Public Administration 2020

Public Administration 2020 Public Administration Development Strategy 2015–2020 Public Administration 2020 Public Administration Development Strategy 2015–2020 Title: Public administration 2020, Public administration development strategy 2015–2020

Published by: Ministry of Public Administration for the Government Number: 01000-9/2014/11 Date: 29 April 2015 of the Republic of Slovenia, financed by European Social Funds

Prepared by: Operative working group of Ministry of Public Administration Edited by: dr. Karmen Kern Pipan, Mateja Arko Košec, Marko Aškerc Translation and language editing:The Secretariat-General of the Government of the Republic of Slovenia

Design: Intakodalje, Maruša Račič Printed by: Grafex d.o.o. Number of copies printed: 500

Ljubljana, November 2015 1st edition, 1st print

CIP - Kataložni zapis o publikaciji Narodna in univerzitetna knjižnica, Ljubljana

35(497.4)«2015/2020«

PUBLIC administration 2020 : public administration development strategy 2015-2020 / [edited by Karmen Kern Pipan, Mateja Arko Košec, Marko Aškerc ; translation PSD - Translation Services]. - 1st ed., 1st print. - Ljubljana : Ministry of Public Administration for the Government of the Republic of Slovenia, 2015

ISBN 978-961-6651-18-9 1. Kern Pipan, Karmen Public Administration 2020 281530368 Public Administration Development Strategy 2015–2020 Table of contents

Summary of the Public administration development strategy 2015–2020...... 12 Introductory thought...... 17

1. Introduction...... 21

2. Vision, mission and the basic purpose...... 24

3. Basic strategic framework and guidelines...... 29 3.1 Guidelines and bases at the international and national level...... 30

4. Review and analysis of the situation...... 34 4.1 Situation evaluation...... 34 4.2 SWOT analysis...... 36

5. Concept of the Strategy and key strategic objectives...... 45

6. Operationalisation of key strategic objectives...... 49 6.1 Efficient organisation...... 49 6.1.1 Rational public administration organisation...... 49 6.1.2 Programming budget...... 59 6.1.3 Project management in public administration...... 64 6.2 Efficient use of resources...... 67 6.2.1 Human resource management...... 67 6.2.1.1 Enhancing the competence of civil servants...... 77 6.2.2 Public procurement...... 81 6.2.3 Physical asset management...... 86 6.3 Improving legislative environment...... 90 List of tables 6.3.1 Improving legislation, reducing legislative burdens and including key stakeholders...... 90 6.3.2 Modernisation of administrative procedural law...... 98 Table 1: Review of the territorial organisation of public administration bodies (excluding self-governing local communities)...... 51 6.4 Open and transparent operation with zero tolerance to integrity violation in the public sector...... 103 Table 2: Measures for achieving the target state of the rational public administration organisation...... 57 6.4.1 Responsible, open and transparent functioning of the public administration...... 103 Table 3: Measures for achieving the target state in the area of programming budget...... 63 6.4.2 Point of single contact for public administration service users...... 108 Table 4: Measures for achieving the target state in the field of project management in public administration...... 66 6.4.3 Zero tolerance to integrity violation in the public sector...... 112 Table 5: Measures for achieving the target state in the field of human resource management...... 76 6.5 Quality management systems in public administration...... 117 Table 6: Measures for achieving the target state for enhancing the competence of civil servants...... 80 6.6 Modernisation of the inspection procedure...... 125 Table 7: Measures for achieving the target state in the area of public procurement...... 85 6.7 Effective informatics, increased use of e-services and interoperability of information solutions...... 133 Table 8: Measures for achieving the target state for the physical asset management...... 89 Table 9: Measures for achieving the target state for improving legislation, 7. Strategy realisation plan...... 143 reducing legislative burdens and including key stakeholders ...... 96 7.1 Promotion and communication with stakeholders, implementation of the strategy...... 143 Table 10: Measures for achieving the target state for the modernisation of administrative procedural law...... 102 and holders of activities...... 143 Table 11: Actions for achieving the target state for responsible, open and 7.2 Monitoring and evaluating the implementation of the Strategy...... 150 transparent functioning of the public administration...... 107 Table 12: Actions for achieving the target state for the point of single contact for public administration service users...... 111 8. Risk factors for realisation of the Strategy...... 155 Table 13: Actions for achieving the target state for zero tolerance to integrity violation in the public sector...... 116 Table 14: Actions for achieving the target state in the field of quality management systems in public administration...... 124 9. Sources and bibliography...... 158 Table 15: Actions for achieving the target state for modernisation of the inspection procedure...... 132 Table 16: Actions for achieving the target state for the effective informatics, Appendix 1: Glossary...... 160 increased use of e-services and interoperability of information solutions...... 139 Table 17: Activities during the preparation of the Strategy, September 2013-November 2014...... 144 Appendix 2: List of abbreviations...... 164 Table 18: Promotion and presentation of the Strategy, its objectives, measures and activities between December 2014 and April 2015...... 147 Modern public administration progress and quality policy...... 166

The process of preparing the Public administration development strategy 2015-2020 and an indication of the participating...... 168 Summary of the Public administration development strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Summary of the Public administration tor which includes all bodies and institutions, directly enhance the business environment for the develo- and transparent implementation of public procure- development strategy 2015–2020 or indirectly financed from the state budget or bud- pment of the economy and boost competitiveness, ment, and through the centralisation of Government gets of local communities. which will in turn improve Slovenia’s ranking in such IT management and development. The Public Administration Development Strate- international charts. gy 2015–2020 (hereinafter referred also as ‘PADS’) is The basic objectives of the Strategy will be focu- Regarding human resource management, the ope- a uniform umbrella strategic document of the Gover- sed on the quality and efficiency, transparency and Significant attention will also be paid to efficient ration will be aimed at efficient personnel planning,

2015–2020 nment of the Republic of Slovenia which includes de- responsibility of public administration. Additional use of resources (personnel, funds, real estate, etc.). transparent personnel procedures, the recognition 2015–2020 tegy tegy a velopment guidelines for the next six years. Following measures and activities will help us achieve a higher The current public administration system in the Repu- and development of civil servants’ competences, and a str str the adoption of the strategic document, the first two- level of professionalism, innovation and responsibility blic of Slovenia is organised distinctively by sectors or the monitoring of their development, greater mobility ment ment

p -year action plan will be drafted, which will include of civil servants. Decisions and activities will be based areas, which makes horizontal inter-sectoral connecti- of employees, motivation of employees with a clear p concrete activities and projects for the attainment of on the expected benefits for users together with their ons and cooperation difficult. Due to the dispersal connection between the results of their work and re- develo develo the strategic horizontal objectives. needs. Internal supervisory mechanism will be additi- of, and the lack of connection between public admi- muneration, and at comprehensive monitoring of the tion tion a onally strengthened to limit the risk of corruption and nistration bodies at all levels, the costs of the State’s attainment of the key objectives and indicators. The a The document especially refers to the field of pu- intentionally stimulate the transparency of operation. operation are higher and interruptions occur in their emphasis will also be put on efficient supervision over dministr dministr a a blic administration whose tasks include tasks related The leading principle of the operation of public admi- coordination. The result is a poor quality of human the implementation of the civil servant system and the

ublic to the drafting of policies and regulations, and ad- nistration will be aimed at the strengthening of basic and other resources (for example the lease of business wage system. To attain the objectives of the Strategy, a ublic P P ministrative tasks and tasks of the executive branch values with special emphasis on the rule of law, fair- premises). To achieve better quality of services, and competency model will be established, the training of the the

of of at the state and territorial level. Administrative tas- ness, cooperation and consensus orientation. efficiency of public administration and thus of the en- civil servants will be modernised, and the information ry ry a ks are carried out by the Government, ministries, tire public sector, we will strive to connect and merge system for human resource management in the state a umm umm

S bodies within ministries (e.g. units of the Financial Slovenia’s international competitiveness ranking functions of related bodies at the state and territorial administration bodies will be upgraded. The objective S Authority, and the Surveying and Mapping Authority) which is deteriorating each year points to the urgen- level. At the level of regional administration operati- of the renovation and modernisation of public admini- and administrative units. The aforementioned prima- cy of the development and modernisation of public on, a uniform regional administration structure will stration is to enhance the efficiency and professiona- ry area of administrative tasks also includes munici- administration. In 2014, the World Bank chart (Doing be established (administrative districts/administrati- lism of civil servants and ensure that tasks are carried pal administrations and bearers of public authority. Business) ranked Slovenia 51st among 189 countries, ve centres). Mechanisms for rational management of out professionally and in accordance with the values Certain matters (e.g. the salary system in the public which was five places lower than the previous year. the entire system will be established by introducing a and principles of good management. Within the scope sector, the number of employees, administrative pro- The aforementioned chart refers to the assessment central management system of real estate owned or of this objective, the systemic upgrading of the wage cedures, integrity, public procurement, etc.) provide of ease of doing business in individual countries leased by the State. More efficient use of resources system will be carried out to achieve a clear connection a common basis and indicate the direction of the (establishing companies, acquiring permits, etc.). will be provided through a programming budget, the between the results of employees’ work and remunera- operation and development of the entire public sec- The attainment of the objectives of this Strategy will establishment of suitable mechanisms for efficient

12 13 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

tion for which clear indicators will be prepared. The re- Higher level of transparency in the legislative procedu- gement. Administrative statistics will be reformed to mation provision for citizens and business entities. The sults of work and not of a workplace will be evaluated. re (legislative footprint) and in the use of public funds monitor the efficiency of public administration. modernisation of the digitalisation of business proces- will be provided, and reuse of the public sector’s data ses will significantly improve flexibility, connectivity Since we are well aware of the excessive regula- will be additionally promoted. To improve the reputa- In the field of quality management, certified mo- and transparency in public administration, and the in- tion of the business environment which hinders eco- tion of public administration, communication with the dels adjusted to the public sector will be introduced, creased use of electronic channels will lower the costs nomic development, a great deal of the operation will public will be carried out in a planned and intensive which will include constant improvements at all levels, for end-users and service providers. For citizens and

2015–2020 strive to improve the business environment and satis- manner, and regular two-way communication will be regular monitoring of process indicators, and periodic the business sector to be satisfied, the consolidation 2015–2020 tegy tegy a faction of citizens. Projects will be focused on preven- promoted in addition to the open and transparent external assessment of public administration bodies and modernisation of contact points for citizens and a str str tive mechanisms which facilitate the adoption of high- operation. To attain the objectives, the editorial policy effectiveness. the business sector will be carried out in order to provi- ment ment

p -quality regulations while consistently observing the will be reformed and the state administration single de reliable online information and simple e-procedures p standards adopted from the Resolution on Legislative contact centre will be established. By reforming and modernising inspection, effecti- in one place by observing the needs of users (according develo develo Regulation (involvement of the public, transparency veness will be enhanced, preventive operation of to the life event principle) and introducing systematic tion tion a of the procedure, regulatory impact assessment, etc.) The risk of corruption will be limited by numero- inspectors will be strengthened, inspections will be measurement of user satisfaction. a and on corrective mechanisms – measures to simpli- us additional activities. Special attention will be paid to rationalised by merging and implementing joint in- dministr dministr a a fy the adopted legislation and reduce legislative bur- training and the implementation of international guide- spections, and a new tool to ease the burden of in- When modernising Slovenian public administra-

ublic dens, and eliminate administrative barriers (follow-up lines. A uniform national risk register for the entire pu- spectors when carrying out their expert work will tion in the period of 2015 - 2020, the objectives, gu- ublic P P on already planned activities). Additional attention blic sector will be set up. Systematic and thorough risk be introduced. As a priority, inspectors’ work will be idelines and commitments at the international level, the the

of of will be paid to the introduction of the systematic eva- management will be reinforced by reformed classificati- aimed at administrative actions, and significantly less and good practices of EU Member States will also be ry ry a luation of the adopted legislation and the additional on of high-risk jobs, systematic supervision mechanisms at tasks regarding minor offences and the issue of fi- observed. The awareness that effective and efficient a umm umm S S measures will be introduced to reduce the volume of and sanctions in cases of potential violations. nes. The principle of openness and transparency of public administration is the basis for the development regulations by 10 per cent by 2020, providing greater inspectors’ operation (single online entry point), and of the economy and prosperity is very important. transparency and simplicity of the requirements impo- Modernisation of administrative procedural law thus legal predictability of business entities and citi- sed by legislation on the economy and citizens. will develop in the direction which allows administra- zens will be emphasised. Inspectors will operate on To realise the key projects regarding quality and tive relations to develop and the state to have a more the basis of a risk assessment and will publish the cri- effectiveness, human resource management, better Mechanisms for transparent operation of public administrative role, which will contribute to better teria for determining priority tasks. legislation and administrative procedures, transparen- administration and the wider public sector in all areas reputation among citizens and competitiveness of the cy and integrity, and the development of IT solutions, will be strengthened. Transparency brings greater trust country. The reformed procedural legislation will be The emphasis in the field of IT support, enhancing funds from the new EU financial perspective are antici- and limits the risk of corruption, as well as stimulates simple, shorter and more transparent, and will faci- the use of e-services, digitalisation and interoperability pated. The Strategy is also the condition to access the higher level of responsibility of the wider public sector. litate more efficient administrative procedure mana- will be put on easier communication and better infor- aforementioned sources via EU structural funds on the

14 15 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

basis of the signed Partnership Agreement between Introductory thought Slovenia and the European Commission for the period 2014–2020. Efficient public administration is the basis for The reputation of civil servants depends on effici- the success of the entire country. Therefore, this ent, professional and fair work, and on active commu- The chapters of the Strategy summarise the as- strategic document provides clear development gu- nication of public administration with service users and sessment of the situation, objectives in individual fiel- idelines. Within the aforementioned resources avai- the wider public. Measures have been taken to monitor

2015–2020 ds, key measures to attain the objectives, and develo- lable, measures which will bring more responsibility the attainment of the objectives, for fair remuneration, tegy a pment leaders who will implement individual activities and focused sense of work for the common good into a more prudent education and training system, and for str and projects. The PADS 2020 is accompanied by the the operation of public administration will be firmly greater transparency and openness, and regular two- ment

p statement of the Prime Minister and all Government promoted. Public administration must also assume -way communication with citizens and the public. members entitled “Progress and quality policy in mo- the key responsibility to gradually reduce bureaucra- develo

thought dern public administration” with which they additi- cy, which will be based on simpler procedures, clear As the leading principle of our everyday actions, tion a onally undertake to observe the policy adopted and definition of objectives, and especially on the reco- the basic values should be: the rule of law, responsibi- strive to attain the objectives in their work. A special gnition of direct personal responsibility of employees lity, transparency, cooperation, fairness and integrati- dministr ntroductory I a chapter of the Strategy is dedicated to monitoring and for decisions and operations. on, consensus-orientation, innovation and efficiency.

ublic evaluating the implementation of measures to attain P the objectives. The attainment of the objectives throu- the

of gh planned projects will be supervised by the Strategic ry a Council which was formed to prepare this Strategy and umm

S is composed of representatives of state administrati- Boris Koprivnikar, on, the expert public and non-governmental organisa- Minister of Public Administration tions, and will address the report on the implementation of measures and report to the Government of the Republic of Slovenia twice annually.

16 17 1. Introduction Public Administration 2020 – Public Administration Development Strategy 2015–2020

1. Introduction citizens and resident under the same conditions and in a manner accessible to all. Excellence in the implemen- The adoption of the Public Administration Deve- tation of the functions of the State and public admini- lopment Strategy 2015–2020 is important for seve- stration is a commitment that affects the development ral justified reasons. Several institutions have esta- of democratic processes in society, economic growth blished that there was no strategic document laying and the social cohesion of all its inhabitants. For the out the long-term development of Slovenian public State to successfully carry out this task, the State must administration. In 2012, the OECD issued a review be able to prepare, adopt and implement suitable of the operation of Slovenian public administration, policies, and ensure their realisation through syste- which establishes inter alia that Slovenia’s strategy to matic regulation of rules, and its competences must overcome the crisis does not include strategies and include suitable institutions and mechanisms for co- measures which would help public administration ordination and implementation of adopted decisions.1 become more efficient and stable in the long term. ntroduction It also states that a well-functioning public admini- Monitoring the implementation of the Slovenia’s I stration is crucial for providing support and assistan- Development Strategy 2005–2013 shows that in the ce to the Government when determining a feasible previous period Slovenia was not sufficiently success- strategy to rebuild the economy and the State, for ful and ambitious in attaining the key strategic objecti- urgent long-term growth, and for the recognition ves regarding economic, social and environmental and implementation of suitable measures. In 2013, development. Failure to attain the objective was also the European Commission issued the Position of the affected by the economic crisis. Commission Services on the development of the Par- tnership Agreement and programmes in Slovenia for The process of drafting the Public Administration the period 2014–2020 whose prerequisites to attain Development Strategy 2015–2020 included cooperati- thematic objective 11 include a strategy to improve on and acquisition of the opinions of key stakeholders administrative efficiency of Member States, including in public administration in Slovenia, and expert and reform of public administration. wider public.

The State should guarantee the exercise of autho- 1 Summarised from: Drafting a concept paper on the Organizational rity and provide public services or public goods to all its Structure of the Executive Public Administration, SIGMA, 2008.

