Enhancing Institutional and

Administrative Capacity

case: POLAND

Izabela Najda – Jędrzejewskae-mail: izabela.najda-jedrzejewska@kprm.gov.pltel.: +48 22 694 63 01

• 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

Institutional and administrative capacity building in Poland

– an overview

2007-2013National Cohesion Strategy

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Infrastructure And

Environment

Innovative Economy

Human Capital

Development of Eastern

Poland

Technical Assistance

Regional Operational Programmes

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

2007-2013National Cohesion Strategy

– HC OP latest results

2007 2008 2009 2010 2011 2012 20130

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0.77 0.82 0.95 0.99 0.94 0.96

Regulatory Qualityn/a

2007 2008 2009 2010 2011 2012 20130.002.004.006.00

4.20 4.6 5 5.3 5.5 5.8 6Corruption perception index

2007 2008 2009 2010 2011 2012 20130.00%

0.60%

1.20%

0.62%

0.68%

0.67%

0.67%

0.39%

0.29%

0.29% Development of

cooperation

2007-2013National 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

• 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 – programme perspective

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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 pointCon

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Current system of strategic documents

Long-term National Development Strategy 2030Major trends, challenges, long-term vision for the development of the country

Medium-term National Development Strategy 2020Objectives and directions of development of the country in the medium term

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Efficient State 2020– objectives

1. Open government

2. Increase in institutional efficiency of

state

3. Effective management

and co-ordination 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

Main objective: GREATER EFFICIENCY AND EFFECTIVENESS OF THE STATE

THAT IS OPEN TO COLLABORATION WITH ITS CITIZENS

Strategic objectives

Efficient State 2020– intervention areas for IAC

Increase in institutional efficiency

of the state

1. Improving the functioning of

local government

2. Optimisation of organisational structures of government

administration

3. Efficient and functional offices

of public administration

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