniCredit Bank Austria AG
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NETWORKS
WE PROMOTE KNOWLEDGE
SHARING AS AN ESSENTIAL ASPECT
OF COOPERATION
ADA – Austrian Development Agency
CAF – Common Assessment Framework
CEMR – Council of European Municipalities and Regions
CEP – European Policy Centre
Cooperation OGD Austria
EIPA – European Institute of Public Administration
Council of Europe – Congress of Local and Regional Authorities
Fiscal Advisory Council Austria
Management Forum for Innovative Public Service
Foster Europe
IDM – Institute for the Danube Region and Central Europe
IFIP – Department of Public Finance and Infrastructure Policy of TU Wien
KGSt – Communal Joint Office for Administrative Management
KMA – Knowledge Management Austria
Competence Centre for Infrastructure Economics, Public Services and Social Provisioning
NALAS – Network of Associations of Local Authorities of South-East Europe
OECD – Sigma
ÖVG – Österreichische Verwaltungswissenschaftliche Gesellschaft (Austrian Administrative Society)
PA 10 – Priority Area 10 of the EU Strategy for the Danube Region
RESPA – Regional School of Public Administration
UCLG – CIB – Capacity and Institutions Building (United Cities and Local Governance)
VÖWG – Austrian Association for Public and Social Economy
WIFO – Austrian Institute for Economic Research
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BOARD OF TRUSTEES
BOARD OF TRUSTEES 2024–2027
Elisabeth ALBER, EURAC Research, Bolzano
Peter BIEGELBAUER, AIT Austrian Institute of Technology GmbH
Stefan BRUCKBAUER, Bank Austria
Professor Peter BUSSJÄGER, University of Innsbruck, Institute for Public Law, Constitutional and Administrative Studies;
Institute for Federalism
Professor Franziska CECON, University of Applied Sciences, Linz
Professor Thomas DÖRING, University of Darmstadt
Annegret EPPLER, Kehl University of Public Administration
Professor René GEISSLER, Technical University of Applied Sciences Wildau
Professor Michael GETZNER, TU Wien, Department of Public Finance and Infrastructure Policy
Marc GROSS, KGST Cologne
Chief Executive Director Martin HAIDVOGL, City of Graz
Professor Gerhard HAMMERSCHMID, Hertie School of Governance, Berlin
Alfred HEITER, Federation of Austrian Industries
Professor Dennis HILGERS, Johannes Kepler University of Linz, Institute of Public and Nonprofit Management
Klemens HIMPELE, CIO City of Vienna
Petra HIRSCHLER, TU Wien, Institute of Spatial Planning
Mario HOLZNER, Vienna Institute for International Economic Studies (WIIW)
Thomas KOSTAL, WU Vienna, Institute for Public Sector Economics
Michael KREMSER, City of Vienna, Municipal Department 5 – Financial Affairs
Stefan August LÜTGENAU, Foster Europe, Foundation for Strong European Regions, Eisenstadt
Heidrun MAIER-DE KRUIJFF, Austrian Association for Public and Social Economy, Vienna
Chief Executive Director Markus MATSCHEK, Office of the Carinthian Government
Professor Ines MERGEL, University of Konstanz, Department of Politics and Public Administration
Professor Renate MEYER, WU Vienna, Institute for Organisation Studies
Professor Jan-Hinrik MEYER-SAHLING, University of Nottingham, School of Politics and International Relations
Bernhard MÜLLER, Urban Forum
Professor Ulf PAPENFUSS, Zeppelin University Friedrichshafen, Chair of Public Management & Public Policy
Christian RAFFER, German Institute of Urban Affairs, Department Infrastructure, Economy, and Finance
Sebastian SCHÄFFER, Institute for the Danube Region and Central Europe (IDM)
Margit SCHRATZENSTALLER-ALTZINGER, WIFO Vienna
Jana SCHULTHEISS, Vienna Chamber of Labour
Professor Kathrin STAINER HÄMMERLE, Carinthia University of Applied Sciences
Christian STURMLECHNER, Federal Ministry of Finance
Michael THÖNE, FiFo Köln – Institute for Public Economics at the University of Cologne
Mario WIEDEMANN, Bertelsmann Foundation, Livable Communities
Professor Jurgen WILLEMS, WU Vienna, Institute for Public Management and Governance
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© Shutterstock