21 2. Vison, mission and the basic purpose Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

2. Vision, mission and the basic purpose ve and through its service role, it will facilitate prompt it will achieve above-average results among EU Mem- issue of administrative permits. A fundamental change ber States regarding high-quality service provision. Efficient and stable public administration is a very in thinking based on awareness that the administrati- important social subsystem, and, in addition to econo- on carries out administrative tasks for its users will be The basic values which are the leading principle mic development and social cohesion, affects the de- required. Therefore, the administration must do eve- of our everyday actions in the implementation of the velopment of the country and its prosperity. Therefore, rything necessary within its legal options to make users Strategy for the needs of stakeholders and admini- the Government of the Republic of Slovenia decided to satisfied with its services. High-quality administrative strative service users are: responsibility, transparen- modernise public administration by acting in a profe- service must be given priority over the quantity of ca- cy, the rule of law, cooperation, fairness and integrati- ose p ssional, expert and stable manner, and in accordance ses addressed, whereby the basic principle is lawfulness on, consensus-orientation, innovation, effectiveness ose p ur p ur

with the principles of good management..In numerous and satisfaction of participants. The key to high-quality and efficiency. sic sic a a b

areas, public interest must be given meaning again as administrative service are motivated and well-managed b

the

the need to regulate social relationships, which brings employees in public administration. the

nd nd a

the urgency of entering administrative and legal relations in each person’s everyday life. When interventi- The vision of the Government of the Republic of mission mission ,

on from the State is not required, regulation must be Slovenia is to organise modern public administration , ision ision

V recognised as an administrative barrier, deregulated which will observe the following principles and values V or suitably amended. When regulation is mandatory of: and necessary for the functioning of the social system, • law and the rule of law; mechanisms must be established which will facilitate • professionalism; the acquisition of administrative permits or the imple- • participation; mentation of other activities in a reasonable period • transparency, integrity and corruption prevention; of time. Along with the amendment of regulation, va- • responsiveness and user-orientation; rious means for issuing permits will be studied, which • consensus-orientation and integration; will efficiently protect the public and private interest. • fairness and integration; Wherever possible, decisions of authorities will be re- • innovation, success and efficient use of resources; placed by the possibility of partnership cooperation • responsibility; of the administrative authority and other participants as the basis for measures and indicators of effecti- which will harm neither public nor private interest. By veness, observation of public interest, satisfaction of advising and guiding, the administration will be proacti- citizens, companies and other stakeholders with which

24 25 3. Basic strategic framework and guidelines Public Administration 2020 – Public Administration Development Strategy 2015–2020

3. Basic strategic framework and lop. The Strategy is the umbrella document which in- guidelines cludes public administration and basic guidelines for other line ministries which will prepare on this basis As the fundamental strategic document in Slo- programmes for individual areas and implementing venian public administration, the Strategy is being line ministry documents at the national, regional and prepared in relation to the contents included in the local levels (e.g. education, science, the economy, Partnership Agreement between Slovenian and the employment, social affairs, the environment, health European Commission for the 2014–2020 period, and care, culture and others). With this document, the Go- the Operational Programme for the Implementation vernment of the Republic of Slovenia binds all state guidelines of the EU Cohesion Policy in the period 2014-2020, administration bodies and other state authorities, ta- nd a the Slovenian Industrial Policy, the Europe 2020 king into account the principles of autonomy of local Strategy and other strategic bases at the national self-government, municipal administrations and hol-

2 mework and international level (materials from the OECD ders of public authority to carry out activities that fall a fr in the European Commission3). under their areas in the manner and within time limits tegic defined in this document. a str The Strategy includes the area of public admini- sic 4 a stration in the Republic of Slovenia. Since certain con- In line with the adopted Strategy, action plans B tents (e.g. salary system, the number of employees, for the realisation of measures by individual strategic administrative procedures) reach into the wider pu- objectives will be drafted on the basis of the analysis blic sector, the Strategy for the aforementioned areas of the existing situation and the recognition of discre- provides a common basis and indicates the direction pancies between the desired and actual situation in in which the public sector should operate and deve- individual thematic fields. Performance indicators and target values in 2020 are defined for each strategic

2 Summarised from: OECD’s review of public administration in the Repub- objective. Individual indicators and the attainment of lic of Slovenia; Slovenia: Towards a Strategic and Efficient State, 2012, the strategic objectives will be regularly monitored on co-financed by ESF funds. 3 Summarised from: Position of the Commission Services on the develop- the basis of the results of the implementation of two- ment of the Partnership Agreement and programmes in Slovenia for the -year action plan. To attain the objectives, evaluations, period 2014–2020. adjustments and revisions of the planned measures 4 Public administration comprises state administration, municipal administrations and holders of public authority. are expected to be carried every two years. If the de-

29 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

sired target values are not attained, suitable measures stakeholders, and expert and wider public within the ried out as the basis for strategic guidelines for indivi- edier transfer of good practice into Slovenian public will have to be taken. scope of public discussion, suitably amended and ado- dual fields of public administration. A uniform strategic administration. Active cooperation in the international pted by the Government of the Republic of Slovenia. document was drafted as the basis for two-year action environment within expert meetings, study visits, con- The Strategy is a document of the Government plans of measures by individual strategic objectives ferences and other activities will provide suitable pro- of the Republic of Slovenia. Therefore, the Strate- 3.1 Guidelines and bases at the international and and thematic fields of public administration. The Pu- motion of the Slovenia’s interests and the strengthe- gic Council of the working group for the drafting of national level blic Administration Development Strategy 2015–2020 ning of the promotion of achievements in the field the Public Administration Development Strategy is a prerequisite for accessing structural funds within of public administration, facilitate better institutional 2014–2020 was supplemented during its preparation The basic purpose of the drafting of the document Priority Axis 11 “the rule of law, enhanced institutio- capacity of public bodies, and contribute to efficient, with representatives of suitable ministries and bodi- is to present the bases for realistic improvement of nal capacity, efficient public administration, support innovative and transparent public administration. guidelines

guidelines

es (e.g. the Ministry of Finance, the Institute of the the operation of Slovenian public administration by for the development of NGO, and the strengthening nd nd a

Republic of Slovenia of Macroeconomic Analysis and modernising and renewing it, which includes the esta- of the capacity of social partners” in the Operational Regarding European matters and international co- Development, the Ministry of Economic Development blishment of a comprehensive management system Programme for the Implementation of the EU Cohe- operation in the period by 2020, harmonised and stra- mework mework a

and Technology, the Ministry of Labour, Family, Soci- through systematic strategic planning, the introdu- sion Policy in the period 2014-2020. Priority Axis 11 a fr tegically oriented participation of representatives in the

fr al Affairs and Equal Opportunities). Also supplemen- ction of quality management systems to simplify and refers to thematic objective 11 “enhanced institutional field of public administration operation at the EU level tegic a tegic ted was the operational group of the working group modernise administrative procedures, and to monitor capacity of public bodies and interested parties, and and in other international organisations, such as the a str

str

sic for the drafting of the Public Administration Develo- and evaluate work results and objectives at all levels. contribution to efficient public administration” in the OECD, the United Nations Organisation, and the Council sic a a B pment Strategy 2014–2020, which was established Partnership Agreement between Slovenian and the of Europe, must be ensured, and cooperation with prio- B by the minister responsible for public administration5 The Strategy is a uniform umbrella strategic do- European Commission for the 2014–2020 period. rity regions and countries must be strengthened. who is also its leader. The proposed bases and the la- cument in the field of public administration, which bour plan, the Strategy disposition, the first draft and also signifies support and commitment to realise the International activities in the field of public admi- High technological, economic and social changes inter-ministerial coordinated Strategy proposal were development strategy for the entire country. The basic nistration show Slovenia’s integration in the European in the last two decades have brought the need for approved by the Government of the Republic of Slove- purpose is to renew and modernise public administra- Union (EU) and wider international environment, whe- numerous new public services. Therefore, the Strate- nia in order to acquire as wide a consensus as possible. tion which will operate more efficiently, professionally re, due to the economic crisis, uneven development gy will strive for regular monitoring of the needs and The draft of the proposed Strategy was presented to and in accordance with the principles of good mana- in the world, rapid technological progress, and other the development of new public services along with the gement with an excellence of a professional public consequences of globalisation, changes occurred optimisation of existing services. civil service, and will contribute as much as possible which require more active and efficient participation 5 Pursuant to the Government of the Republic of Slovenia Act (Official Ga- zette of the Republic of Slovenia, nos. 24/05 – official consolidated text, to the competitiveness of the business environment, of Slovenian representatives at all levels of decision 109/08, 38/10 – ZUKN, 8/12, 21/2013, 47/13 – ZDU-1G and 65/14), the the development of the country and to prosperity. The making in the EU and other international forums, en- Ministry of Public Administration took over the tasks regarding public administration from the Ministry of the Interior in October 2014. analysis of the situation and labour processes was car- hanced bilateral and multilateral operation, and spe-

30 31 4. Review and analysis of the situation Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

4. Review and analysis of the situation and systemic solutions to facilitate the lawful and ef- Therefore, it placed public administration reform in formance, government efficiency, business efficiency ficient implementation of labour and other personnel EU Member States among five most important tasks and infrastructure. In 2014, Slovenia slipped to 55th 4.1 Situation evaluation procedures must be ensured. The latter is essential in to support economic development. From this aspect, place among 60 countries, in 2013, Slovenia ranked organisational, public finance and substantive changes the European Commission proposed improvements 52nd, while in 2008, it was 20 places higher, i.e. it ran- Research of the OECD – SIGMA establish that the in pubic administration, i.e. it rewards work perfor- in the operation of national public administrations ked 32nd (IMD 2014, IMD 2013, IMD 2008). A similar diversity of organisational forms in public administra- mance, while motivation to attain the objectives will in EU Member States (the so-called Position of the situation is shown by the global competitiveness in- tion, taking into account the size of the public sector be the guiding principle for managing civil servants.6 Commission Services on the development of the Par- dex which arises from the annual report of the World as determined by the State, is a serious threat to the The development of public administration largely de- tnership Agreement and programmes for the period Economic Forum (WEF), as Slovenia lost eight places

tion ability of the State to ensure and implement tasks in termines, facilitates and requires excellence in the im- 2014–2020). in comparison with 2013, and it lost six places in 2013. a tion a

situ the public interest. Management of such a risk may plementation of the functions of the State. Excellence Slovenia ranks 70th among 144 countries. The most

situ

the

be alleviated by systemic regulation which determines in the implementation is shown in determining and In 2012, above-average results were achieved by emphasised factors that affect entrepreneurship are: the

of the competences of individual organisational forms implementing public policies that directly affect social Slovenia in payments to companies where delays amo- availability of financing, inefficient government burea- lysis lysis a and supervision over them. Too many organisatio- development and prosperity. unted to 15 days, while the European average amou-

ucracy, restrictive labour legislation, corruption, tax ra- a n n a

nd nal forms or too many organisational units, and with nted to 28.3 days. Slovenia particularly excelled in the tes and tax regulations. In 2014, Slovenia ranked 51st nd a

a this a diversified organisational structure also increa- Comparative figures on the placement of countries field of establishing new companies which can be done among 189 countries on the World Bank chart, which eview eview R se the risk for these organisations not to pursue the in various international charts show different pictures in six days (without any costs), while the European av- was five places lower than the previous year. The Do- R common objective, which may affect the efficiency for Slovenia regarding individual performance indica- erage is 13.7 days (and 5 per cent of average income of ing Business chart states the best countries to start a of the provision of public goods, and the responsibi- tors. The findings of the study “Excellence in Public Ad- residents of individual states). Regarding the indicator business and it is also a competitiveness indicator of lity which is dispersed and difficult to establish. The ministration for competitiveness in EU Member States”7 which defines the time for tax return calculation, Slo- countries. The objectives of the Strategy are focused personnel aspect must also be considered in relation show that there is room for improvement in certain venia is slightly below the European average (260 hours on improving the business environment for economic with organisational measures. The strategic issue of areas in Slovenia. The European Commission establi- annually, while the European average is 208 hours). The development, and enhancing competitiveness and this human resource management in public administration shes that companies need efficient, cost-efficient and same applies to the field of the modernisation of the Slovenia’s position on the aforementioned charts. is posed as a priority task in programming and stra- high-quality public services in order to be successful. public sector (e-government, remuneration of efficient tegic documents that define further development of work of employees, service quality assessment, etc.). In certain cases, the general and concrete opera- the country as a whole. In addition, the institutional 6 Summarised from: Drafting a concept paper on the Organizational tion of the administration (drafting, adopting and im- Structure of the Executive Public Administration, SIGMA, 2008. framework is inconsistent, something which poses In addition, the International Institute for Mana- plementing regulations) pursues outlived bureaucratic 7 Summarised from: European Commission (2012), Excellence in Public a risk to efficient public administration, which isin Administration for competitiveness in EU Member States gement Development (IMD) from Switzerland annual- patterns due to which the administration is alienated turn reflected on its users (citizens, companies, etc.). http://ec.europa.eu/enterprise/policies/industrial-competitiveness/ ly publishes the World Competitiveness Yearbook. The from natural and legal persons as users of its services. monitoring-member-states/improving-public-administration/files/ To realise this priority task, suitable regulatory bases pa_report_en.pdf calculations are based on four criteria: economic per- In such cases, administration as a service for citizens

34 35 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

when doing business with the State does not pursue 4.2 SWOT analysis • better awareness of corruption in society, a high Weaknesses: its mission and acts as an untouchable bureaucratic level of transparency of information of a public cha- • inconsistency in introducing the responsibility of system, generating the general notion that it exists as The SWOT analysis was prepared by a narrow project racter, especially on public consumption, and better employees in cases of failure to carry out the agre- an end in itself. This is reflected in every media gene- group by taking into account international recommenda- transparency regarding state-owned companies; ed tasks or attain the objectives; ralisation of the situation in individual (frequently uni- tions which show the key areas recognised by the group • a comparable European civil servant system for re- • inactivity and inconsistency in recognising and remu- lateral) cases and in creating the impression of ineffici- as the basis for the drafting of the document. gulating labour and status relationships, and the nerating employees who exceed the expected reali- ency, irrationality and shortcomings regarding contact rights and duties of employees in state authorities sation of the agreed tasks and of the objectives; with real life in which users need administrative per- Strenghts: and the administrations of local communities; • the lack of motivation mechanisms to promote pro-

tion mits in a reasonable period of time, with reasonable • the established rules of the general administrative • the use of professional competence standards in- fessionalism and innovation of employees; a tion a

situ material and procedural requirements, which pursue procedure ensure internationally and constitutio- cluding selection criteria and verification methods • the lack of the management ability including the si-

situ

the

clearly expressed public interest and suitable protecti- nally established standards of democratic and fair of the competence of officials in state administra- gnificance of social responsibility to employees and the

of on of other stakeholders. procedures; tion; stakeholders; lysis lysis a • there are cases of good practices of individual ad- • introduced annual interviews as a tool to verify the • weak connection between work results and remu- a n n a

nd Recently published data of the internatio- ministrative bodies (e.g. administrative units) in the attainment of the objectives and results of individu- neration of employees; nd a

a nal corruption perceptions index in the public use of quality management tools; al civil servants; • limited possibilities for flexible employee manage-

eview 8 eview R sector published by Transparency International • rich experience of institutions and individuals in • introduced personnel information system – CKEDU; ment; R showed that Slovenia slipped six places in 2013, developing e-government in public administration, • the operation of the Inspection Board is regulated • the role of the human resources department in the i.e. from 37th to 43rd place among 177 countri- established high-quality electronic services in indi- by law, which facilitates taking strategic measures administration is limited to operational tasks and is es. The aforementioned index addressed factors vidual areas; to enhance the efficiency of inspections; less focused on the development of the strategic such as the implementation of anti-corruption le- • the existing Strategy on IT and electronic services de- • the strategic plan of measures of the Inspection Bo- role of the human resources function; gislation, availability of information, conflict of in- velopment and connection of official records SREP; ard was adopted on 11 July 2013 by the Government • resistance of authorities when introducing chan- terest and efficiency of anti-corruption measures.9 • the established government ICT infrastructure of the Republic of Slovenia; ges in the field of human resource management is The aforementioned leads us to assume that changes (HKOM network, data centre, SIGOV-CA) and the • the bases for the implementation of the program- expected, which is also a consequence of austerity in terms of modernisation, greater transparency, en- established national open data portal; ming budget were already included in the current measures, a shortage of staff and the needs of cur- hancement of effectiveness and efficiency of Sloveni- • the established common methodology for measu- manner of drafting the budget of the Republic of rent operations in changing conditions; an public administration are urgent and necessary. ring costs imposed on entities by legislation; Slovenia; • not everywhere are annual interviews recognised • programme for reducing legislative burdens adop- • a wide consensus regarding the project of establi- as a significant element of the development and 8 Summarised from: http://cpi.transparency.org/cpi2013/ ted at the EU level and at the level of all Member shing national cloud computing. planning of employees’ careers; 9 Summarised from: http://www.integriteta.si/component/content/arti- States whose objective is to eliminate 25 per cent of cle/11-partner-transparency-international/311-politike-in-funkcionar- je-pozivamo-k-sistematicnemu-ukrepanju-proti-korupciji administrative burdens; 36 37 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

• a suitable number of qualified assessors in each autho- lated, and they address the available potential of ad- Opportunities: • implement digital government strategies, the Euro- rity must be ensured to recognise and establish key vanced digital concepts differently and insufficiently; • enhance the responsiveness and efficiency of public pean Digital Agenda, the European eGovernment competences, or another suitable manner of verifica- • poor actual use of e-services, poor coverage of bro- administration, enhance the efficiency of manage- Action Plan; tion must be determined, e.g. outsourcing of service adband communication connections to end users (ci- ment, provide suitable knowledge, skills and com- • rapid development of digital and mobile lifestyle in providers, which, however, is related to high costs; tizens, households), insufficient digital competences; petences of employees, improve transparency and society, accelerated introduction of the digital go- • there is no supervision over the use of public funds • legislative procedure anticipates the assessment of responsibility, and introduce external performance vernment concept; and work results (achievements, delays, compla- the consequences of impacts on individual areas, assessment and quality supervision procedures; • common systems, approaches and standards at the ints, commendations), remuneration and the allo- which, however, are rarely carried out in practice; • transfer good practice in EU Member States to the EU level;

tion cation of funds for human resources; • due to political instability and frequent changing of use of resources in public administration; • greater awareness of the significance of the simpli- a tion a

situ • unsuitable placement of certain areas, e.g. quality governments, too many acts were adopted under • efficient human resource management is recogni- fication and elimination of administrative barriers,

situ

the

and administrative procedures on the one hand, urgent procedures without preliminary analyses, sed as a strategic objective of the development of and of quality as a value; the

of and project management and processes as a work with insufficient inter-ministerial coordination and public administration; • improve quality by systematically monitoring user lysis lysis a method on the other, which cannot systematically cooperation with stakeholders; • the existing system of officials’ professional compe- satisfaction with state authority services centrally a n n a

nd develop with insufficient resources; • no evaluation procedure of individual policies has tence standards in public administration is available carried out by line ministries or authorised outsou- nd a

a • the lack of motivation for changes and poor been systematically introduced; as the basis for the competency model for top ma- rcers (e.g. monitoring the quality of the functioning eview eview R knowledge of the change management tool; • a high level of legislative burdens and consequen- nagement; of common infrastructure); R • there is no strategy for the operation of public tly, discouraging business environment, especially • suitable remuneration of employees whose effecti- • establish a point of single contact by providing full administration in terms of efficient use of resou- for small and medium-sized enterprises (SME); veness and efficiency is above average; and comprehensive information, and electronic rces; there are no systematic approach and mea- • too many regulated activities and occupations, and • modernise the systemic regulation of the civil ser- support for the reporting of business entities; sures; employees, top management and middle overregulation of EU requirements (gold-plating); vant system in terms of employee management to • reduce the number of regulated occupations and management do not have sufficient management • constant institutional changes (e.g. merger of mi- ensure their better flexibility/mobility and in terms activities, reduce the number of conditions and op- knowledge, i.e. the acquisition and development of nistries); of the responsibility of civil servants for the results timise procedures; knowledge in this field is not carried out in a com- • the preparation of the budget, especially the pro- of their work; • better inter-institutional connection of processes prehensive and systematic manner; cedures for amending and revising the budget, do • global changes stimulate employees to enhance and electronic exchange of high-quality data from • the use of administrative procedural law or indivi- not stimulate the most optimal decisions regarding their professionalism and innovation at workplace, official records – complete realisation of Article 139 dual process institutions as administrative barriers the implementation of the budget, since there is and personal development; of the General Administrative Procedure Act (here- or redundant costs; no supervision over the quality of use, and no con- • open opportunities within the new financial- per inafter referred to as ‘ZUP’); • inefficient organisation and coordination of ICT in nection between resources and priority tasks from spective for smart allocation of EU funds; • the ZUP should become (remain) the fundamental public administration, strategic documents are unre- substantive programmes. (primary) legal source for the regulation of admini-

38 39 Public Administration 2020 – Public Administration Development Strategy 2015–2020

strative procedures, and only exceptionally subsidi- knowledge and good practice, further poor and ary supplement; uneven coverage of access to broadband internet; • greater attention to process rules and their weight • unsuitable consideration and placement of better from the aspect of private interest protection, whi- legislation, administrative procedure and quality le taking into account public interest protection; from the aspect of the efficiency of the ministries’ • seeing the administration as a partner in exercising operation; the rights and legal benefits, greater openness of • incomprehension of the significance of competen- the administration (change in the administrative ces as values in the public sector;

tion culture); • expansion of special administrative procedures a

situ • the need to connect the national open data portal due to narrower general administrative procedu-

the

to the European open data portal (PublicData.eu); re; therefore, the lack of transparency of the entire of • invitation for inclusion in the multilateral incentive system and the possibility of unequal treatment; lysis

a “Open Government Partnership”; ZUP becomes a secondary regulation; n a

nd • complete introduction of the programming budget • unawareness of the need to measure effectiveness a to establish the “smart” budget. and efficiency of operation and use of resources; eview

R • weak economic and financial situation in the coun- Threats: try, and thus the lack of financial and human reso- • general poor trust of citizens and other subjects in urces required to make a breakthrough and system public administration; development; • political instability, frequent changing of governments • insufficient support for professionalism and recru- and ministers do not ensure a consistent vision, pri- itment procedures in accordance with the require- ority targets, strategy and implementation of reform ments of work processes and organisation objectives. measures; • inability to reach an agreement or consensus with social partners regarding changes in the public sector salary system; • further isolated approach of institutions; • insufficient attention to digital competences in society and public administration, poor transfer of

40 5. Concept of the Strategy and key strategic objectives Public Administration 2020 – Public Administration Development Strategy 2015–2020

5. Concept of the Strategy and key • improving legislation, reducing legislative burdens, strategic objectives assessing impacts, and including key stakeholders; • efficient informatics, increased use of e-services, The Government of the Republic of Slovenia draf- digitalisation and interoperability of information ted the new Public Administration Development Stra- solutions. tegy 2015–2020 and defined key strategic objectives. In order to attain the latter, action plans will be prepa- In the chapters below, the aforementioned strate- red with measures for: gic objectives are broken down in more detail, including a brief presentation of the existing situation, the defini- • responsive, effective and efficient operation of tion of the target state, development leaders, key sta-

user-oriented public administration; keholders, assumptions and risk factors, and measures objectives

• efficient use of human, financial, spatial, envi- to attain the target state, including suitable indicators. tegic ronmental and energy resources; Measures to attain environmental and energy objecti- a str

• responsible, open and transparent operation of pu- ves will be included in a special sectoral strategy. There- key

nd a

blic administration; fore, they are not part of this document.

