Slajd 1 - Dipartimento Funzione Pubblica

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Izabela Najda – JÄ™drzejewska e-mail: izabela.najda-jedrzejewska@kprm.gov.pl

tel.: +48 22 694 63 01

Enhancing Institutional and

Administrative Capacity

case: POLAND

Institutional and administrative capacity building in Poland

– an overview

• Pre – accession

• beneficiary of PHARE Programme since 1997

• Early accession

Completion of Phare projects

Transition Facility

– 3 allocations: 2004, 2005, 2006

National Development Plan 2004-2006: Sectoral Operational Programme

Human Resources Development => Strengthening administrative capacity

• 2007 – now

National Cohesion Strategy 2007-2013

– 1 st horizontal objective: Improving the functioning standard of public institutions and development of partnership mechanisms

• Comprehensive strategic approach to IAC – Efficient State 2020

• re 1997: Training needs assessment and European Training

2007-2013

National Cohesion Strategy

Infrastructure

And

Environment

Innovative

Economy

Human

Capital

6 strategic goals including:

Goal 5. : Enhancing the potential of public administration as regards development of law and policies and providing high quality services, and strengthening partnership mechanisms

10 priorities including:

Priority V: Good

Governance

Development of Eastern

Poland

Technical

Assistance

Regional

Operational

Programmes

2007-2013

National Cohesion Strategy

– HC OP latest results

1

0,5

0

0,77 0,82

0,95 0,99 0,94 0,96

2007 2008 2009 2010 2011 2012

5,00

0,00

4,20 4,6 5 5,3 5,5 5,8 6

2007 2008 2009 2010 2011 2012 2013 n/a

2013

Regulatory Quality

Corruption perception index

1,20%

0,60%

0,00%

0,62% 0,68% 0,67% 0,67%

0,39% 0,29% 0,29%

2007 2008 2009 2010 2011 2012 2013

Development of cooperation

2007-2013

National Cohesion Strategy

– in practice: Civil Service Department CPM

Completed and ongoing projects:

• Civil Service

Human Resources Management Strategy

• Improved Management in Government Administration – Public Management Academy, stage II

• Improving the Quality of Decision-Making Processes in Government Administration by Using the Potential of the

Scientific and Expert Communities

• Psycho-Social and Specialised Training for Tax Administration Staff

• Training for Persons Appointed to State’s High-Ranking Officials from the State Staffing Pool

• Training Needs Study and Analysis , Development of an Action Plan (Training Strategy) for the Public Service in

2008

–2010, and Training Delivery

• Developing a Concept for a System of

Job Descriptions and Job Evaluation of State’s High-Ranking

Officials Interlinked with the Remuneration System

• Improving Management Capacity in Government Administration Offices

• Job Evaluation and Changes in the

Remuneration System in the Government Administration

Customer in the Centre of Administration’s Focus

• Training Strategy Implementation

• Modernisation of Management Systems and Increasing Staff Competencies by Implementing Solutions Focused on Improving the Management Processes in Government Administration

Processes , goals, competencies

– integrated office management

• Improving management standards in the government administration

• Supporting the tax administration reform

• Improving analytical potential of public administration

By the end 2015: 58 000 employees involved; 21 000 000 EURO spent

Lessons Learned

– programme perspective

• need for better coordination on PAR

• streamlining the implementation structure ensures clear division of responsibilities and greater accountability of institutions involved

• in-house expertise in managing authorities helps better understand the projects

• better recognition/assessment of needs provides better definition of results

• need to avoid fragmentation of investments

• need for more e-government

• need for more customer/business focused activities

Lessons Learned

– project leader perspective

• crucial importance of top management support

• good planning also supported by external expertise – essential success factor

• more focus on qualitative criteria in public procurement process

• make use of standard/recognised project management tools

• need for project ownership among all units involved in project implementation

• need for strengthening cooperation and coordination of HRM across ministries and levels of government

• need for further enhancing HRM policies and practices

• tailor-made trainings for target groups

• trainings linked with implemented improvements

• need for more bottom-up approach

• customer perspective is a starting point

Current system of strategic documents

Long-term National Development Strategy 2030

Major trends, challenges, long-term vision for the development of the country

Medium-term National Development Strategy 2020

Objectives and directions of development of the country in the medium term

Efficient State 2020

– objectives

Main objective:

GREATER EFFICIENCY AND EFFECTIVENESS OF THE STATE

THAT IS OPEN TO COLLABORATION WITH ITS CITIZENS

1. Open government

2. Increase in institutional efficiency of state

3. Effective management and coordination of development actions

4. Good law

5. Provision of effective public services

6. Efficient jurisdiction and prosecution

7. Ensuring the highest levels of safety and public order

Strategic objectives

1. Improving the functioning of local government

Efficient State 2020

– intervention areas for IAC

2. Optimisation of organisational structures of government administration

3. Efficient and functional offices of public administration

Increase in institutional efficiency of the state

Efficient State 2020

• Adopted in February 2013

• Coordinating/responsible body: minister responsible for public administration affairs

• Annual planning

• Monitoring: 29 indicators incl. 11 basic indicators

• Already being implemented by means of ongoing 2007-

2013 projects

• Point of reference for projects 2014-2020

Efficient State 2020

– basic indicators

Source: Efficient State

2020 strategy; Warsaw,

February 2013

Enhancing IAC in 2014-2020

• Operational Programme: Knowledge Education Development

• The overall objective: to enhance institutional capacity and to ensure efficient public administration

• Aims of the projects under the new perspective:

• Ehancement of law making process, regulatory quality and conditions for doing business

• Enhancement of effectiveness of and improving access to justice, especially for enterpreneurs

Improvement of public services monitoring system and the quality of public services crucial for doing business

• Enhancement of strategic and financial management at all levels

Thank you!

www.dsc.kprm.gov.pl/en

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