INNOVATIONS
THE NEW WORK LAB OF KDZ
Innovation lab for modern working conditions in public administration
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A fundamental rule of the Design Thinking
method for the promotion of innovations
states: Complex problems call for creative
solutions.
The New Work Lab of KDZ follows this principle
and works together with public administrations
to develop innovative solutions for
their most pressing future challenges. According
to KDZ, the biggest concern for most
cities and municipalities – beyond financial
constraints – is the looming shortage of staff.
Our response: Leverage the attractiveness of
the public sector as an employer and retain
your employees sustainably through innovation
and continuous development.
Using a proven and research-driven methodology,
the Lab begins by analysing each organisation’s
specific challenges through a
self-assessment. In this assessment, employees
are asked to evaluate their organisation’s
strengths and identify potential areas for action.
Taking an internal perspective, this
analysis can be expanded with additional
evaluation steps if needed. Aside from analysing
the current state, the desired target
state is outlined. This comparison of the two
perspectives is then thoroughly scrutinised in
a workshop and provides the foundation for
further development. Using recognised creativity
and innovation methods, specific solutions
are developed for the organisation’s
priority domains. At the end of the lab process,
participants receive actionable proposals
to make their public administration more
attractive for the long term.
We at KDZ aim to encourage and empower
public administration to proactively build its
own organisational future, to adopt a responsible
approach towards its current and future
employees, and to enhance the public sector’s
appeal as an employer.
Employees are the public administration’s
most valuable asset. That is why we follow
these guiding rules: Going forward, working
together should be creative, inspiring, and
sustainable. Well thought out solutions are
needed rather than short-lived trends. Work
in the public sector can and should provide
both employees and management a sense of
purpose.

INNOVATIONS
SUSTAINABILITY CHECK LIST ON PRAXISPLANER.AT
Lately, the corporate world has been heavily focused on non-financial sustainability
reporting, which will need to be implemented in the coming
years. While municipalities are not yet legally required to comply with ESG
criteria or the EU taxonomy rules, these requirements are also expected to
become relevant for municipalities in the medium term, particularly when
they apply for loans and funding.
If municipalities can already provide voluntary ESG and taxonomy verification
for their projects today, this may improve their position when negotiating
better financing conditions. In support of this, KDZ has developed
a sustainability checklist at the request of Bank Austria, which is designed
to assist municipalities in securing external funds for their projects.
As a project-based questionnaire, the sustainability checklist gives municipalities
a tool to assess and document their investment projects on the
basis of ESG criteria and the EU’s environmental taxonomy. The checklist
consists of yes-or-no questions that need to be answered. Once completed,
it provides a structured overview of an investment project’s sustainability,
both externally and internally. Externally, the checklist can be used
as a source of additional arguments when negotiating with financing institutions.
Internally, it helps municipalities fine-tune their projects, for example,
with a view to mitigating follow-on costs. In its present form, the
checklist can be used for investment projects involving the construction
and renovation of buildings as well as the construction and renovation of
sewage and drinking water systems.
All municipalities can download the sustainability checklist for free on
the KDZ platform www.praxisplaner.at. Apropos of financing opportunities:
The ‘Municipal Sustainability’ web portal of the Austrian Association
of Cities and Towns (https://sdg.staedtebund.gv.at/) is well worth
exploring. This exchange platform on sustainability topics designed for
municipalities provides additional tools and best-practice examples as
well as up-to-date funding information and calls for the submission of
proposals for sustainable projects.
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© Shutterstock

INNOVATIONS
DIGITAL PROCESS DESIGN
Digitalisation is a complex endeavour, but ideally, it
should also help address many organisational and
substantive challenges.
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As more and more municipalities move toward digitalisation,
it is becoming increasingly necessary to
consider the organisational aspects of this transition.
The focus should not be on software-related aspects
or electronic workflow concerns per se, but rather on
developing an awareness for the following questions:
• Can long-standing organisational structures still
meet the demands of modern collaboration,
or should they be reimagined?
• Do I have the right in-house competencies?
• What additional guiding principles are needed for
digital collaboration?
• What should future electronic file structures look
like?
• How should key processes be organised?
• ...
In response to the ever-increasing demand for support
in these topics, our ‘digitalisation projects’ have
supported numerous cities and municipalities in
their implementation work over the past year. We will
continue to be available in 2025 to assist with organisational
aspects of digitalisation, ensuring that digital
transformation becomes a success and encourages
further improvements in public administration.
Finally, a brief look ahead: How digital will Austria’s
cities and municipalities become in the future? From
our perspective, the answer is ‘comprehensively’ –
not only in their own administration but also in their
interaction with citizens.
As we enter 2025 and look to the future beyond, digital
systems will play an even greater role in municipalities.
FINANCIAL EQUALISATION
MANUAL 2024
Our manual on the fiscal equalisation
system takes an in-depth look at Austria’s
fiscal equalisation system and the need to
reform it. The first part of the book outlines
the fundamentals of fiscal equalisation,
setting out the definition of fiscal
equalisation in a federal state, providing
an overview of financial relationships,
offering an explanation of the constitutional
foundations of public finance, and
presenting a summary of current reform
needs. The manual’s main focus is a
commentary on the Fiscal Equalisation
Act 2024 (FAG 2024) and the related
agreement (‘Paktum’), supplemented by
statements on the FAG 2024 from the
negotiating parties and interest
groups. In the final section,
it examines the further development
needs in fiscal equalisation.
Alongside a comprehensive
assessment of the FAG
2024, specific reform aspects
are considered in greater
detail, including task- and
goal-oriented funding, fiscal
rules, municipal autonomy, burden sharing
– with Switzerland as an example –
healthcare reform, climate action, or land
take. In closing, the publication offers the
editors’ recommendations regarding the
future development of fiscal equalisation.