• zero tolerance to corruption and enhancement of tegy a tr

integrity; S

the

• professionalism and development of professional of

competence and employee innovation; t p • the system of flexible management of employe- once es using mechanisms of responsibility, and the C upgrading of the salary system with motivation mechanisms; • the modernisation of administrative procedural law and the inspection system; • improving quality systems, programme planning, operation review, measurable objectives and process indicators;

45 6. Operatio- nalisation of key strategic objectives Public Administration 2020 – Public Administration Development Strategy 2015–2020

6. Operationalisation of key strategic In its study in 201210, the OECD analysed the Slo- objectives venian public administration system from the aspect of strategic, budgetary and organisational manage- 6.1 Efficient organisation ment and planning. This was a comprehensive analysis which was the basis for the preparation of general pro- 6.1.1 Rational public administration organisation posals for improvement measures. The recommendations of the study by the OECD state that: In the field of efficient and rational organisation • the role and responsibility of main public admini- of public administration, we attempt to attain three stration with economic and public finance functions objectives strategic objectives, i.e.: must be clarified in order to prevent duplication tegic • responsive, effective and efficient operation of and improve coordination; a str user-oriented public administration; • successful execution of tasks requires suitable size, key

• efficient use of human, financial, spatial, envi- competence and motivation of employees, systems of

ronmental and energy resources; and and structures (governmental apparatus) which tion a

• lis

responsible, open and transparent operation of pu- offer efficient support framework. Slovenia has been a

blic administration. tackling several challenges: internal structures which tion a er

The measures anticipated in this chapter will refer do not produce optimal results, the lack of strategy p O to all state administration bodies and, in certain cases, to reduce labour force and a relatively weak system to other bodies (public institutes, agencies) which were of managing performance and remuneration. founded by the State, are holders of public authorisation and carry out mostly administrative tasks. The OECD establishes that there are options to improve structural efficiency by merging certain fun- a) Existing situation ctions, enhancing the capacity of administrative units in service provision, and by taking measures to reduce With its organisation and operation, the State must risks posed by the increasing number of agencies as also support greater competitiveness of the private sec- much as possible. tor. Therefore, a speedy, responsive and efficient State must be formed. Efficient decision making and realising requires suitably organised public administration. 10 “Slovenia – towards a strategic and efficient state”, OECD, 2012.

49 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Slovenia is also dealing with central state admi- -tier administrative system with a two-tier administra- bodies only operate at the local level (they generally nistration organisation that is not optimal. Several bo- tive system, a clear boundary between local self-go- cover a narrow territory). Regional units, branch offi- dies operate within state administration, which carry vernment and state administration was determined. ces and offices of these bodies are scattered in various out regulatory and other typical administrative functi- The system of public administration which is organised places and locations, independently of the territorial ons, i.e.: distinctively by sectors or areas has been since formed network of other bodies. Individual providers of admi- • 11 government services and the Office of the Prime in the Republic of Slovenia. This obstructs horizontal nistrative services in individual regions must frequen- Minister of the Republic of Slovenia, inter-sectoral connection and cooperation which is tly be sought in various locations which are as many as • 14 ministries, crucial for the attainment of the objectives which are 10 km apart. • 33 bodies within ministries, including 12 inspecto- interdisciplinary by nature and require various combi- objectives

objectives rates. nations of expert knowledge. Current dispersion and Table 1: Review of the territorial organisation of public tegic a tegic disconnection of state administration bodies at the administration bodies (excluding self-governing local a str

str Crucial (as shown in the study by the OECD) is territorial (local) level, and the “lost trace” of numero- communities). key

key

the conclusion about the lack of connections between us functions and of the actual efficiency of the operati- of

tion a strategic and sectoral planning of ministries, and the on of all state administration bodies generate high co- Type of unit at the regional and local tion Body No. of regional units No. of local units a

lis level lis a

lack of main support for ministries that prepare secto- sts of the operation of the State. Disturbances in their a tion a ral strategic plans. This is reflected in inefficient deve- coordination make the use of human, financial and Administrative units 0 58 Administrative units tion a er p er p

O lopment and implementation of key national horizon- material resources worse. Uncoordinated network of O tal policies, and inefficient coordination and inactive public administration bodies and the dispersion of bo- Social work centres 0 62 Social work centre

cooperation between individual ministries (and bodies dies which provide public services that are crucial for Financial Administration of the Republic of 15 70 (64 outside the Regional financial office within ministries), especially in dealing with fields whi- users create problems and unnecessary costs to users Slovenia head office of the financial office) ch include several line ministries (or related matters in of these services. terms of their content). Surveying and Mapping Authority of the Republic 12 42 (30 outside the Regional surveying and mapping of Slovenia place of the head office authority, surveying and mapping office At the territorial level, there is complex and of the regional unit) By the end of 1994, a one-tier administrative dispersed structure of bodies at regional and lower system existed in Slovenia at the territorial level. Ad- local levels. Most territorially organised public admini- Police 8 110 Police directorate, police station ministrative bodies of the then municipalities carried stration bodies only have a regional network (individu- Labour Inspectorate of the Republic of Slovenia 5+9 0 Regional unit, office out the tasks of local importance and most admini- al territorial units that cover wide areas), certain bodi- strative tasks of national importance. Following the es have both regional and local networks, while social Infrastructure Inspectorate of the Republic of 15 0 Various units according to the type of Slovenia work (mining, roads, etc.) reform of local self-government which replaced a one- work centres and administrative units as independent

50 51 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Type of unit at the regional and local Body No. of regional units No. of local units Weaknesses of the existing organisation in terri- users of public services than for example the distance level torially organised bodies are shown especially in: from the head office. Therefore, gradual merging of Inspectorate of the Republic of Slovenia for 8+12 0 Regional unit, branch office • a high number of independent bodies, budget users the entire system of the territorial network of state ad- Agriculture, Forestry, Hunting and Fisheries and support services, regardless of the number of ministration bodies at the local and regional territorial

Inspectorate of the Republic of Slovenia for the 8+11 0 Regional unit, inspection office employees in individual bodies; level is urgent from the aspect of efficiency of admini- Environment and Spatial Planning • these territorial units generally perform the same strative structures, quality of services, and orientation

Inspectorate of the Republic of Slovenia for 13 0 Branch office set of administrative tasks, regardless of their num- to users of public services. Protection against Natural and Other Disasters ber (frequency) in individual units; • all these units must have resources to provide Currently, there is no uniform review of the orga- objectives

Health Inspectorate of the Republic of Slovenia 7+8 0 Regional unit, inspection office objectives high-quality services (personnel, IT support, ma- nisational and functional structure of public administra- tegic a tegic Market Inspectorate of the Republic of Slovenia 8 0 Regional unit terial assets, etc.); tion subjects, and there are no comparability instru- a str

str • currently, there are significant differences in the ments and measurable indicators which could be used key

key Administration of the Republic of Slovenia for 10+2 0 Regional office, border inspection post of

burden of civil servants between units; to compare individual subjects and regularly measure of Food Safety, Veterinary and Plant Protection tion a • the flexibility of personnel distribution to ensure their efficiency, which is crucial for the formation of -cor tion a

lis Administration of the Republic of Slovenia for Civil 13 0 Branch office lis a

efficiency and quality of services, and support rect and focused solutions to optimise and rationalise a Protection and Disaster Relief tion a functions is hindered, which is a special problems public administration, and the public sector. tion a er p er

Agency of the Republic of Slovenia for Public Legal 12 0 Branch office p

O at a time when austerity measures in the filed of Records and Related Services O employment have been carried out for a number b) Target state

Defence administrations 6 0 Defence administration of years; • on the other hand, unresolved administrative ma- In recent years, we have been witnessing nume- Employment Service of Slovenia 12 58 (46 outside the Regional service, Labour office place of head office of tters cannot be efficiently reallocated from one unit rous incentives to rationalise and optimise public ad- the regional office) to another to ensure time-efficient decision making ministration, and the wider public sector. However, on the rights and obligation of customers, and equ- measures have so far been sectoral (partial) and their Employment Service of Slovenia 9+4 0 Regional unit, branch office al burden of civil servants who manage administra- effect was limited. To rationalise the public administra- Health Insurance Institute of the Republic of 10 46 (outside the place of Regional unit, branch office tive procedures. tion system as a whole, its organisation and distributi- Slovenia the head office of the regional unit) on of authority and tasks among individual subjects, Unsuitable organisation and disconnection of in- i.e. the structure and distribution of the implementati- Public Payments Administration of the Republic 8 0 Regional unit dividual parts of public administration are frequently on of functions and of resources used for their imple- of Slovenia a larger problem for individuals and legal entities as mentation, must be analysed.

52 53 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

The study by the OECD also urges Slovenia to do the preparation of suitable and focused measures to when implementing Government decisions and man- Government Communication Office of the Republic of so. By connecting, merging, and rationally organising optimise and rationalise the public sector. datory guidelines of the Prime Minister (Office of the Slovenia and the Institute of Macroeconomic Analysis common expert and auxiliary services, the efficiency Prime Minister of the Republic of Slovenia), the moni- and Development of the Republic of Slovenia. and especially quality of the work of public admini- The purpose of the analysis is to strengthen insti- toring of the implementation of Government decisions stration will be enhanced. Also required are systemic tutional qualifications of subjects for constant impro- (Secretariat-General of the Government of the Repu- At the territorial level, the establishment of admi- measures that will improve the Government’s stra- vements in the public sector – for more efficient ope- blic of Slovenia), macroeconomic and tax responsibility nistrative districts as a uniform regional structural or- tegic planning and rationalise internal functions, and ration and high-quality provision of public services, (Ministry of Finance), the coordination of development ganisation of the administration is anticipated, which measures to improve the direction of the preparation, for further enhancement of the public administration planning and development documents of the Republic will act as a unit and provide high-quality services (ad- development and implementation of policies. system as a factor of competitiveness, growth and de- of Slovenia, and the monitoring of the implementati-

objectives ministrative services outwards, and support services

objectives velopment in the Republic of Slovenia. The objective on of development policies and international financial for administrative bodies at the local level inwards). tegic a tegic The first phase in the renewal and establishment of the analysis is to form comparability instruments mechanisms (Government Office for Development and In places with options for the merger of locations, the a str

str of efficient and rational administrative system will be (indicators) which will be used to recognise more or key European Cohesion Policy), technical coordination of so-called administrative centres will be formed at one

key

the project of organisational and functional analysis less efficient parts of public administration and of the EU matters (Ministry of Foreign Affairs), systemic regu- address as the means of operation of various public of

tion a of public administration (over 180 subjects, together wider public sector, and establish the bases for focu- lation of the public sector organisation, employee and sector bodies, which may have equal or more points tion a lis lis a

with their regional units and branch offices, will be in- sed solutions to optimise and rationalise public admi- salary system in the public sector, public procurement, of contacts for service users. Mergers bring numero- a tion a cluded) which will show weaknesses in the system, and nistration and the public sector. Based on the results administrative operations, the management of info us positive effects for citizens (high-quality services in tion a er p er p

O possibilities to rationalise and optimise it by studying of the analysis and proposed measures, bases for the information and communication systems and the pro- one place and uniform official hours) and the admini- O various data from public records (financial resources optimisation, and especially greater efficiency and qu- vision of electronic public administration services, in- stration (lower costs, connection and cooperation in and their use fro certain purposes, human resources ality of the operation of the administration at the nati- tegrity and corruption prevention in the public sector, the long term). and their use for the execution of certain tasks, etc.), onal and territorial level will be prepared. the operation of non-governmental organisations and as well as tasks and competences of subjects included. local self-government, quality management in public By introducing new forms of organisation for the A part of the project will also be intended for the pre- On the basis of the functional inspection carried administration, better legislation and the elimination decentralised manner of executing administrative tasks: paration of comparability indicators for the included out, certain functions that are currently dispersed in of administrative barriers, tasks in the field of systemic • it will be possible to carry out less frequent admini- subjects of public administration, and special indica- organisations within state administration should be regulation of managing physical assets of the State and strative tasks and services which are not crucial for tors for groups of subjects from the public sector (a sensibly merged or rationalised. In addition, the so-cal- local communities the management of physical assets citizens (customers) at the head office of admini- total of 800 subjects with possible regional units and led Centre of Government should more tightly connect of the State, the planning and coordination of spatial strative districts or administrative centres; branch offices) by activities. These indicators will faci- central and strategic functions that are currently carried needs of state administration bodies (Ministry of Pu- • the centralisation of the implementation of profe- litate comparability of related subjects and an insight out by several bodies (ministries, government services, blic Administration). The coordination of horizontal ssionally demanding tasks will be possible; in their efficiency. They will also provide the basis for etc.), such as the coordination of the ministries‘ work functions performed by the Office for Legislation, the

54 55 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

• it will be possible to reallocate work, and financial, ge expert experience, better horizontal and vertical pal administrations and holders of public authorisation factors for making a shift in this area are overcoming re- human and material resources fast and more effi- communication, etc.); (institutes, agencies). An important role is also assumed luctance to changes, the lack of awareness of the urgen- ciently; • greater efficiency in resolving administrative ma- by organised forms of employee representation (trade cy of efficient operation and use of resources, political • it will be possible to adjust development regions tters (the possibility to reallocate administrative unions) and users of public administration services. Risk instability and shifts in political orientation. and the network of regional development instituti- matters and work for example within an individual ons to administrative districts; administrative district, the formation of specialised d) Measures for achieving the target state • the ministry responsible for public administration expert groups or teams of civil servants who will will coordinate the operation of administrative di- deal with the most demanding administrative ma- Table 2: Measures for achieving the target state of the stricts and administrative centres more easily, and tters, etc.); rational public administration organisation objectives

objectives coordination will be also simpler for other line mi- • optimal and rational operation of state administra- tegic a tegic nistries; tion (lower management costs – do the same with Source or a str

assessment str • it will be possible to communicate and coordinate less resources or more with the same amount of key Target values for of necessary

Target Expected results Measures Indicator Leader key

of 2020 financial means/

work with other parts of the territorially decentrali- funds, better cost efficiency); of assessment of

tion savings a sed state and public administration more easily and • more efficient potential human resource mana- tion a lis lis a

efficiently; gement (the provision of even and comparable Efficient organ- Efficient and prompt A snapshot of current Number of dupli- Lower than in MJU Required funds a

tion isation of the preparation, and situation (comprehensive cated processes the base year of in the amount a • it will be possible to coordinate state administrati- burden of civil servants, the enhancement of pro- tion central level of regular monitoring organisational and function- 2015 of EUR 150,000 a er p state adminis- of the realisation of al analysis of public admin- (85 per cent of er p

O on with Regional Development Councils as regional fessionalism of civil servants through professional

tration national development istration at the central and Number of suc- 100 which EU funds O development institutions in the transitional period specialisation, the transfer of knowledge among (strategic) plans territorial level) cessfully carried 2007–2013) out inter-sectoral to the formation of regions. many employees, etc.); Efficient actions when Preparation of a proposal reform projects • establishing deviations for the optimisation and the actual network of points of contact to be more that could threaten rationalisation of public ad- Share of attained 90 % Future organisation of the operation of the part adjusted to specific needs of users in a certain area. the attainment of the ministration bodies (based strategic and target state referred to on the analysis and indicator programme or segment of the territorial level of state administra- in development plans review) objectives

tion will not produce new or additional bureaucratic c) Development leader, key stakeholders, assumpti- Coordinated operation Recognition of the needs of all governmental from the aspect of reorgan- barriers for customers; on the contrary, in the long ons and risk factors sectors towards isation term, it will provide: improving strategic guidelines and deci- Preparation of all required • better quality of services (unification of bases for The development leader is the Ministry of Public sions of the Govern- regulatory bases for ment required organisational decision making in related and similar cases, better Administration. Key stakeholders are other ministries, changes Better responsiveness opportunities to transfer good practice and exchan- government services, Office of the Prime Minister of the and proactive opera- Formation of the Centre of Republic of Slovenia, bodies within ministries, munici- tion, especially in the Government as the coordi- implementation of the nator of strategic develop- regulative function ment tasks of the State 56 57 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Source or 6.1.2 Programming budget on specific budget allocations.11 A result-oriented or assessment Target values for of necessary Target Expected results Measures Indicator Leader programming budget undoubtedly provides a clea- 2020 financial means/ assessment of The strategic objective of the measures from this rer picture of where we are, what we have planned, savings chapter which refer to all budget users in public admi- where we wish to go, and how social welfare has im- Efficient territo- Functionally and A snapshot of current Number of Coordinate MJU Required funds nistration is the efficient use of human, financial, spa- proved (OECD, 2007). Based on an assessment by the rial organisation horizontally connected situation (comprehensive administrative the territorial in the amount of public ad- public administration organisational and function- bodies at the local coverage of the of EUR 150,000 tial, environmental and energy resources. European Commission, the Republic of Slovenia ranks ministration at the local level al analysis of public admin- level operation of (85% of which 6th in terms of the quality of medium-term budgeta- istration at the central and individual public are funds from Cost efficiency of work territorial level) Number of administration EU 2007–2013) a) Existing situation ry resources.12 The consequence of still imbalanced processes administrative bodies for 80 – the assessment Preparation of a proposal bodies (or their per cent of of the required productivity growth of the private and public sectors objectives

objectives Reduced operation for the optimisation and organisational public adminis- funds is shown costs of public admin- rationalisation of public ad- units) which tration bodies at at the target Correct planning of budgets is an important ele- is real growth in the costs of public goods. Wider rea- tegic a istration bodies ministration bodies (based operate at one the local level section on the tegic ment in the operation of public administration. If the sons for uncoordinated operation include insufficien- a

str on the analysis and indicator address (adminis- previous page

str Optimised work review) trative centre) operation is not optimal and is focused on indices from tly defined state measures and related general gover- key

key

processes of

Recognition of the needs Number of ad- + 10% or + 124 previous years rather than on programme planning, nment expenditure. The aspect of content is often in a of

Higher quality of from the aspect of reorgan- ministrative tasks administrative tion a services performed isation per civil servant tasks per civil the execution of the programme set is less effective subordinate position in comparison with the financial tion a

lis servant lis a

and especially less reliable. The beginning of budge- a Preparation of all required

tion regulatory bases for Number of ad- + 10% or + a tary planning in Slovenia dates back to 2001 when the tion a

er required organisational ministrative tasks 290,000 per 11 Several budget classifications are used in Slovenia for budget plan- p er p

O changes related to funds assessed value national budget was first presented according to the ning, such as institutional classification (shows who uses public finance used of budgetary O programme structure. The programme structure of within the general government sector), economic classification (shows funds of admin- how public finance is used and for which economic purposes), func- istrative units budgets merged tasks or activities of line ministries tional classification – COFOG (explains with an international method- Material costs per Reduce the into programmes and policies. However, the objecti- ology what public finance is used for and for which functions of the civil servant costs for the op- State), and classification of expenditure by financial resources (explains eration of public ves and results of the programmes, and connections the sources of public finance). Programme classification is the basis administration for the introduction of a result-oriented budget. It states the policies, at the local level with the provision of public services have not always programmes and sub-programmes in accordance with which the State by 5% been clearly established. The next set of reforms executes its tasks and programmes, and explains what public finance is used for, and which objectives from strategic and other operational (2010–2012) attempted to correct that and change documents are being pursued (it also defines monitoring indicators). the manner of budget preparation, so that the purpo- 12 Material of the European Commission – Member States’ Competitive- ses, objectives and indicators which are part of the ness Report for 2014: The European Commission Annual Report in the light of Article 173 of the Treaty on the functioning of the European budget documentation are crucial for decision-making Union. The index cover quality with five types of criteria: the existence of a domestic framework, connection with the annual budget, the inclusion of the national parliament in medium-term programme planning, coordination between government levels prior to determining medium-term objectives, and monitoring and implementing mechanisms.

