Slajd 1 - Dipartimento Funzione Pubblica

Report
Enhancing Institutional
and
Administrative Capacity
case: POLAND
Izabela Najda – Jędrzejewska
e-mail: [email protected]
tel.: +48 22 694 63 01
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 – 1st 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
implemented by means of Operational
Programmes
2007-2013
National cohesion strategy
6 strategic goals including:
Infrastructure
And
Environment
Innovative
Economy
Human
Capital
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
0.77
0.82
0.95
0.99
0.96
0.94
n/a
0
2007
2008
2009
2010
4.20
4.6
5
5.3
2007
2008
2009
2010
2011
2012
2013
Regulatory Quality
5.00
6
5.8
5.5
0.00
2011
2012
2013
Corruption perception
index
1.20%
0.60%
0.62%
0.68%
0.67%
0.67%
0.39%
0.29%
0.29%
2007
2008
2009
2010
2011
2012
2013
0.00%
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
Management
– 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
Content
• need to avoid fragmentation of investments
• need for more e-government
• need for more customer/business focused activities
Lessons Learned
Content
Management
– 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
National Security
Strategy
Efficient State Strategy
Sustainable
Development of Rural
Areas, Agriculture and
Fisheries Strategy
Social Capital
Development Strategy
Human Capital
Development Strategy
National Regional
Development Strategy
Energy Security and
Environment Strategy
Transport Development
Strategy
Innovation and
Efficiency of Economy
Strategy
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
Strategic objectives
6. Efficient
jurisdiction
and
prosecution
7. Ensuring
the highest
levels of
safety and
public order
Efficient State 2020
– intervention areas for IAC
2. Optimisation of
organisational
structures of
government
administration
3. Efficient and
functional offices
of public
administration
1. Improving the
functioning of
local government
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 20072013 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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