Biwald, Peter; Jonas, Marion; Bauer, Helfried:
Finanzielle Ausstattung und Leistungsfähigkeit
der Stadt Graz im Vergleich.
(financial resources and performance capacity of the City of Graz:
a comparative analysis)
Vienna, Graz, 2024
Prorok, Thomas; Schantl, Alexandra; Hochholdinger, Nikola; Weixlbraun, Verena:
Public Value der österreichischen Sozialversicherung.
(public value of the Austrian social insurance system)
Vienna, 2024.
Hochholdinger, Nikola; Maimer, Alexander; Mitterer, Karoline;
Pichler, Dalilah; Schantl, Alexandra; Yildirim-Metz, Kesira:
Klimaschutz und Klimawandelanpassung
in Österreichs Städten und Gemeinden.
(climate protection and climate change adaptation in Austrian cities
and municipalities)
Vienna, 2024.
SELECTION OF
PUBLICATIONS
AND STUDIES
INFORMATION
AND ORDERING
Martina Henickl
Anna Schubert
bibliothek@kdz.or.at
Prorok, Thomas; Stafa, Elton; Calzola, Sofia:
Hungarian Local Government Finances:
The Impact of the Local Business Tax and the Solidarity Contribution.
2024
Pichler, Dalilah; Biwald, Peter:
Öffentliche Kulturausgaben im Bundesländervergleich.
(public spending on culture by Land)
Vienna, Innsbruck, 2024
Prorok, Thomas; Stafa, Elton; Elezi, Shiret:
Fiscal Decentralization Indicators for Southeast Europe.
2024
Jonas, Marion; Biwald, Peter; Mitterer, Karoline; Pichler, Dalilah:
Stadtdialog – Österreichische Gemeindefinanzen 2024 –
Entwicklungen 2013 bis 2027.
(urban dialogue – Austrian municipal finances 2024 – developments from 2013 to 2027)
Vienna, 2024.
Mitterer, Karoline:
Finanzausgleich kompakt 2024 – Factsheets zum
Finanzausgleich mit Fokus auf Gemeinden.
(fiscal equalisation compact 2024 – fact sheets on
fiscal equalisation with a focus on municipalities)
2024
Mitterer, Karoline; Haydn, Marian; Hochholdinger, Nikola:
Quo vadis elementare Bildung.
(what lies ahead for early childhood education)
Vienna, 2024.
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© Shutterstock
Hochholdinger, Nikola; Jonas, Marion:
Stakeholderanalyse des Tätigkeitsumfelds
der Koordinierungsstelle für Energiearmut.
(stakeholder analysis in the work environment of the energy poverty coordination office)
Vienna, 2024.

CONTACT
GET IN TOUCH!
OUR OFFICE IS LOCATED IN VIENNA.
WE‘RE PRESENT ACROSS AUSTRIA AND EUROPE.
KDZ – Centre for Public Administration Research
Guglgasse 13, 1110 Vienna
Phone: +43 1 8923492
E-mail: institut@kdz.or.at
www.kdz.eu
Stay tuned, join the discussion, and follow us on
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MEMBER SERVICES
www.kdz.eu/en/kdz/membership
Our members benefit from special services and preferential rates.
We assist in nurturing relationships with member municipalities
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Association office: Miriam Taumberger, taumberger@kdz.or.at
KNOWLEDGE CENTRE
www.kdz.eu/en/knowledge
An extensive literature and library service is available
to our members.
Contact us: bibliothek@kdz.or.at
5,659
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KDZ PLATFORMS
praxisplaner.at
offenerhaushalt.at
caf-centre.eu
bacid.eu
stadtregionen.at
verwaltungskooperation.at
FORUM PUBLIC MANAGEMENT
www.kdz.eu/de/wissen/fpm
Our professional journal Forum Public Management covers
key topics twice a year.

Gülsüm
Altun
Elisabeth
Apl
Siegfried
Fritz
Martina
Henickl
Lieselotte
Henning
Karima
Rothensteiner
Anna
Schubert
Miriam
Taumberger
FIRST
STOP
WE ARE YOUR
FIRST POINT
OF CONTACT
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2024
© Shutterstock

ANNUAL
REPORT
2024
www.kdz.eu
© Shutterstock