58 59 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

aspect13. In order to implement the provisions of In addition to the correct planning of budgets, an im- would thus be enhanced. Schick17 says that a budget the Treaty on Stability, Coordination and Governance the Treaty14, Slovenia amended Article 148 of the portant element of the administration operation is inter- is a contract with the nature of “a fiscal contract, whe- in the Economic and Monetary Union20 which stipula- Constitution of the Republic of Slovenia15 This en- nal supervision of public finance which was systemically re taxpayers must be aware of the risk they are assu- tes that Slovenia must attain its medium-term public forced the principle of balanced public finance at introduced to public administration by the Public Finance ming and clearly understand how we will reach the finance objective21. The latter is defined in the Stability the highest level, limiting government borrowing Act in 2002.The established organisational structure of the path of sustainable public finance (a fiscal framework and Growth Pact as the structural general government in the long term by preventing the government implementation of internal supervision of public finance is is actually ‘advice’ on how to achieve long-term sta- balance. In addition to the working balance, this also from increasing the debt for its operations. The integral and signifies systemic inclusion of all budget users bility of public finance)”. The path is the element that requires the long-term debt sustainability of the ge- constitutional act also stipulates that an act passed with ensured central body for main supervision and co- must be defined in two steps. The allocation of public neral government sectors and consideration for long- by the National Assembly of the Republic of Slove- ordination represented by a body within the Ministry of finance to programmes must be planned for a period -term costs related to an ageing population22. Therefo- objectives

objectives nia by a two-thirds majority vote of all deputies16 Finance. All budget users have not yet suitably established of several years in accordance with the objectives of re, it is especially necessary not only to adopt, but also tegic a tegic regulates the implementation of the constitutional internal supervision of public finance. the policies for whose realisation the programmes to successfully implement a suitable medium-term a str

str principle and defines extraordinary circumstances were created. The main task in strengthening public budgetary framework and the fiscal rule, whereby all key

key

in which discrepancies may be permitted, as well b) Target state finance is to establish an appropriate top-down bud- substantive and temporal shortcomings must be cle- of

tion a as suitable correction mechanisms, and the Me- get planning process. The legislative framework must arly defined, so that the requirements arising from the tion a lis lis a

dium-Term Budgetary Framework (MTBF) to attain A programming budget will be introduced as a mecha- be strengthened for the adoption of a medium-term “European semester” are observed, which will be car- a tion a the medium-term objective (MTO). In March 2014, nism to connect the government’s strategic plans and pri- budgetary framework (MTBF), which will ensure bin- ried out by amending legal bases. In order to improve tion a er p er p

O the IMF carried out the review of the strengthe- ority with the drafting of the state budget. This requires ding guidelines for determining the medium-term fi- the system of planning, monitoring and evaluation at O ning of the public finance framework in Slovenia. comprehensive policies at the national level, and the co- scal objectives/framework for each main component the level of the general government sector, the fol- The basic recommendation remains that budgeta- ordinated establishment of financial and substantive fra- of the general government sector are determined for lowing needs to be done in the coming period: ry documents submitted to the national Assembly meworks with regional and municipal levels. By efficiently the medium term (state budget, municipalities, the • gradually include all other budget users in the in- must show the full picture of public finances – ge- realising the objectives and commitments in the econo- Health Insurance Institute of Slovenia (ZZZS)18 and the formation system for the preparation and imple- neral government sector and all its elements. mic, environmental and social fields in accordance with Pension and Disability Insurance Institute of the Repu- mentation of budgets, as it is currently regulated a uniform policy created in such a way (which should re- blic of Slovenia (ZPIZ)19). In addition to the excessive for direct users of the state budget, 13 Guidelines for the verification of preliminary conditions of the the- flect objective-oriented budget), ‘operations towards the deficit procedure (EDP), Slovenia must also observe • introduce a programming approach also for all indi- matic objective “enhancing institutional capacity of public authorities and stakeholders, and efficient public administration”. common objective’ could be achieved and the financing of rect budget users and ZPIZ and ZZZS, 14 Treaty on Stability, Coordination and Governance in the Economic funds required to realise the objectives could be ensured. 17 Allen Schick, a professor of public policy at the University of Maryland, and Monetary Union (the so-called fiscal pact). The implementation, monitoring and awareness of stru- an adviser to the USA Congress, and a distinguished expert on budget 20 TSCG – Treaty on stability, coordination and governance in the EMU. 15 Official Gazette of the Republic of Slovenia, no. 47/13 of 31 May 2013 and public finance. 21 MTO or medium-term objective determined by the EC. ctural reforms in the entire general government sector 16 Not yet adopted. 18 Health Insurance Institute of the Republic of Slovenia. 22 The currently determined MTO for Slovenia is 0.0 per cent of GDP and 19 Pension and Disability Insurance Institute of the Republic of Slovenia. is calculated according to the methodology adopted.

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• define programme indicators (cause and effect con- national level must be defined, and then transferred solutions, whereby preventive operation and the role c) Development leader, key stakeholders, assumpti- nections), to sectoral objectives, and the required structural and of internal auditors should be pointed out. Internal au- ons and risk factors • determine a system for reporting and a detailed institutional changes need to be connected. Weare ditors guarantee budget users that risks are managed evaluation of individual programmes, convinced that this can only happen through a suitable and prepare recommendations to improve guidelines, The leader is the Ministry of Finance. Key stake- • gradually automate processes of consolidating bud- monitoring and evaluation system23 and a transparent procedures and processes for all cases where this is holders are budget users (direct and indirect), i.e. sta- gets for reporting purposes, procedure for preparing programming documents and necessary. Internal audit is only carried out by highly te and municipal authorities and organisation, public • establish a “budget Supervisor”, an online applica- the budget. Special attention must be paid to the qu- professional civil servants (high requirements regar- institutes, public agencies, funds, chambers, etc. Risk tion modelled after the Supervisor application that alification of personnel for determining performance ding education, work experience and the professional factors to make a shift in this field are the lack of awa- traces the flow of public funds, which will enable indicators which would be included in the budget pre- title), whereby their work must comply with high stan- reness of the necessity of measuring the effectiveness objectives

objectives various and additional insights into expenditure, in- paration procedure and whose attainment would be dards of professional ethics, and incontestable and and efficiency of operations, and the use of resources, tegic a tegic cluding the programming view, the responsibility of relevant ministries. In addition to highly professional implementation. To realise the be- political instability and shifts in political orientation, a str

str • upgrade the information system for preparing bud- the listed reforms, which will enable a comprehensive nefits arising from internal supervision of public finan- responsibility for the implementation and its moni- key

key

gets, including support for monitoring and eva- approach to a programme budget, adequate mechani- ce, the strategic orientation of the Ministry of Finance toring, overcoming aversion to change, lack of vision, of

tion a luating objectives of individual programmes with sms for reporting and evaluating the results of imple- includes further enhancement of internal supervision and incoherence of the vision of individual ministries tion a lis lis a

adequate indicators, menting the budget need to adjusted or introduced. of public finance. and the Government’s strategic objectives. a tion a • consistently implement the programming budget tion a er p er p

O with the view to defining cost centres. In order to enhance performance, efficiency, the d) Measures for achieving the target state O attainment of the objectives, risk management, etc., a Each of the tasks listed above can be realised only significant contribution may be made by mechanisms Table 3: Measures for achieving the target state in the area in the medium- and long-term. What is most impor- of internal supervision of public finance, especially in of programming budget tant here is the process, which will be influenced by the function of internal audit of public administration

a large number of exogenous and endogenous factors institution. Efficient internal audit includes those acti- Source or assess- Expected Target values ment of the re- Target Measures Indicator Leader regardless of the economic policy that is implemented. vities that produce the main ideas to detect and solve results for 2020 quired funds/assess- Too many factors are deemed exogenous and beyond the most pressing problems with the emphasis of se- ment of savings our ability to influence (for example, political, social eking the best opportunities based on the extension Strengthen public finance Each ministry/ Implementation of Number of institutions which > 5 MF / by establishing a suitable administration a programme-ori- have developed a program- and demographic factors), but the rigidity of expendi- and/or preservation of established (incontestable) top-down budget plan- prepares a ented budget ming budget in the past year ning process and intro- programming which includes ture adjustment can be influenced. A consensus on the ducing a programming budget analyses of possi- Number of institutions which objectives must be reached, and the criteria for deter- 23 The (former) Government Office for Development and European Affairs budget at the national ble simplifications, have published – reported on > 5 (SVREZ) developed software for monitoring and evaluation of objec- level transparency the implementation of their mining programme priorities in the first phase at the tives with adequate indicators. mechanisms and programming budgets amendments

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6.1.3 Project management in public administration king groups (sectoral and inter-sectoral) which carry By introducing the project-oriented manner of c) Development leader, key stakeholders, assumpti- out their tasks in various manners and with different work, regular and transparent supervision over the ons and risk factors Regarding project management, the strategic effectiveness. Leaders of individual activities are rarely operation of bodies will be established, which, to- objective is “efficient use of human, financial, spatial, known up to the level of individual employees, and gether with the introduction of the programming The leader for the introduction of the project-ori- environmental and energy resources”. The thematic they carry them out in accordance with their possibi- budget, will facilitate the modernisation of public ad- ented manner of work will be the Government Office field addressed in this chapter refers to all public ad- lities (temporal, human, financial) and priority guide- ministration, and more rational and efficient use of pu- for Development and European Cohesion Policy whi- ministration bodies. lines. Currently, there is also no body or subject which blic funds. Measures to attain the strategic objectives ch will take over the preparation of the methodology, would take over the main coordination and advisory when introducing project management are as follows: while the Ministry of Public Administration will take a) Existing situation services, and coordination when leaders have major • preparation of the project management methodo- over the implementation of the training of employe- objectives

objectives problems in the attainment of their objectives which logy in public administration, including the definiti- es in project work and the training of project mana- tegic a tegic The project manner of work that would be rela- put the implementation at risk. on of the reporting system; gers through the Administration Academy, and guide a str

str ted to the attainment of pre-set objectives and results • systematic training of employees in public admini- the operation to establish the IT support tool for pro- key

key

in a certain period with certain funds and human re- b) Target state stration on the project-oriented manner of work jects. Key stakeholders are other ministries, gover- of

tion a sources is not generally established in public admini- through: nment services, bodies within ministries, municipal tion a lis lis a

stration. Awareness of the target approach instead of Projects in public administration must be suitably ̵ internal training (sharing knowledge within mi- administrations, holders of public authorisation and a tion a the process approach, and knowledge of project ma- included in the national budget and budgets of local nistries); non-governmental organisations. Risk factors for the tion a er p er p

O nagement are insufficient. Most projects carried out communities, and in financial plans of public institutes ̵ education at the Administration Academy and introduction of the project-oriented manner of work O in public administration and the wider public sector and agencies, and other institutions which fall under education organised by outsourcers; are especially: are financed by the budget, which means that pro- public finance regulations. A project-oriented manner ̵ horizontal transfer of good practice among mi- • insufficient interest in the project-oriented manner jects must be planned by institutions in the prescribed of work will be established in public administration on nistries; of work (fear of change, too many current tasks, manner, and coordinated with national and other stra- the basis of a uniform project management methodo- • establishment of a tool for IT supported planning unawareness of positive effects); tegies (especially EU strategies). The existing operati- logy. The introduction of the project-oriented manner of and implementation, monitoring and reporting on • insufficient competence of project managers; on of public administration in Slovenia is based on the work will be gradual, since it is a significant shift from the major strategic projects; • lack of suitable co-dependence between successful realisation of the objectives of the Government, mini- current manner of work by introducing regular measu- • establishment of the leading body or an organisa- attainment of the objectives and the quality of re- stries, national and sectoral strategic and programme ring of indicators and supervision over the attainment of tional unit to coordinate and supervise the imple- sults, allocated funds and the remuneration system; documents. There are over 140 of the latter in Slove- the planned milestones. The introduction will be carried mentation of projects, and its empowerment from • insufficient functional ability of the selected IT nia. The content of individual documents is frequen- out together with raising the awareness of advantages the aspect of competences (e.g. Government pro- support tool or its non-use in practice. tly not in complete compliance with the objectives. of the project-oriented manner of work and enhancing ject office). In addition, public administration includes many wor- the competences of employees in public administration.

64 65 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

d) Measures for achieving the target state 6.2 Efficient use of resources a) Existing situation

Table 4: Measures for achieving the target state in the field 6.2.1 Human resource management HRM is part of the public administration system of project management in public administration and among the most important sources for efficient The strategic objective regarding efficient hu- operation of the system and the attainment of the

Source or assessment man resource management (hereinafter referred to objectives in public administration or the wider public Target values Target Expected results Measures Indicator Leader of the required funds/ for 2020 as ‘HRM’) is especially “the system of flexible manage- sector. Enhanced activities in the HRM field will con- assessment of savings ment of employees using mechanisms of responsibili- tribute to the professionalisation and development of Efficient and Established project Preparation of Number of 50 SVRK EU funds ty, and the upgrading of the salary system with moti- professional competences of employees, and achieve objectives

objectives rational realisation management the project work prepared early MJU (OP – 11/2) of the strategic as the method methodology in project elaborates vation mechanisms” through measures in the field of long-term effects that will be reflected in the higher tegic a and developmental to attain the public administration according to the tegic competence, the system of civil servants and the salary quality of public services. a

str objectives objectives methodology

str Establishment of prepared system. The measures that refer to the salary system key

key

an organisational of

structure for Number of 100 will be introduced to the entire public sector, while the The current arrangement of HRM with the adop- of

main supervision, attained strategic tion a coordination and and programme measures in the field of competence and the system of ted legal bases includes: tion a

lis orientation of the objectives lis a • civil servants will refer to the narrow section of state annual interviews with civil servants; this is a tool a strategic projects of

tion the Government Number of civil 150 a administration or state bodies and municipalities. Indi- for monitoring the work, professional competences tion a

er servants trained p er p

O Establishment of a in the use of vidual instruments for managing civil servants will be and careers of civil servants, whose purpose is to tool for IT supported IT solutions O planning and for project introduced and will focus on strategic HRM in public prepare an annual work programme for individuals, implementation, preparation and administration, which will ensure efficient operation determine the objectives and expected results, and monitoring and management reporting on projects of the system and the attainment of the objectives in the basis for the monitoring of work and the achie- Number of civil 300 Preparation of servants trained public administration. Through an additional and re- ved results; and training programmes in the preparation for employees in of early project newed existing tool for human resource management, • a special open competition; this is a tool for se- public administration elaborates this field will target the construction of a better civil lecting the highest officials according to aprede- and project management servant system, professional administrative manage- termined procedure and by taking into account the ment and the development of the HRM function. standards, criteria and methods for verifying professional competence.

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The system of annual interviews is conceptually should be put on the recognition of individuals’ oppor- the competence profile of a job), which are an excellent cially in the transfer of knowledge and taking over relatively appropriate and, if implemented correctly, tunities which could contribute to the development of tool for employees’ career development and employing management positions, since a generational gap in su- would facilitate the attainment of the objectives, since innovation culture, and the introduction of changes the right people for the right jobs. It happens in practi- itably qualified personnel may occur in a few years.24 heads may use it to achieve the best possible perfor- and improvements, In summary, this context does not ce that individuals who are experts in certain areas but Due to the existing age structure, seeking solutions mance of employees, their knowledge, competences take into account career opportunities or employees’ lack sufficient management competence are allocated to rejuvenate public administration must be seriously and skills, which is also its basic purpose. Major efforts potential, which would result from preparing compe- to posts of middle and lower operational management. undertaken and the working activity of older people are definitely required to implement them appropri- tence profiles of posts. The successful performance of these tasks requires must be promoted. ately in practice, as experience and analyses carried more than formal education and professional compe- out show that heads frequently perceive the annual In accordance with the existing legislation, the tences, i.e. other types of knowledge and skills which For the implementation of HRM policy in state objectives

objectives interview as an unnecessary obligation which does competency model has already been established in sta- enable individuals to perform their work at the highest administration bodies, calculation of salaries and the tegic a tegic not produce results, but is time-consuming. Annual te administration at the highest management level, but level. Establishing the competence system in public ad- implementation of other obligations of employers, as a str

str interviews also include proposals for careers through not for middle and lower managerial personnel, and well as for decision-making on the rights and obliga-

key ministration means determining competences for indi-

key

fields of interest or ambitions defined by employees, other civil servants. Competences have been prepared vidual jobs or groups of jobs, establishing the verificati- tions arising from employment relationships, central of

tion a but this is mostly the case of wishes that are expressed and introduced in practice for the highest official posts on system or establishing individuals’ competences and personnel records of state administration are kept as tion a lis lis a

by employees which do not receive comprehensive for which the Officials’ Council has adopted Standards establishing the system for maintaining and upgrading a computerised database. In view of users’ experience, a tion a treatment in practice and are not frequently realised. of professional qualifications with selection criteria and the required competences of employees. human resource procedures and tools must be suppor- tion a er p er p

O During annual interviews, heads should harmonise methods of qualification testing for position officials in ted by modern IT solutions within the existing IT system O with workers the key competences in their work which state administration, which may be the basis for the Demographic characteristics of employees are an to achieve strategic HRM. Additional functionalities of have a decisive affect on their performance and the establishment of a competency model for other jobs. important element of the long-term planning of hu- the personnel IT system that will facilitate the prepa- extent to which individuals correspond to these requ- Determining of the required competences of employees man resources. The age structure is the key indicators ration of modern personnel analyses, simulations and irements, and also what could be done so that the is also important for other jobs, since they enable indivi- of a balanced distribution of jobs between various age statistical reports must be ensured for comprehensive, competences required at workplace would overlap duals to successfully and efficiently carry out their work groups in public administration as a whole and within high-quality and efficient planning, and the manage- with the actual characteristics of employees. In addi- in accordance with the job requirements. The individu- individual organisational units. This is important for ment and monitoring of the results of HRM. tion, annual interviews should express an understan- als’ assessment regarding their competences in compa- current and future implementation of the State’s tas- ding and the personal involvement of individuals in rison with the expected or required competences to do ks. In recent years, the share of employees younger the attainment of the annual objectives of the body, a certain job must be the decision-making basis when than 30 has been significantly declining in Slovenian and an understanding of their personal contribution employing, planning individuals’ careers and preparing public administration due to limited employment. This to the attainment of the strategic objectives of the a training plan. It is a combination of expert knowledge, expanded the divide between age groups which may 24 OECD’s review of public administration in the Republic of Slovenia; Slo- public administration development. Greater emphasis skills, personal characteristics and abilities (defined in produce negative effects in the operation, and espe- venia: Towards a Strategic and Efficient State, 2012

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The European Commission and experts (SIGMA civil servant system and comprises institutions compa- The aforementioned shortcomings were pointed work.29 The Human Rights Ombudsman of the Repu- and OECD25) have pointed out the need to enhance rable to EU institutions. out by the individual state authorities and administra- blic of Slovenia also issues regular annual reports in the efficiency of our public administration, to which tions of local communities to which the CSA applies. which certain recommendations refer to the civil ser- efficient HRM must contribute. In their reports, ba- The introduction of the civil servant system in Shortcomings in practice were also established by the vant system.30 sed on analyses, they stated findings which may be Slovenia constituted a significant change in the field Public Sector Inspectorate, which is responsible for su- a basis for further amendments to, and the moder- of regulating employment relationships, and organi- pervising implementation of the CSA in practice. The Taking into account experience from practice, the nisation of HRM. Based on the OECD report, central sation and job classification in state bodies and local inspection service for the civil servant system which comments and proposals of users of the system, the public administration should have the capacity requ- community administrations. Its implementation in operates within the Public Sector Inspectorate establi- findings of inspections and findings in the operations ired to implement the Strategy, from efficient mana- practice and the adoption of amendments which were shes and highlights in its regular annual reports on the of the Complaints Commission regarding employment objectives

objectives gement to suitable knowledge, skills and competen- a consequence of certain shortcomings and specific si- work of the inspection service27 shortcomings identi- relationships, the Court of Audit and the Human Rights tegic a 28 tegic ces of employees. Human resources are a support tuations influenced transparency, which is why it wou- fied when carrying out inspections. Also important Ombudsman, an internal analysis was carried out; in a str

str framework for executing administrative tasks; there- ld be sensible to amend or update this field. During are the findings from the operations of the Officials’ January 2013, the first bases for amendments to the key

key

fore, the OECD emphasises the urgency of a strategic the implementation of the system, practice has shown Council and the Complaints Commission regarding existing civil servant system were drafted and a public of

tion a approach to their management at the national and certain shortcomings and problems, i.e.: employment relationships at the Government of the discussion was carried out via the State Portal of the tion a

lis 31 lis a • other levels in order to ensure connections between vague and rigid legislation in certain fields, which Republic of Slovenia which decides on complaints aga- Republic of Slovenia and the e-democracy sub-portal , a tion a personal and organisational performance objectives, does not facilitate problem solving in practice wit- inst decisions on the rights or duties arising from the which invited the wider and expert public to participate. tion a er p er p

O and objectives throughout public administration. hin the available financial and human resources; employment relationships of civil servants with state O • limited options for transfers which are intended for administration authorities, judicial authorities and ad- Since 2009, Slovenian public administration and To systemically resolve the issues of HRM, the the rational use of existing human resource capaci- ministrations of local communities. Recommendations the civil servant system have been reviewed and as- Civil Servants Act26 (hereinafter referred to as ‘CSA’) ties to perform tasks; for improving certain parts of the civil servant system sessed also by external foreign experts (SIGMA and was adopted in 2002 to establish a comparable Eu- • vague definition of responsibilities and competen- are proposed by the Court of Audit of the Republic of OECD32). The SIGMA report on the sustainability of the ropean civil servant system, and the system was set ces of highest officials; Slovenia in its regular annual audit reports on their

up in 2003. Slovenian civil servant legislation (the CSA • insufficient regulation of legal bases for organising 29 Annual reports of the Court of Audit of the Republic of Slovenia and executive acts) follows European standards for the work and devising job classifications (determining available at http://www.rs-rs.si/rsrs/rsrs.nsf/I/K86546B35F636AAC- 1C1257155004B3D11. conditions for filling posts, etc.); 27 Annual reports on the work of the Public Sector Inspectorate available 30 Annual reports of the Human Rights Ombudsman of the Republic of 25 OECD’s review of public administration in the Republic of Slovenia; Slo- • insufficient regulation of competences and possible at the website of the Ministry of the Interior http://www.mnz.gov.si/si/ Slovenia available at http://www.varuh-rs.si/publikacije-gradiva-izjave/ venia: Towards a Strategic and Efficient State, 2012 actions of inspectors for the civil servant system. varnost_in_nadzor/inspektorat_za_javni_sektor/. letna-porocila-priporocila-dz-odzivna-porocila-vlade/. 26 Official Gazette of the Republic of Slovenia, nos. 63/07 – official consol- 28 Report on the work of the Public Sector Inspectorate in 2013, page 35, 31 See http://e-uprava.gov.si/e-uprava/edemokracija.euprava. idated text, 65/08, 69/08 – ZTFI-A, 69/08 – ZZavar-E, 74/09 – Constitu- available at http://www.mnz.gov.si/fileadmin/mnz.gov.si/pageuploads/ 32 OECD’s review of public administration in the Republic of Slovenia; Slo- tional Court Decision: U-I-136/07-13 iand40/12 – ZUJF. JAVNA_UPRAVA/IJU/SV_porocilo_IJS_2013.pdf. venia: Towards a Strategic and Efficient State, 2012

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reform processes of civil servants systems in Eastern Practice showed that the applicable salary system servants in Slovenia is relatively well developed and the size of the field of operation, the diversity of fiel- and Central Europe following EU accession (‘Sustaina- included too many automatic processes which affect comparable with systems in other OECD member sta- ds in state administration and various groups of jobs, bility of Civil Service Reforms in Central and Eastern Eu- the level of salaries, while the connection between tes. However, heads’ understanding of the significance constitutes a great challenge. Both objectives will be rope Five Years after EU accession’, SIGMA Document work results and salaries is insufficient, which is also of motivation in human resource management is insu- attained in the following manner: no. 44, April 2009) should be especially emphasised. shown in the Impact analysis and established shor- fficient (e.g. all civil servants in a certain organisational • when setting up the competency model, compe- The report pointed out certain weaknesses in indivi- tcomings of the salary system in the public sector33 unit are assessed with ‘excellent’), and the observance tences will be introduced which are required by dual fields, i.e. when assessing the performance and which was carried out on the basis of ministries’ pro- of the assessment criteria is also not coordinated. In the working process and competences which are remuneration of civil servants; establishing disciplina- posals. This led to rigid human resource management general, the OECD establishes that the salary system is required for future work. The competency model ry responsibility; verifying the knowledge of civil ser- which also affects the motivation of employees when still rigid. Therefore, its transformation must continue. will be the basis for the performance of analyses objectives

objectives vants; job security and the possibility of dismissing se- performing their work tasks. Key stakeholders have In addition to the aforementioned, the OECD points of the competences civil servants lack, which will tegic a tegic nior officials upon a new government taking office, etc. established that the procedure for the assessment of out the overregulation of the public sector organisati- also be the basis for the organisation of training a str

str performance and promotion of civil servants was too on, HRM (including salaries). and employees’ career orientation. The model will key

key

Another important part of HRM are the as- complicated, especially in that there was no clear con- facilitate the optimal utilisation of human - resour of

tion a sessment and remuneration of civil servants according nection between the assessment which is intended b) Target state ces by establishing a connection between annual tion a lis lis a

to the results of their work or the complexity of work to verify the conditions for promotion to a higher pay interviews, the assessment of performance, the a tion a tasks. The existing salary system was introduced in grade and the assessment which is intended to establi- The successful performance of work tasks and system of training, remuneration and promotion of tion a er p er p

O 2008. It established the principle of the salary system sh the eligibility for the payment of the part of salary the provision of public services depend on human civil servants, and the vision and objectives of state O transparency throughout the public sector and also which refers to regular performance. resources which is also emphasised by the OECD. administration bodies; systemic solutions applicable to the entire public sec- Therefore, Slovenia will introduce a renewed system • the modernised existing IT system for HRM in sta- tor regardless of the special features of individual parts International comparisons of the inclusion of per- of human resource management and suitable remu- te administration bodies will facilitate personnel of this sector. Regulations at the systemic level (the formance in human resource decisions show that Slo- neration at the level of entire public administration analyses and simulation for comprehensive, high- Public Sector Salary System Act, executive acts and the venia ranks above the OECD member states with its and public sector.35 -quality and efficient planning, and the mana- Collective agreement for the public sector) determine 0.7 per cent.34 The OECD establishes that the antici- gement and monitoring of the results of HRM, remuneration mechanisms for civil servants (procedu- pated process for the assessment of performance civil For efficient HRM in state administration, it would support of strategic planning and the development re to determine performance, promotion, determining be sensible to establish a uniform competency model of personnel, greater mobility of employees, moni-

of a higher basic salary) which are applicable to the 33 Impact analysis and established shortcomings of the salary system in and to upgrade the IT system, which however, due to toring of the development of employees, planning entire public sector not only to public administration. the public sector, June 2011 (internal material of the Public Sector Direc- and monitoring of their careers, remuneration, torate). planning of training, and managing of all required 34 Reviews of public administrations, Salary system in the Slovenian public 35 Partnership Agreement between Slovenian and the European Commis- sector, 2011, Paris. sion for the 2014–2020 period, July 2014. records on employees and training.

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The objective of the renewal and modernisation • enhancing integrity and preventing corruption in • greater awareness of employees of the importance of Most risk factors refer especially to political instabili- of public administration in Slovenia is for it to operate, public administration based on the comparative le- the elimination of automated processes when deter- ty, the lack of financial and human resources, and lengthy with an excellence of a professional public civil servi- gal arrangement and EU recommendations, by ado- mining salaries, which are not related to work results; negotiations and coordination with social partners. ce, more efficiently and professionally ,and in accor- pting and unifying ethical codes, and introducing • simplifying procedures for establishing performan- dance with the principles of good management and the system of mandatory rotation of employees ce and promotion. values such as law and the rule of law, professionalism, (e.g. every five years) regarding jobs or work pro- transparency, integrity and corruption prevention, re- cesses or specific actions (e.g. contract managers) c) Development leader, key stakeholders, assumpti- sponsiveness and user-orientation, ethics, fairness, re- with a higher risk of corruption assessment, which ons and risk factors sponsibility, etc. The aforementioned objective will be will be separately determined and marked in job objectives

objectives attained especially by: classification. The jobs include the jobs or tasks The leader is the Ministry of Public Administra- tegic a tegic • simplifying the civil servant system, and by ensuring with a risk of corruption or conflict of interest (e.g. tion. Key stakeholders which will be coordinated and a str

str fair, unbiased and professional competence-based public procurement, contract managers, etc.); cooperated with are state administration authorities, key

key

employment procedure of suitably professionally • establishing more efficient supervision over the im- other state authorities, judicial authorities, the Asso- of

tion a competent civil servants; plementation of the provisions of the civil servant ciation of Municipalities of Slovenia, the Association tion a lis lis a • more precisely defining the duties of civil servants and wage legislation; of Municipalities and Towns of Slovenia, the Associ- a tion a to attain the objectives and options of employers • establishing more efficient supervision over the im- ation of Urban Municipalities of Slovenia, Officials’ tion a er p er p

O in cases of the non-fulfilment of duties by civil ser- plementation of the provisions of the civil servant Council, representative trade unions, and expert and O vants, including the option of transfers; and salaries in public sector legislation. other interested public. The Ministry of Public Admi- • more precisely defining the responsibilities and nistration will acquire the positions of all stakehol- competences of the most senior officials;36 Within the system of uniformly determined ba- ders on individual questions and additional informa- • facilitating vertical and horizontal mobility of civil sic rules for the operation of the salary system which tion on the proposed content via public discussions, servants which will facilitate better performance applies to the entire public sector, the salary system and active participation of expert and wider interes- and responsiveness of public administration; will be upgraded with motivation mechanisms (perfor- ted public. Solutions will be prepared by taking into mance, promotion, the possibility to have temporarily account good practices of other countries. Therefo- 36 Recommendations for introducing changes in the operation accord- higher salary). The basic objective is to attain better re, Slovenia’s cooperation in international network is ing to the principle of good management based on a clear definition connection between work results and remuneration of very important. of responsibilities and assuming responsibilities for the decision made were also proposed by the Court of Audit of the Republic of Slovenia employees, especially by: in the Strategy of the Court of Audit of the Republic of Slovenia for the 2014–2020 period; http://www.rs-rs.si/rsrs/rsrs.nsf/V/K569F66CD- • amending systemic regulations that affect the DE98AD4AC1257C3C00267143/$file/strategija2014-2020.pdf. effective and efficient performance of work tasks;

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d) Measures for achieving the target state 6.2.1.1 Enhancing the competence of civil servants According to the report by the state administra- tion37, the share of training at the Administration Aca- Table 5: Measures for achieving the target state in the field a) Existing situation demy compared to all training of civil servants amou- of human resource management nted to 12 per cent in 2013 (15 per cent in 2012), the Pursuant to the CSA, every civil servant has the share of outsourcers in Slovenia was 24 per cent (19

Source or as- right and obligation to receive on-the-job training, and per cent in 2012) and 2 per cent abroad (the same as sessment of the Target values for improve their professional knowledge according to a in 2012), while 62 per cent (64 per cent in 2012) of tra- Target Expected results Measures Indicator Leader required funds/ 2020 assessment of determined programme and following the referral of ining was internal. The data collected show that each savings a superior. The costs of on-the-job training carried out employee at a ministry, body within the ministry, go- objectives

objectives

Improve human Efficient person- Amendments to Number of amendments At least 5 MJU / in accordance with a certain programme are borne vernment service, administrative unit or another sta- tegic a resource man- nel procedures regulations on the carried out (amend- tegic by the employer. Civil servants participate in training te body, including courts, received an average of 3.67 a

str agement (com- civil servant and salary ments, improvements

str petences, civil systems and simplifications) to programmes organised within or outside state admi- days (2.23 days in 2012) of training in 2013, which is key

key

servant system, the civil servant and of

salary system) salary systems nistration, at home or abroad. The main institution in encouraging, but still significantly less than the long- of

tion a state administration for training civil servants is the -pursued objective of five days or the internationally tion a

lis Recognise/anal- Establishment of a Number of posts with At least 80% MJU EU funds (EUR lis a

yse competences unified competency the established compe- 2,520,000) Administration Academy, which performs civil servant recommended eight days. a

tion of civil servants model tency model a training tasks, and is responsible for the systematic tion a er p er p

O and permanent preparation and implementation of Training programmes are aimed at systematically

Upgrading of the IT Number of new func- At least 3 MJU O system for human tionalities/types of tools horizontal programmes for training civil servants, i.e. stimulating and motivating the development, compe- resource management provided by the upgraded IT system those programmes which are common to all state tences and satisfaction of employees in the administra- administration bodies, the monitoring and analyses tion, and of users of their services. Organising training Better connection Simplification of proce- Share of employees Up to 20% of MJU between work dures for establishing whose salary increased employees of the situation regarding the education and training for civil servants is focused on the strategic objectives performance and performance and due to above-average / of civil servants at the national level, the evaluation and concepts of development in time and space with remuneration promotion performance of existing and new training programmes, and for the the emphasis on more efficient and cheaper admini- Average ratio between Increase in com- the fixed and variable parison with the organisation and implementation of a horizontal profi- stration. Suitable training programmes intended also part of salaries in the period prior to public sector the introduction ciency examination and knowledge tests. Specific tra- for older civil servants will facilitate the preservation of amendments ining programmes and the proficiency examination are

the responsibility of individual line ministries. 37 http://www.mnz.gov.si/fileadmin/mnz.gov.si/pageuploads/JAVNA_UP- Efficient supervi- Better normative Number of justified By 10% less MJU / sion over the civil regulation of compe- complaints, reports RAVA/Upravna_akademija/IZPITI_IN_SEMINARJI/igor/POROCILO_2013. servant and salary tences and measures of and applications by civil pdf and http://www.mnz.gov.si/fileadmin/mnz.gov.si/pageuploads/JAV- systems inspectors in this field servants in inspections NA_UPRAVA/Upravna_akademija/UA/Porocila/Porocilo_UA_2012.pdf

76 77 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

of the existing competences, which will enable them to • including civil servants’ training into a compre- option of assessing the transfer of new knowledge to recognised and taken into account as a value, numero- efficiently carry out their tasks and give them satisfacti- hensive personnel policy in accordance with the in- posts and the feasibility of the system for establishing us activities will be carried out in cooperation with the on at work. The objective of the training is for civil ser- terests of individuals and the administrative body; the effects of training on performance will be studied interested stakeholders in order to raise the awareness vants to act in a lawful, independent, politically neutral, • training to preserve the competences of older together with the organisers of training in various bo- of the significance of professionalisation and the deve- unbiased, responsible, open and ethical manner, and employees; dies and human resource experts. lopment of professional competences and innovation to acquire as many competences as possible that users • better cooperation of older civil servants with expe- of employees to achieve good administration service. expect them to have. Training programmes are constan- rience in internal training, which will facilitate in- c) Development leader, key stakeholders, assumpti- tly changing and supplemented with new content. ter-generational transfer of knowledge to other ons and risk factors employees; objectives

objectives b) Target state • establishing a methodology to analyse training needs; The development leader is the Ministry of Pu- tegic a tegic • differentiating between various programme con- blic Administration. Key stakeholders which will be a str

str Training is an essential task of human resource tent adjusted to various target groups (e.g. top and closely cooperated with in the modernisation of the key

key

management; therefore, it must follow general gui- middle management, newly employed, etc.); HRM system and the development of personnel pro- of

tion a delines and the objectives of personnel policy in sta- • differentiating between various types of training cedures are managerial structures and human reso- tion a lis lis a

te administration. The basic objective of training is to (e.g. training for certain knowledge, general tra- urce departments of state administration bodies. As a tion a improve knowledge and skills of state administration ining, in-depth training, introductory training); the development leader, the ministry responsible for tion a er p er p

O employees in order to raise their efficiency and effecti- • developing management knowledge; public administration will consult all stakeholders on O veness, which will produce higher quality public servi- • a sustainable and stable system to finance training; individual issues and acquire additional information ces, better business environment and competitiveness • increasing the average number of training days of on the proposed content via public discussions, and of the economy, and will be realised by: employees in public administration by 2020 to five the active participation of expert and wider interested • realising the rights and obligations of all civil ser- days per year; public. Risk factors are particularly associated with vants to be educated and trained; • promoting on-the-job learning and training (e.g. by political instability, and the lack of financial andhu- • raising the awareness of all civil servants that introducing modern practices such as peer-to-peer man resources. On the assumption that professional knowledge is a value, and realising the obligations learning); training is deemed a reward and not an investment in of civil servants and officials to transfer knowledge • providing conditions (resolving the issues of study professional development, and due to the lack of mo- gained to employees in their working environment leave, etc.) and promoting further education of civil tivation mechanisms to stimulate professionalism and and in the wider working environment, i.e. state ad- servants. innovation, since the professionalisation of the admi- ministration; All training sessions are still assessed at the basic nistration (with all the moral and ethical standards for level by analysing the participants’ questionnaires. The civil servants and their competence) is not sufficiently

78 79 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

d) Measures for achieving the target state 6.2.2 Public procurement cially of environmental aspects in public procurement (e.g. direct payments to sub-contractors, availability Table 6: Measures for achieving the target state for In the public procurement system, the strategic of public procurement for small and medium-sized en- enhancing the competence of civil servants objective is above all to achieve a “responsible, open terprises, giving a 5 per cent advantage to sheltered and transparent operation of public administration, workshops when awarding public procurement). Since

Source or the project for the construction of national infrastruc- 2010, Slovenia enhanced the transparency, integrity, assessment of ture which will facilitate electronic submission of bids, flexibility, rationality and efficiency of the public pro- Target values the required Target Expected results Measures Indicators Leader for 2020 funds/ e-auctions, verification of bids in one place (the so-cal- curement system, and has been achieving above ave- assessment led e-file of the bidder), e-procurement of successi- rage results in comparison with the EU considering all objectives of savings

objectives ve deliveries via e-catalogue”, and also the strategic measured criteria.38 tegic a Enhance Upgrade Preparation of a Share of bodies 100 % MJU tegic objective of “efficient IT, increase the use of e-servi- a

str competences of knowledge of civil methodology to which have adopted

str civil servants servants determine the needs for an annual training ces, digitalisation, interoperability of IT solutions”. This A project group has been appointed, which is re- key

key

Strengthened training and preparation plan which especially of

internal training of training plans by emphasises the needs field refers to all public administration bodies. sponsible for the recognition of key problems in public of

bodies based on the for horizontal training tion a competence analysis of at the Administration procurement procedures in projects co-financed by tion a

lis employees Academy lis a

a) Existing situation funds from the European Cohesion Policy. a

tion Enhancement of training Average number of 5 MJU and own activity a tion a

er on the basis of plans of training days per civil other and EU funds p er p

O administrative bodies servant per year bodies Public procurement is an important part of the Certain key conclusions may be drawn from the O Enhancement of training Share of participants at +30 % MJU and EU funds and public sector. In 2013, the share of public procurement analysis of the regulation, state and practice of public in key fields (public training in key fields other own activity in GDP was 11.25 per cent and has been growing in the procurement, which also includes a comparison with procurement, HRM, bodies digital competences, Number of qualified + 100 % EU funds and last three years. Public procurement also significantly the regulations of individual public procurement issu- integrity and corruption lecturers own activity prevention, better speed up economic growth, may affect production es in other EU Member States and will be the basis for legislation, quality, inspection, project and supply in the market, and may be a tool to attain the drafting of a new act: management, etc.) the strategic objectives or the objectives of secondary • considering the deadlines stated in EU legislation, Increase in the number of qualified internal policies (e.g. environmental, social, sustainable, etc.). the speed of public procurement may be impro- training providers Taking into account the limitations imposed by EU le- ved, especially in the phase from the decision on gislation, several measures have been included in the awarding the procurement to the conclusion of the public procurement system to ensure rationality and efficiency, and reduce bureaucracy of public procurement, and to promote the inclusion of social and espe- 38 2012 Update of EBRD Regional Public Procurement Assessment.

80 81 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

contract, and and by introducing electronic public According to national supervisory institutions and – construction of modules in the electronic public pro- electronic public procurement will be introduced in all procurement; to international recommendations, measures to impro- curement project. Electronic public procurement will phases of public procurement. The project for the con- • public procurement is usually divided in smaller ve integrity and reduce the risk of corruption must be disburden both clients and bidders in terms of lower struction of national infrastructure which will facilitate units – sets. Such an approach to public procure- taken in public procurement. Certain solutions in this costs, time consumption and human resources. In electronic submission of bids, e-auctions, verification ment, a correctly assessed value and a suitable le- field have already been included in public procurement order for public procurement to be efficient, the im- of bids in one place (the so-called e-file of the bidder), vel of clients’ minimum requirements, which must legislation, especially regarding transparency. Positive plementation of joint public procurement and more e-procurement of successive deliveries via e-catalo- be based on a market analysis, are key to ensuring effects may also be produced by suitably organising items for which joint public procurement is carried out gue, the monitoring and management of individual rational use of public funds in public procurement; public procurement which is generally not a subject of are crucial, since this increases direct savings due to public procurement procedure, and the management • despite low limit values for publication, the pe- regulation (e.g. the standardisation of public procure- the economy of scale and due to the implementation and procedures and use of funds within individual cli- objectives

objectives netration of foreign bidders to the Slovenian pu- ment items, increased joint public procurement). of the procedure for awarding public procurement in ents is being prepared, and it is expected to be introdu- tegic a tegic blic procurement market is relatively low, which one place for several clients. To ensure these effects ced with the transposition of directives. Along with the a str

str may be attributed to great fragmentation of public b) Target state and the standardisation of purchase items, the Go- renewal of the public procurement system, the Public key

key

procurement; vernment’s joint public procurement in health care Procurement Portal will be renewed and will include of

tion 39 a • most public procurements are awarded to bidders Along with the transposition of EU legislation will commence in 2015, and the number of fields and renewed forms for publishing notices regarding public tion a lis lis a

with domestic capital (over 80 per cent), while bid- in the field of public procurement into Slovenian le- items of joint public procurement will increase in the procurement procedures, new functionalities will also a tion a ders with foreign capital registered in the Republic gislation, a reform of the national public procurement following years. be added to the portal, which will enable the public tion a er p er p

O of Slovenia are awarded 5.58 per cent of public pro- system will also be carried out. Public procurement and clients to monitor published procurements, pre- O curement; procedures must be simplified and sped up, and gre- The Ministry of Public Administration will under- pare certain statistical reports and graphic displays by • the success rate of small and medium-sized en- ater flexibility when awarding public procurements take the renewal of public procurement legislation on various parameters. The use of requirements and cri- terprises in comparison with other EU Member must be provided to make procurement more rational the basis of new European directives regarding pu- teria will promote public procurement for innovation, States is above average. According to findings of and efficient. Crucial in the matter is also the provi- blic procurement, which cannot significantly change, and the observance of social aspects and costs throu- the European Commission, small and medium-si- sion of IT supported environment for the implemen- except in parts where individual Member States are ghout their service lives. The realisation of the susta- zed enterprises are awarded 36 per cent of public tation of electronic public procurement in all phases allowed to do so. The proposal for the renewal who- inability principle in public procurement is expected to procurement (EU average is 29 per cent) and they se purpose is to enhance the transparency of public increase the share of green public procurement and

compete in 42 per cent of public procurement 39 Directive 2014/24/EU of the European Parliament and of the Coun- procurement and limit the risk of corruption will be enhance the rationality of public procurement. (EU average is 37 per cent). At the same time, the cil of 26 February 2014 on public procurement and repealing Direc- dealt with especially from two aspects, i.e. the increa- tive 2004/18/EC (OJ L, No 94 of 28 March 2014, p. 65) and Directive payment for their implementation of public pro- 2014/25/EU of the European Parliament and of the Council of 26 Feb- se of efficiency and rationality of public procurement Due to new concession legislation in the EU, le- curement is speedier. ruary 2014 on procurement by entities operating in the water, energy, and digitalisation of procedures. Thus public procure- gal protection in the field of public procurement and transport and postal services sectors and repealing Directive 2004/17/ EC (OJ L, No 94 of 28 March 2014, p. 243). ment procedures will be renewed and the system for concessions will also have to be renewed. In view of

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the findings of the situation analysis and public pro- d) Measures for achieving the target state curement practice, and the arrangement in other EU Member States, efficient legal protection will have to Table 7: Measures for achieving the target state in the area be ensured. of public procurement

c) Development leader, key stakeholders, assumpti- Source or assessment Target values Target Expected results Measures Indicator Leader of the required funds/ ons and risk factors for 2020 assessment of savings

The leader to attain the target state is the Mi- Simplification, Speedier Amendments to Adopted stable MJU objectives

objectives greater flexibility, procedures legislation legislation nistry of Public Administration. Key stakeholders are efficiency and and savings, tegic a rationality of public more items tegic other ministries, government services, bodies within a

str procurement, and in joint public

str ministries, municipalities, institutes and, in the- draf direct and indirect procurement key

key

savings of

ting of legislation, also other stakeholders, such as Standardise Implementation of Savings and Increase the Savings of

purchase items in the Government’s more items number of items EUR 15 + 5 million tion a the Chamber of Commerce and Industry of Slovenia, health care and in joint public in joint public by a maximum annually tion a

lis other fields procurement procurement of 10% lis a

the Chamber of Craft of Slovenia, wider expert public, a Renewal of forms

tion Understandability Level of 100% Savings a associations of municipalities, etc. In joint public pro- tion a

er and suitability Greater digitalisation harmonisation harmonisation EUR 20 million annually p er p

O curement in health care, key stakeholders, especially of forms of procedures of forms with of forms with (harmonisation legislation legislation O in the part regarding the standardisation of purchase of forms with the Renewal of Public items, are the Ministry of Health and representatives legislation) Procurement Portal 100% introduction of individual hospitals whose founder is the Republic E-public Functionalities Adjustment of the of e-public procurement that will contribute e-catalogue procurement of Slovenia. The Ministry is also the leader of the re- to greater transparency Additional newal of the Public Procurement Portal. of public functionalities procurement ‘Information provider The main risk factors in the attainment of the objectives are non-cooperation of stakeholders in the implementation of the required measures, the overcoming of partial interests of individual groups and the setting up of the system.

84 85 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

6.2.3 Physical asset management of Audit of the Republic of Slovenia carried out an au- tioned audit report by the Court of Audit in 2008. At according to the social security regulations; dwelling dit with which it established the effectiveness of va- present, the Government has absolutely no control under the competence of the Housing Commission of Regarding rational management of the physical cant construction land management. It established (1) over the conclusion of legal transactions regarding the the Government of the Republic of Slovenia, the mini- assets of the State, the following objectives are be- uneconomical behaviour in concluding legal transacti- State’s real estate (except the conclusion of contracts stry responsible for internal affairs, and the ministry ing pursued: efficient use of spatial, environmental ons, purchases, sales, the management and burdening for the free transfer of property rights); the internal responsible for defence; and holiday units under the and energy resources, zero tolerance to corruption of vacant construction land (e.g. land was purchased real estate market is no longer functioning; there is competence of the ministry responsible for admini- and strengthening of integrity, professionalism and at a significantly higher price than estimated; mana- virtually no coordination between managers regarding stration, the ministry responsible for internal affairs, development of professional competences and inno- gers (budget users) charged the purchase price for the management of State-owned real estate, and no and the ministry responsible for defence. vation of employees. Objectives and measures regar- individual pieces of land to each other, compensation strategy has been adopted by the State on the mana- objectives

objectives ding central management of the physical assets of the for the establishment of the right to superficies were gement of real estate. b) Target state tegic a tegic State refer to state administration, and are intended determined in an uneconomical manner and differed a str

str for government services, ministries and bodies within from case to case; land purchases were non-transpa- key A step towards centralised management of the In view of the above, the State’s physical asset ma-

key

ministries, and administrative units, while taking into rent and uncoordinated, etc.), (2) poor coordination State’s real estate was made in 2014 by passing of the nagement affects several fields of the strategic develo- of

tion a account individual exceptions prescribed by law. Other between individual managers, (3) unsuitable record ke- Act Amending the Public Administration Act (ZDU-1) pment of the country. Therefore, the strategy of the tion a lis lis a

objectives refer to all public administration bodies. eping and (4) lack of sectoral strategies, management (Official Gazette of the Republic of Slovenia, no. 90/14; Republic of Slovenia in the field of the State’s physical a tion a objectives, and indicators for monitoring the objecti- hereinafter referred to as ‘ZDU’) which stipulated that asset management, with the emphasis on real estate, tion a er p er p

O a) Existing situation ves. The Court of Audit ordered the Government of by 1 January 2017, a transition to centralised mana- will be aimed at the adoption of regulations regarding O the Republic of Slovenia to prepare amendments to gement of the State’s real estate within the Ministry the State’s real estate management, which will ensure Managing the State’s physical assets is extremely regulations aimed at strengthening the supervision of Public Administration and the volume of real estate efficient realisation of these strategic guidelines: important for the attainment of the Government’s stra- function of the Government and the centralisation of that will be subject to the centralisation; real estate • merging real estate under the competence of one tegic objectives. Currently, all the State’s real estate is the management of real estate owned by the State. needed to carry out the tasks within their competence manager and ensuring uniform management pra- not suitably recorded and thus included in the balan- Therefore, in June 2009, the Government adopted the or related to them by the Government, government ctice within the scope stipulated by the ZDU; ce sheet of the State which shows that the value of strategy for the management of real estate with which services, ministries and bodies within ministries, ad- • adoption of guidelines for real estate management the State’s real estate in 2013 was EUR 8,117,667,134. the Government determined the centralisation of the ministrative units and indirect budget users deter- which will not be subject to centralised manage- Due to this, managing physical assets requires special management of real estate as further development of mined by the Government; real estate in the area of ment by individual sectoral fields; attention. Since gaining independence, this field was the system. However, the Government’s strategic ori- border crossings; real estate which is a legacy without • ensuring complete records of real estate and its le- regulated by various regulations. Nevertheless, ma- entation was not carried out and current regulation heirs; and real estate that became the property of the gal regulation; naging the State’s real estate remained decentralised, in the field of State-owned real estate is even more Republic of Slovenia due to limitations of inheritan- • planned, economical, transparent and lawful real i.e. with budget users – managers. In 2008, the Court deficient than the regulation audited in the aforemen- ce of the property of persons who received support estate management;

86 87 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

• ensuring optimal spatial conditions harmonised • rational use of space in which the State operates by instability and shifts in political orientation, respon- incoherence of the vision of individual ministries and with norms; guiding employees in accordance with the norms sibility for the implementation and its monitoring, the Government’s strategic objectives. • optimising the costs of the use of own or hired space; adopted; overcoming aversion to change, the lack of vision, and • including real estate the State does not need in the • preparation of proposals for plans for moving; real estate market; • selection and realisation of the projects for energy d) Measures for achieving the target state • ensuring more flexible procedures for the sale of renovation of the State’s buildings in accordance State-owned real estate; with the applicable regulations, and determined Table 8: Measures for achieving the target state for the • energy renovation of buildings in accordance with selection criteria known in advance. physical asset management the applicable directives of the European Parlia- objectives

objectives

ment and of the Council on energy efficiency and c) Development leader, key stakeholders, assumpti- Source or as- tegic a sessment of the tegic related national regulations. ons and risk factors Target values for a

str Target Expected results Measures Indicator Leader required funds/

2020 str assessment of key

savings key

The measures to attain of the strategic objectives The holder of the activity is the MJU in the part re- of Efficient Rational physical Centralisation of Reduced 30 % MJU Anticipated tion a in the field of managing State-owned real estate are ferring to systemic regulation of State-owned real estate management asset manage- real estate management costs of hire savings in the tion a

lis of the physical ment with the emphasis on amount of lis a

as follows: management and the establishment of the conditions assets the optimisation of the op- Reduced operating 40 % at least EUR a

tion of the State eration in accordance with costs for business 1 million by a • centralisation of the management of State-owned for centralised management of real estate portfolio de- tion a

er norms to ensure the volume of premises 2020 and direct p er

required business and working positive effects p O real estate within the scope stipulated by the ZDU; termined in the ZDU, and also other line ministries in the Preserved value surfaces for Volume of real estate 20 % which cannot O • provision of the record of State-owned real estate preparation of guidelines for real estate management in of the necessary the needs of the State reduced to the level be expressed in real estate of the required for the im- monetary value and hired real estate, which will also constitute IT individual sectoral fields. Key stakeholders are all mana- State Provision of plementation of the support for the supervision over the costs of real gers of State-owned real estate – government services, sufficient resources (EU, State’s activities budget, earmarked funds) for estate management, the costs related to the hire of ministries and bodies within ministries, judicial authoriti- the implementation of invest- Value of business Average value of ment and premises per m2 business premises real estate, and for the establishment of supervisi- es, other state bodies and public-law legal entities foun- Legal regulation of maintenance works per m2 consid- real estate ering the part of on over rational use of space and the preparation ded by the State. The holder of the activity regarding the Acceleration of regulation of Slovenia of plans for moving. The real estate record will be drafting of regulations and other expert bases in the field real estate Value of investments Increase value connectible with the existing databases of real esta- of energy restoration of the State’s buildings is the MI. Establishment of a unified by 30% Complete real online portal of the State‘s in comparison te (REN, land cadastre, cadastre); estate record physical assets with 2015 • establishment of a unified online portal of the Risk factors are the lack of awareness regarding Central record of State-owned Number of legally 100 % physical assets; the necessity to measure the effectiveness and effici- real estate regulated State’s real estate ency of operations, and the use of resources, political Plans for moving Systemic monitoring of real Number of real estate 100 % estate included in the record 88 89 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

6.3 Improving legislative environment the Manual for the Implementation of Assessments of monitoring the Resolution in 2012 and 2013 in terms and stimulating environment for entrepreneurs, and Consequences of Regulations and Policies43 were ado- of the assessment by fields show that most frequen- boost their competitiveness, Slovenia has to accede 6.3.1 Improving legislation, reducing legislative pted in 2009. 2013 also saw the amendment of the tly only administrative consequences are reviewed, more intensively to the implementation of the key burdens and including key stakeholders National Assembly of Slovenia Rules of Procedure44 on which shows that this field has been important for a measures. Based on the systematic Action programme the basis of which the National Assembly may reject few years and subject to systematic review. Violations for the elimination of administrative burdens, 3,500 Regarding the drafting of legislation, the main a proposed act which does not include the described of the provisions of the Resolution when adopting re- regulations and EUR 1.5 billion worth of administra- strategic objectives are “to improve legislation, redu- regulatory impact assessment. All regulations adopted gulations and policies clearly show reservations, lack tive burdens have been measured in Slovenia using ce legislative burdens and include key stakeholders”. in the Republic of Slovenia are collected in one place, of knowledge and failure to accept participation, and the CMMC46 methodology. The Government set the By consistently observing the standards adopted from i.e. Register of regulations of RS. To improve legislati- non-implementation of comprehensive analyses of objective of reducing the established administrati- objectives

objectives the Resolution on Legislative Regulation, this field on and the uniform system for the drafting of regula- the impacts of regulations which is globally known and ve burdens by 25 per cent by the end of 2015, whi- tegic a tegic will contribute to the drafting of high-quality, socially tions, a system of inter-ministerial coordination of re- established under the name of RIA (Regulatory Impa- ch amounts to EUR 375 million. To eliminate admini- a str

str acceptable and suitably practically implemented regu- gulations was introduced in 2010 (IPP – IT support for ct Assessment, Regulatory Impact Analysis). Failure strative burdens, enhance the competitiveness of the key

key

lations to improve the legislative and business envi- drafting regulations). Consultations with stakeholders to observe the legal framework also shows that there economy and strengthen the trust in the rule of law, of

tion a ronment, and enhance competitiveness. regarding the drafting of regulations are carried out is no real culture of dialogue or a uniform system for the Government adopted the single document to ena- tion a lis lis a

at the prescribed single point by publishing proposed the monitoring of the entire legislative procedure. It ble better regulation and business environment, and a tion a a) Existing situation regulations. has also been established that regulation have been increase competitiveness (hereinafter referred to as tion a er p er p

O excessively changing and the number of regulations ‘Single document’) which is being regularly amended O The legislative framework is crucial for the quality Based on annual analyses prepared by the Mi- has grown uncontrollably over the past twenty ye- based on proposals by stakeholders and the expert pu- of public services. Therefore, the Resolution on Legi- nistry of Public Administration and discussed by the ars (in 1991, 1,360 regulations were adopted, while blic. The responsibility for the realisation of individu- slative Regulation40 (hereinafter referred to as ‘Reso- Government of the Republic of Slovenia, it can be in 2014, almost 19,000 regulations were adopted (of al measures is clearly defined taking into account the lution’), the Rules of Procedure of the Government of established that the public is not sufficiently involved which 800 acts), which is a sign of overregulation.45 content of an individual line ministry. The deadlines the Republic of Slovenia41, the Instruction No. 10 for in the drafting of regulations, since the participatory for the implementation of these measures are also cle- Implementing the Provisions of the Rules of Procedure political culture in Slovenia has no tradition and is at The programme of measures to eliminate legisla- arly defined. To realise the objectives of adopted acti- of the Government of the Republic of Slovenia42, and a level that is too low. The findings arising from the tive barriers has been systematically implemented in on programmes in relation to the single document, a Slovenia since 2009 with the help of ESF funds, and suitable mechanism for coordinating regulations, and has had significant results in simplifying the business a dialogue at the level of the inter-ministerial working 40 Official Gazette of the Republic of Slovenia, no. 95/09. 43 Manual for the Implementation of Assessments of Consequences of 41 Official Gazette of the Republic of Slovenia, nos 43/01, 23/02 – corr., 54/03, Regulations and Policies is available at http://www.stopbirokraciji.si/fil- environment; however, in order to ensure a friendly group have been established. Individual members of 103/03, 114/04, 26/06, 21/07, 32/10, 73/10, 95/11, 64/12 and 10/14. eadmin/user_upload/mju/Boljsi_predpisi/Publikacije/PRIROCNIK_-_ju- 42 Instruction No. 10 for Implementing the Provisions of the Rules of Proce- lij_2011.doc 46 Common Methodology for Measuring Administrative Costs is available at dure of the Government of the Republic of Slovenia is available at http:// 44 Official Gazette of the Republic of Slovenia, nos. 92/07 – official consol- 45 Tax-Fin-Lex – Legislative Supervisor: http://www.tax-fin-lex.si/Vel- http://www.stopbirokraciji.si/fileadmin/user_upload/mju/Boljsi_predpi- www.gsv.gov.si/fileadmin/gsv.gov.si/pageuploads/Navodilo10.doc idated text, 105/10 and 80/13. javnaZakonodajaRs.aspx si/EMMAS/EMMAS_SCM_z_dodatkom-2_1.doc 90 91 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

the working groups report about the realisation to the documents, i.e. recommendations by the EC47, the in- an inter-ministerial working group was established in VEM project for business entities is to achieve trans- Ministry of Public Administration as the coordinator, -depth review of the EC for Slovenia, annual analyses 2014, which will focus on the introduction of impact parency, connection and efficiency of services towards which then submits the report to the Government for of the World Bank called Doing Business, and OECD assessments on the economy using the SME test in efficient national support environment for foreign and discussion three times per year. The realisation of the documents.48 2015, and prepare and introduce other assessments domestic business entities. The systemic solution will measures is published on the websites of the Gover- in all fields by 2020. The supervisory authority for as- be realised for the national VEM point, the national nment of the Republic of Slovenia and at the STOP the Therefore, activities to strengthen support and sessing impacts on the economy will be the Ministry network of physical VEM points and virtual VEM, whi- Bureaucracy website. raise awareness of employees of the significance of of Economic Development and Technology, and the such will be developed as a whole. preparing better legislation as a value in public admi- pervisory authority for assessing impacts on other fi- Since 2010, the project of point of single contact nistration, and to improve cooperation with suitable elds will be line ministries responsible for those fields. c) Development leader, key stakeholders, assumpti- objectives

objectives (hereinafter referred to as ‘SPOC’) has been speedily stakeholders must be sped up. When preparing better ons and risk factors tegic a tegic carried out to renew the regulation of professions and legislation, more attention must be paid to consistent The objective regarding the single document is to a str

str activities, the so-called entries, which is used to realise impact assessment of regulations in order to ensure realise the measures as much as possible, which will si- The development leader is the Ministry of Public key

key

and monitor the requirements of the Services and Pro- legality, legal certainty, predictability, responsiveness gnificantly affect the disburdening of the key subjects Administration in cooperation with other line mini- of

tion a fessions Directive, and within which the preparation of and user-orientation. and contribute to a friendlier business environment. stries and the Office of the Prime Minister, the Secre- tion a lis lis a

a list, the publication and presentation of conditions Another objective of reducing administrative burdens tariat-General of the Government of the Republic of a tion a for pursuing regulated activities, services and profe- To improve the procedure of adopting regula- between 2015 and 2020 is to reduce burdens by a Slovenia and the Government Office for Legislation. tion a er p er p

O ssions, and the establishment of a system for remote tions, alleviate the assessment and bring it closer to further 5 per cent annually. At the same time, more To strengthen cooperation in the drafting of regula- O acquisition of permits (e-procedures) for domestic and the regulation-making authorities and the interested attention must be paid to overregulation and- increa tions and recording the needs of stakeholders when foreign business entities have been taking place. public, the impact assessment must be introduced to sed EU standards (gold-plating), and the (non)use of drafting regulations, it is important to include other all fields (the environment, social affairs, finance, IT exceptions or reduced burdening of a certain section of stakeholders, such as self-governing local communi- b) Target state solutions of state administration and the entire public the population – the introduction of the “introduce or ties, associations of municipalities (the Association sector) when preparing regulations. For this purpose, explain” approach. Therefore, it is necessary to make a of Municipalities and Towns of Slovenia, the Associa- Those regulations which are well prepared, wi- comparison of European requirements with existing or tion of Municipalities of Slovenia and the Association dely socially acceptable and suitably implemented in prepared requirements at the national level in the pro- of Urban Municipalities of Slovenia), employers’ (the 47 Recommendation of the European Commission on Council Recommen- practice are regarded as high quality. The improve- dation on Slovenia’s 2014 National Reform Programme and Council cess of preparing impact assessments of regulations. Chamber of Commerce and Industry of Slovenia, the ment of the legislative environment is a priority task opinion on Slovenia’s 2014 Stability Programme. Recommendation no. Chamber of Craft of Slovenia, the Slovenian Chamber 7 acquired on 16 July 2014. of the European Commission (hereinafter referred to The key emphasis will be on the predictable and of Commerce, etc.) and employees’ associations, and 48 OECD’s review of public administration in the Republic of Slovenia; Slo- as ‘EC’) and Slovenia, which is presented in certain venia: Towards a Strategic and Efficient State, 2012 simple business environment. The objective of the wider interested and expert public, and the EC, the

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OECD and the European Institute of Public Administra- The attainment of the objectives is anticipated with Activities will be focused on pursuing projects to Rules of Procedure of the Government of the Republic tion at the international level. the implementation of the new e-regulations project eliminate administrative and other legislative barriers of Slovenia, each regulation proposed for discussion and upgrading of the e-democracy portal (by including and renew IT solutions to facilitate friendlier electro- by the Government of the Republic of Slovenia that Despite the assumption that the preparation of electronic modules for impact assessment which is nic commerce (upgrading, renewal and optimisation lacks consistently defined impacts on individual fields better legislation has not been recognised everywhere being prepared within the “Modular environment for of entry pints for the business sector and citizens), and has not been published on the prescribed single as valuable and that public administration is not open to the preparation of electronic documents (MOPED)” and on an additional mechanism to reduce legislative point will be rejected. change, the participation of the interested stakeholders project, including the priority impact assessment of burden with the “Minus 10%” project (the volume of will facilitate the implementation of numerous activities regulations on the economy (the SME test), and by legislation will reduce by 2020 through the renewal of Pursuant to the recommendations of the EC, Slo- whose purpose is to raise awareness of the significance providing IT support for the drafting of regulations, regulations in order to establish the necessity of regu- venia will further pursue activities to simplify conditi- objectives

objectives of preparing better legislation for effective and efficient establishing their compliance and temporal applicati- lation and ensure greater transparency, simplicity and ons for entering the market. Inventories of entries for tegic a tegic operations of the administration in order to establish on, and for regular formation of clean copies of indivi- regularity (merging of regulations in terms of content, all regulations will be carried out by the end of 2015, a str

str good services for citizens and business entities. dual regulations). abolishment of outdated regulations, etc.). key which will be followed by an inventory of the rema-

key

ining conditions by including external partners. Based of

tion a Risk factors are especially political instability and Within the e-regulations project, a compre- Objective reasons for passing acts under urgent on the inventories, systemic proposals for sensible de- tion a lis lis a

insufficient actual support from the Government and hensive and systemic regulation of the audit trail will procedures should be determined, as well as super- regulation will be prepared. a tion a individual line ministries for the systematic fulfilment be developed, making legislative proposals available vision over acts adopted under urgent procedures. tion a er p er p

O of the basic requirements of the Resolution regarding and traceable throughout the adoption procedure Commitments to the implementation of impact as- O the drafting of regulations. (from drafting to adoption). Users will have an insi- sessments of in individual fields should be consis- ght into who prepares acts, who participates in co- tently respected. Special attention in the drafting of d) Measures for achieving the target state unselling and working groups, who is included in the executive acts will be paid to the observance of the passing of acts through lobbying or connections with principle of proportionality, whereby the provisions of The key projects will be focused on preventive other interest groups where the content of legislati- executive acts must not impose additional burden on mechanisms which facilitate the adoption of high-qua- ve amendments that occurred due to influences of users. After two years of implementing the adopted lity regulations, consistent observance of the standards stakeholders and lobbyists is important. Reporting on acts, reports must be prepared to show visible effects adopted from the Resolution on Legislative Regulation lobbying will be automatised via an electronic form for individual subjects (evaluation) on the basis of the with the introduction of additional supervision (inclu- and directly connected with the Commission for the evaluation plan developed within a special module, sion of the public, transparency of the procedure, re- Prevention of Corruption. which will ensure that the evaluation is carried out in gulatory impact assessment, etc.) and on curative or a structured manner and will be an integral part of the corrective mechanisms – in the adopted legislation. material for the passing of acts. In accordance with the

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Table 9: Measures for achieving the target state for improving legislation, Source or reducing legislative burdens and including key stakeholders assessment of Target values the required Target Expected results Measures Indicator Leader for 2020 funds/ assessment of savings Source or assessment of Target values the required Target Expected results Measures Indicator Leader Improve the Wider selection of Renewal of the VEM Share of renewed 30 % MJU EU funds for 2020 funds/ business environ- services, enhanced points for more points assessment of ment quality and special- efficient support for savings isation of individual the business envi- points considering ronment the needs of business objectives

Better legislative Introduced com- Implementation of Share of ministries 87.5 % MJU, SVZ EU funds,

subjects objectives environment prehensive impact the e-regulations which have established integral funds

tegic assessment (RIA) project within the a measurement system a tegic

and the SME test for MOPED and use the CMMC Merge state bodies Establishment of Standardise, reduce 20 % MJU EU funds/ a str

each act methodology into a uniform system a point of single the number and vol- savings assess- str

key for data exchange, contact (PSC) ume of data required ment:

key provide a point of for reporting at least EUR10 of

of Share of adopted 50 % MJU, SVZ EU funds, single contact for million annually regulations whose integral funds tion business subjects to since the estab- a tion

comprehensive impact communicate with lishment a lis lis a assessment has been state bodies carried out (including Establishment of a a tion a the SME test) point of single con- Implementation Share of listed condi- 75 % MJU EU funds tion a er p tact (PSC) of comparative tions for regulations er p O analyses of regula- O tions in the EU and Introduced verifica- Development and Share of evaluated 50 % MJU / Updated information implement sensible tion evaluations of introduction of the regulations on the conditions for deregulation of regu- the attainment of evaluation module the performance of lated activities and the objectives the regulated activities professions adoption of a regula- and professions, tion wishes to attain and reduction of the after two years of the number of regulation Implementation Share of deregulated 20 % MJU EU funds adoption of the act in view of the EU of inventories of activities and profes- average all entries and their sions publication online Reduced legislative Implementation of Share of adopted and 5% annually MJU Savings assess- burdens measures from the implemented mea- ment: single document sures EUR 10–45 million annually

Renewal of regu- Reduce the volume of 10% by 2020 MJU, SVZ / lations legislation

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6.3.2 Modernisation of administrative procedural Administrative Procedure Act (ZUP). However, the sta- are the ZUP and the Rules on the Keeping of Records of ving matters that are in mutual interest. This should not law tutory regulation of fields is allowed if real reasons are Administrative Procedures. Individual bodies have alre- just be the subject of general and abstract regulation, stated for different regulation of individual procedural ady committed to regularly monitoring statistical data. but it should maximally ensure the protection of public, a) Existing situation institutions. The applicable ZUP follows the traditional In addition to the drafting of annual report, they must concrete and individual, interest. regulation of the administrative procedure which has have statistical data at their disposal at all times, on the The modernisation of administrative procedural been known and established since 1930. The tradition basis of which the actual state of the resolution of admi- The aforementioned existing detailed (casus) consi- law mostly refers to the modernisation of fundamental is shown in a detailed method of regulating procedu- nistrative matters may be determined. The established deration of administrative procedural institutes inthe principles and legal rules of general administrative pro- ral rules of the general administrative procedure, since method does not provide a comprehensive, reliable ZUP is not a necessary, sole and best tool for efficient cedure as the fundamental procedural framework for the current act has over 325 articles. According to the and accurate image of the situation in various admi- procedural protection of public and private interest. The objectives

objectives establishing administrative and legal relations between method and scope of regulation, it is comparable with nistrative fields and in various bodies. Except for rare extensive and complex regulation, especially in the case tegic a tegic public authorities and carriers of rights, legal benefits the civil legal procedures manual, although legal ma- authorities of the same type (e.g. administrative units), of non-authoritative participants, may often be the rea- a str

str and obligations in the field of administrative law. Due to tters are usually more complex.

key various informational and other more or less pragmatic son for the lack of knowledge of the fundamental pro-

key

the specific role of principles and rules of general admi- solutions are used for resolving administrative matters. cedural rights and appropriate protection of their situa- of

tion a nistrative procedure, this procedure will have a direct More than ten million administrative acts are issu- This impacts the reliability, availability, completeness tion. Detailed procedure also on the part of authorities tion a lis lis a

or indirect effect on the entire corpus of administrative ed in one year on the basis of the rules provided by and quality of data, and consequently the basic applica- impacts the (non)efficiency if procedural activities are a tion a procedural law and a wider effect, since general rules the ZUP. It must also be considered that the ZUP rules tion for monitoring the operation of the administrative implemented exclusively because of form, and are not tion a er p er p

O (sensibly or appropriately) apply also to other legal fi- do not only apply to decision-making in administrative system at the organisational and normative levels, and required for ensuring the fundamental purpose of the O elds which are not regulated like the latter in the pro- matters, but also mutatis mutandis in other public legal their adjustment to modified situations. administrative procedure. The response lies in a more cedural sense. matters which are not regulated with special procedural general (and consequently shorter) and transparent nor- rules or do not regulate all procedural situations, espe- b) Target state mative regulation which does not harm public and pri- From the historical development and comparative cially in the field of public services, offence matters, in vate interest, and ensures efficient and fair procedure. law aspect, a regulation is valid in the Republic of Slove- regulating labour relations of civil servants and public Future regulation of the general administrative This cannot be achieved with amendments to the exi- nia which is based on several decades of understanding procurement. Therefore, other public legal matters procedure must consider global trends which are refle- sting ZUP, but with a new ZUP. The aforementioned rea- of a narrow definition of administrative procedure, sin- must be considered when interfering with the rules of cted in the changing role of the State and public autho- sons are not the only objective and purpose of the new ce the latter is only managed in primary authoritative the general administrative procedure. rities, when traditional tasks of authorities are transfor- ZUP. It is at least equally important to establish a formal decision-making. Due to constitutionally guaranteed med by, or supplemented with, services. The holders of framework which, in traditional administrative decision equal protection of (procedural) rights, the procedural Statistical monitoring of the resolving of admini- power are not necessarily the only regulator of social making, would facilitate, at least in certain fields, more position of the participants in the procedure determi- strative matters is a special challenge. The direct legal relations, but by knowing public interest, they need to flexible, speedier and more rational establishment of a nes equal lex generalis for all fields, i.e. the General bases for the monitoring of the administrative statistics provide services to users and become a partner in resol- legal administrative relation (the possibility of partici-

98 99 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

patory formation of administrative relations and of the ily available, while official reporting will be automatic risk is posed by the unwanted “adjustment” of secto- introduction of administrative contracts). The approach and carried out through dynamic reports. Regular publi- ral legislation to the new general framework, which, (value orientation) is to be introduced that the issue of cations of data on the internet will facilitate transparent by preserving and supplementing sectoral “specialiti- an administrative permit is in the public interest, and monitoring and supervision of work by the (interested) es” which are actually not specialities, would create that the administrative authority must strive for a favo- public, competitiveness and comparability of same type a simultaneous and detailed system of administrative urable solution of matters within its service role through of work among bodies, users could decide on the basis decision-making. This not only raises the issue of “equ- counselling and assistance. of the published time required for resolving concrete ality before the law”, but also diminishes the objective matters (possible delays) where they will enforce their that is pursued by the modernisation of the general Together with the aforementioned modernisation right to administrative permit if no local competence administrative procedure. objectives

objectives of the general administrative procedure, the monitoring rules limit them in doing this. tegic a tegic of the resolution of administrative matters must also In the process of changing statistical monitoring, a str

str be modernised. The collected data should enable the c) Development leader, key stakeholders, assumpti-

key the possibility that normative and applied solutions,

key

heads of authorities, supervisory institutions and the ons and risk factors such as statistical “supervision”, lose their purpose, of

tion a Government to regularly monitor the situation with the and that the statistics is shown as the basic and only tion a lis lis a

possibility to act in appropriate time, and thus switch The development leader will be the Ministry of indicator of the performance of individuals and bodies a tion a from the mere monitoring of the effectiveness of the Public Administration. The professional discussion should be mentioned among risk factors. Risk factors tion a er p er p

O operation and delayed responses to the strategic and must include an extensive range of interested parties also include a wide selection of entry data for the esta- O proactive management of the administration. With the who have experience in the field of administrative de- blishment of a data warehouse and the fragmentation independence of authorities constitutionally and legal- cision-making, judging in administrative matters and of the decision-making bodies. ly guaranteed, constant monitoring of data on admini- representatives of members of universities who, at strative matters can be ensured by using uniform com- the academic level, monitor the development of the mon rules and applied solution, which is (necessarily) administrative procedure worldwide. Due to its signifi- used by all bodies and holders of public authorisation. cance, the attainment of the objective requires wider This will significantly improve the reliability, availabili- support inside and outside the administration. Proced- ty, completeness and quality of data, and reduce time ural regulation should not be considered as a potential consumption, since data will be available at all times at “administrative barrier” or “unnecessary cost”, since the data warehouse which will be the only and official it means ensuring constitutional guarantees, and resource for statistical reporting, operation monitoring stricting procedural rights should not be the drive for and management. Access to data will be simple and da- interventions in the rights or legal interests. A special

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d) Measures for achieving the target state 6.4 Open and transparent operation with zero prosecution of corruption or the judicial system, but it tolerance to integrity violation in the public sector also requires a different approach to corruption mana- Table 10: Measures for achieving the target state for the gement, greater transparency, more integrity of hol- modernisation of administrative procedural law The objective of responsible, open and transpa- ders of political authority and employees in the wider rent operation of public administration and the public public sector, more transparent financing of political

Source or sector, i.e. ensuring zero tolerance to corruption, and parties, and a different attitude to State-owned pro- assessment of Target strengthening the integrity of employees, refers to the perty management. According to the Corruption Index the required Target Expected results Measures Indicator values for Leader funds/ 2020 wider public sector. of the non-governmental organisation Transparency assessment of International, Slovenia ranked 39th among 175 coun- objectives savings

objectives Recently, the significance of transparent and tries in 2014, which is four places higher than in 2013, tegic a Establish a modern and Enhanced satisfaction of Passing of the new Passed new Gen- MJU / tegic open operation of public administration bodies has which points to the fact that the country set the right a

str efficient system for ad- client through more open General Adminis- eral Administrative

str ministrative procedural administration and more trative Procedure Procedure Act which been emphasised in EU Member States, in the OECD guidelines and objectives in this field. key

key

protection which allows flexible procedures; re- Act is shorter and more of

certain administrative newed rules of the general transparent, and and worldwide (e.g. Open Government Partnership) of

relations to develop and administrative procedure facilitates participation a the State to have a more which establish a more tory establishment especially as open and transparent operation of public 6.4.1 Responsible, open and transparent tion a

lis administrative role, general and transparent, of administrative lis a

administration ensures that the public may monitor functioning of the public administration a which will contribute simpler and more efficient relations and more

tion to better reputation normative framework efficient manage- a the work of public bodies, affect their work by parti- tion a

er among citizens and to which is shorter and more ment of administra- p er p

O the competitiveness of transparent than the exist- tive procedures cipating in decision making, hold decision-makers re- a) Existing situation the country ing framework, and facil- O itates easier introduction sponsible, and also as transparency is one of the most and protection of the pro- important elements in corruption prevention. There- The key element in the struggle for open, trans- cedural position of people, more efficient management fore, the recommendations of the EU Council from parent and more responsible operation of public ad- of administrative procedures and establishment of 2014 regarding the National Reform Programme49 ministration is the right to access to public information administrative relations emphasise that Slovenia must start carrying out effi- which is stipulated by Article 39 of the Constitution of

Regularly monitor the Simplicity and daily avail- Establishment of Share of state ad- 100 % MJU EU funds cient measures to fight corruption, and promote tran- the Republic of Slovenia and included in the provisi- methods and deadlines ability of the actual data on an IT tool, in- ministration bodies sparency and responsibility. Therefore, the key high- ons of the Access to Public Information Act (ZDIJZ)50. for the resolution of the time and method of the cluding which have estab- administrative matters, resolution of administrative a data warehouse, lished a system for light of the Government of the Republic of Slovenia In addition to facilitating the realisation of the right of which facilitates the matters which will be the the monitoring of the adjustment of work through online access only and official resolution of adminis a decisive fight against corruption. The solution is natural and legal persons to acquire public informati- organisation in the body source for statisti- istrative matters and, if necessary, in Automatic official reporting cal reporting, op- not only greater efficiency of bodies for detection and on, the purpose of the ZDIJZ which was passed in 2003 supervisory institutions through dynamic reports eration monitoring and management 49 http://ec.europa.eu/europe2020/making-it-happen/country-specif- 50 Official Gazette of the Republic of Slovenia, nos. 51/06 – official consol- ic-recommendations/index_en.htm idated text, 117/06 – ZDavP-2, 23/14 and 50/14).

102 103 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

is to ensure general public character and openness of nal standpoint, the ZDIJZ has been assessed as a good Services (AJPES). The RZIJZ provides a review of all ated on the basis of raw public data.54 Therefore, it the operation of bodies. The openness and transpa- law. Based on research by non-governmental organisa- liable entities according to the ZDIJZ, including com- must be ensured that bodies will open their data for rency of the operation are reflected in various ways, tions, Slovenia ranks 2nd or 3rd regarding the quality panies the majority of which is owned by the State reuse, especially through the Slovenian open data por- especially by facilitating Internet access to public in- of legislation.52 There are quite a few examples of good and local communities. The Register is an indispen- tal. In accordance with the transposition of amended formation in records, proactive online publication of practice in the aforementioned fields. An excellent sable aid of the Information Commissioner and other EU Directive on the reuse of public sector information information by bodies, informing the public of propo- case of ensuring the transparency of the use of public supervisory bodies. It shows inter alia the list of com- (Directive 2013/37/EU), additional activities are also sed regulations and extending the possibility for the finance is the online application called the Supervisor panies under the predominant impact of the State anticipated in this field. public to cooperate in the adoption of regulations, the of the Commission for the Prevention of Corruption, and the management structure of the aforementio- transparency of the use of public funds, facilitating the which enables the monitoring of transactions and cash ned companies.53 A challenge is also the upgrading Regarding databases of the public sector, special objectives

objectives reuse of public sector information, and last but not le- flows of public sector authorities. of the Supervisor application, which will include the attention will be paid to the provision of transparency tegic a tegic ast, also by facilitating access to public information on information on e-invoices, minor offence records, the in terms of the databases managed by public admini- a str

str the basis of individual demands. b) Target state use of European cohesion funds, the use of European stration bodies, and of better connectivity between key

key

agricultural subsidies, salaries and other income of the databases, and with a suitable legal basis, to the of

tion a Eleven years after the enforcement of the ZDIJZ The target state encompasses a system, in which civil servants, electronic copies of contracts conclu- provision of simple access of citizens and other public tion a lis lis a

it can be said that the purpose of the act has largely authorities function transparently and openly, whe- ded by subject in the public sector, and other impor- administration bodies to data. a tion a been achieved and that it is being realised on a da- re regulations are adopted according to transparent tant data sources. tion a er p er p

O ily basis. The role and extensive practice of the Infor- procedures, where contracts are concluded transpa- In the field of transparency and openness, the O mation Commissioner as an appeal body in this field rently and where the public is informed on the use In the EU, great emphasis has lately been put country is facing many challenges also in terms of pu- and the judicial practice of the Administrative Court of public finance. All of the aforementioned is cruci- on the online publication of entire databases or the blic participation in the adoption of regulations. In are extremely important. From the aspect of ensuring al in the process of gaining public trust. Most direct so-called public sector open data, i.e. data in open, addition to early inclusion of all stakeholders, the pu- greater transparency of the use of public funds, the challenges in this field are connected to the imple- machine-readable formats, which will enable citi- blication of proposed regulations on the e-democra- ZDIJZ amendments of 200551 was very important, sin- mentation of the provisions of the amended ZDIJZ-C, zens, non-governmental organisations, media, etc. cy portal in the early and other phases is crucial. Acti- ce it determined that the information on the use of especially regarding the Register of Entities Liable for to further reuse them (analyses, processing). Good ve participation of citizens and stakeholders in issues public funds is always available to the public. Finally, Public Information (RZIJZ) at the Agency of the Repu- practice in the reuse of public sector data shows that and questions that concern them must be promoted. the ZDIJZ-C amendments of 2014 determined that blic of Slovenia for Public Legal Records and Related application with significant added value may be cre- More must be done also for the transparency of pu- state-owned and municipally-owned companies are also obliged to enable access. From the internatio- 54 E.g. the reuse of data on financial transactions of bodies in the Supervi- 52 International non-governmental organisations Access Info Life from sor application or the reuse of data on the participation of deputies at Spain and the Centre for Law and Democracy from Canada conducted a 53 This is an important contribution to the fulfilment of Recommendation National Assembly meetings (www.virostatiq.com ) or the reuse of data research on legislation quality in the field of public information access no. 8 of the EU Council from 2013 regarding the national reform pro- on caves which facilitated the preparation of the e-cave cadastre (www. 51 ZDIJZ-A (Official Gazette of the Republic of Slovenia, no. 61/05). in 89 countries. More about the project: http://www.rti-rating.org gramme. katasterjam.si ).

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blic administration in administrative procedures (e.g. access to public information, which also performs 3. objective: open public sector data: a possibility for citizens to see in which phase his a strategic and consulting role along with legislation • publish the databases under the responsibility of application is in the administrative procedure).The- preparation. The roles of the Information Commissi- ministries in machine-readable and open formats re are many challenges in the field of transparency. oner as the appeal body in the field of access to pu- on the open data portal. However, the most important one will be to change blic information and the Public Sector Inspectorate as the organisational culture, i.e. to succeed in achie- the supervisory body are very important. The AJPES, Table 11: Actions for achieving the target state for ving that the efforts and concrete measures to facili- the Public Payments Administration of the Republic responsible, open and transparent functioning of the public tate openness and transparency are actually included of Slovenia, non-governmental organisations and me- administration in the operation of individual bodies. dia as important stakeholders in the preparation and objectives

objectives

implementation of measures in this field also have an Assessment tegic a of the tegic A long-term objective related to the operation of important role. a

str Target values for required

Target Expected results Measures Indicator Leader str public administration is also to improve its reputation. 2020 funds/ key

assessment key

Our strategic efforts will be focused on improving the d) Measures for achieving the target state of savings of

tion a reputation of public administration at the level of indi- Facilitate public partic- Published regula- Publication of all pro- Share of adopted Value GSV, tion a

lis ipation when adopting tions proposed by posed acts and other regulation which 100 % MJU lis a

viduals and wider public, and in the media. In addition To improve openness and transparency of the regulations with the Government regulations online in were published and all a

tion consistent and trans- on one website, accordance with the online in the ministries a to open and transparent operation, communication operation of wider public sector bodies, the following tion a

er parent publication of which will enable Resolution on Legislative phase of public p er

proposed regulations the public to be Regulation (Official discussion (the p O with the public will be carried out and regular two-way priority measures are anticipated for the attainment online informed and Gazette of the Republic e-democracy O communication will be encouraged in a planned and of the objectives: provide comments of Slovenia, no. 95/09) portal) to the competent sped up manner. A positive image of public admini- 1. objective: facilitate public participation when adop- ministry stration will be the result of our proactive responses to ting regulations with consistent and transparent publi- Greater transparency Transparent publi- Upgrading of the Su- Upgraded and Upgraded and KPK, EU funds constructive initiatives, and substantive and substan- cation of proposed regulations online: of the operation and cation of the use of pervisor application by functional Super- functional Super- MJU, (NFP 2014– of the use of public public funds adding databases and visor application visor application UJP, 2020) tiated criticisms, which will gradually contribute to • ensure consistent publication of all proposed acts funds in the wider creating an analytical which will facil- AJPES better reputation of public administration as a whole. and other regulations online in accordance with public sector tool itate a review of transactions the Resolution on Legislative Regulation (Official in the narrower and wider public c) Development leader, key stakeholders, assumpti- Gazette of the Republic of Slovenia, no. 95/09); sector

ons and risk factors 2. objective: greater transparency of the operation and Open public sector Within its compe- Publication of databases Number of open Increased num- MJU EU funds of the use of public funds in the wider public sector: data tence, each minis- in machine-readable databases pub- ber of published and all (NFP 2014– try ensures online and open formats on lished on the open databases in 2014 ministries 2020) The development leader is the Ministry of the • upgrade the Supervisor application by adding data- publication of the open data portal data portal on the open data databases in open portal up by 300% Public Administration as the ministry competent for bases and creating an analytical tool; formats

106 107 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

6.4.2 Point of single contact for public and quality of content on each introductory website. National websites must stem from the users’ ne- d) Measures for achieving the target state administration service users In 2013, a single editorial policy and a single editorial eds and desires and their life situations. The substan- structure were adopted, which regulate the operati- tive structure of websites must also stem from users’ A single national online point will be established a) Existing situation on of national online portals, which was the first step life events and fields equal to users’ needs. The me- for citizens, foreigners, non-governmental organisa- towards a uniform display of the topics of public ad- aning of life events and fields is not only that users tions, business subjects and civil servants. For this Slovenia has already established an extensive se- ministration. A similar comprehensive approach will quickly find the content they are seeking, but that, in purpose, the content from introductory websites will lection of public administration websites where plen- have to be taken to resolve problems of other public combination with constant testing of user experience, be initially transferred to national online portals, fol- ty of useful information and services are available for administration websites. the content within a life event develops independently lowed by gradual abolishment of introductory state Slovenian residents, business entities, users from ab- of the body or line ministry which is actually responsi- administration websites and the merger of national objectives

objectives road, as well as for public administration bodies and b) Target state ble for a certain field. portals into a single portal. State administration web- tegic a tegic the wider public sector. sites will be included in the single editorial policy and a str

str The target is a uniform organisation and flawless c) Development leader, key stakeholders, assumpti-

key the single editorial structure.

key

The websites of ministries, government services, operation of the national online service which will ons and risk factors of

tion a administrative units and most bodies within ministries facilitate simple and quick access to comprehensive, A single contact centre will be set up, which will tion a lis lis a

are located on the common technical platform and are updated and credible information on State-related The development leader is the Ministry of Public be a uniformly organised and flawlessly functioning a tion a visually uniform. State administration bodies commu- procedures for citizens, foreigners, business subjects, Administration in close cooperation with the- Gover assistance system for users of state administration servi- tion a er p er p

O nicate online primarily via their introductory websites, non-governmental organisations and civil servants. nment Communication Office (UKOM). Key stakehol- ces through which the State will efficiently resolve their O but they also publish information on national portals, ders are all other line ministries, government services State-related problems, ensure high-quality informati- and various own and inter-sectoral project websites. For this purpose, a single national online point and bodies within ministries. on, and accept their initiatives and proposals for impro- Thus most information of public administration is pu- will be established through which citizens, foreigners, vements in the state administration operation, and also blished in several places. Such fragmentation of infor- business subjects, non-governmental organisations The risk factor is insufficient actual support of key swiftly respond to the latter. Such support (substantive mation and their duplication on various websites lead and civil servants will have quick and simple access to stakeholders for the single editorial policy adopted and technical) will be ensured for all main target groups to incorrect and inconsistent publication which dimini- State-related information and procedures. During this with a decision of the Government of the Republic of which come into contact with the State: citizens, fore- shes the credibility of public administration websites. process, an in-depth analysis of the existing solution Slovenia in June 2013, which exceeds the narrow areas igners, companies, non-governmental organisations in other countries (e.g. gov.uk or gov.hr) will be taken of work of individual line ministries. and civil servants. It will be carried out through various Currently, the structure of content is left to the into account. The single national online point for fo- communication paths (e-mail, phone, direct personal judgement of individual public administration bodies, reign citizens will be established in foreign languages contact, online portal with information structured by and is therefore not uniform and, from the aspect of and the legislative provisions regarding the use of the life events) and will be available for all users. users, unpredictable. Users encounter unique layout language of minorities will be observed.

108 109 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

The system will include a tool which, based on online portals and prepare proposals to eliminate the Table 12: Actions for achieving the target state for the point the capture and monitoring of all activities, facilitates reasons for users’ problems that arise from the nor- of single contact for public administration service users the preparation of advanced statistics on the basis of mative regulation and work organisation (objective:

which analyses will be regularly carried out which will less questions, publication of FAQ). Source or assessment of be intended for the preparation of own proposals and Target the required Target Expected results Measures Indicator values for Leader funds/ initiatives for improvements in public services. 2020 assessment of savings The basis for the organisation of the single contact centre (hereinafter referred to as ‘SCC’) will Uniform organisation Established single In-depth analysis of the Constant decline in – 30 % MJU EU Funds/TO objectives

and flawless opera- national online point users‘ needs and period- claims to the SCC UKOM 11/so4 objectives be the single editorial policy. The SCC will provide tion of the national for citizens, foreigners, ic testing of user experi-

tegic online service which non-governmental ence on national web- Reduced number 30 % a tegic support for users of state administration websites will facilitate simple organisations, business sites – inclusion of users of websites due to a str

and quick access subjects and civil ser- in the development of str

merger which will be included in the single editorial policy key to comprehensive, vants. national websites

key

of updated and credi- Share of e-proce- + 20 %

and the single editorial structure. The support for of ble information on Introduced single Introduction of a single dures carried out on

tion State-related proce- editorial policy and the editorial policy for national websites a the SCC will include sectoral editors appointed wit- tion dures for users single editorial structure national websites a lis lis a for state administration hin the scope of the single editorial policy which will a websites Establishment of a single tion a include the SCC. Users will access the SCC via one national online point tion a er p More visits to national for citizens, foreigners, er p

O telephone number and other communication paths.

websites non-governmental O A high-quality knowledge collection will be formed organisations, business Satisfied users of nation- subjects and civil ser- only be including various online portals and advan- al websites vants as the result of transferring the content ced statistics that will have to be provided by the SCC from introductory application. The main SCC team will be composed of websites to national online portals in the first a group of advisers. The SCC involves the basic tasks phase, gradual abolishment of introductory of public administration. Therefore, careful selection state administration websites and the merg- of personnel will be carried out, especially in terms er of national portals of functional knowledge and communication skills. into a single portal in the third phase The key role in providing training regarding the con- Establishment of a sin- tent will be assumed by sectoral and substantive edi- gle contact centre (SCC) and inclusion of the SCC tors. In cooperation with the SCC, editors will receive in the single editorial responses from users to improve the quality of their policy

110 111 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

6.4.3 Zero tolerance to integrity violation in the on of persons who report corruption, determined the public of Slovenia summarised most proposals in the sector in order to raise awareness and preventive acti- public sector conditions for lobbying and its supervision, determined Programme of the Government of the Republic of ons in the field of corruption and integrity. In Janua- the obligation of including the anti-corruption clause Slovenia on the prevention of corruption (adopted on ry 2015, the Government of the Republic of Slovenia a) Current measures in the field of fight against cor- in contracts of holders of public authority, and regula- 5 March 2014).60 The programme defines measures, adopted the renewed Programme of the Government ruption ted the institute of nullity of contracts concluded with their leaders and deadlines for their implementati- of the Republic of Slovenia on the prevention of cor- corruptive intentions. In addition, the ZIntPK regulates on. Certain measures have already been taken.61 The ruption for the 2015–2016 period and the Report on In the EU Anti-Corruption Report 2014, the Euro- temporary prohibition of business operations for -per important ZDIJZ-C amendments62, which stipulated the measures taken in 2014, and made a decision pean Commission establishes that Slovenia is among sons whose public function has been terminated with companies under the predominant impact of the Sta- which recommended companies under the predomi- the states of Central and Eastern European which were state bodies where they had performed this function. te and municipalities as entities liable to access public nant impact of the State to sign the Slovenian Code on objectives

objectives the most active in their fight against corruption, as it The Act provides the KPK with the authority of a minor information, anticipated the Register of Entities Liable Corporate Integrity.63 tegic a 58 tegic has a well-developed legal and institutional anti-cor- offence authority. for Public Information and ensured legal basis for pro- a str

str ruption framework. The Republic of Slovenia passed active online publication of contracts from public pro- b) Target state key

key

special legal acts regarding anti-corruption in 2004. First In the wider field of corruption prevention, a few curement procedures. In addition, law enforcement of

tion 55 a passed was the act , then the national anti-corruption important steps were made towards improving legisla- authorities have strengthened their activity in the field In accordance with the recommendations of the tion a

lis 56 lis a

strategy and the Rules of Procedure of the Commissi- tion at the end of 2013 and the beginning of 2014. The of economic crime and corruption, the IT connection EU Council regarding the National Reform Programme, a tion a on for the Prevention of Corruption (hereinafter refer- adoption of legislation which ensures transparency of between the Police and State Prosecutor’s Office was Slovenia will continue implementing the measures tion a er p er p

O red to as ‘KPK’). The applicable Integrity and Prevention the financing of political parties and election campa- improved, and the training of police officers and state taken and also additional measures to fight corrupti- O of Corruption Act (hereinafter referred to as ‘ZIntPK’)57 igns is very important.59 This realised most recommen- prosecutors was enhanced. In 2013, the operation of on, and promote transparency and responsibility which was introduced in 2010 and amended in 2011 dations made by the international organisation GRECO the KPK, the MNZ as the line ministry responsible for with the introduction of external assessment of the brought several amendments. The ZIntPK determined in 2007. In December 2013, the management of the the field of integrity and corruption prevention at the implementation and quality control.64 Regarding the inter alia the cooperation of the KPK with non-gover- KPK published proposals to face current corruption time, and the MP in the field of training employees operation of the Police and the judicial system (State nmental organisations in the field of corruption preven- problems of Slovenia. By recognising the KPK as an in state and judicial bodies, and in the wider public Prosecutor’s Offices and judicial authority), functions tion, expanded the volume of entities liable to report on important stakeholder in the preparation of the plan and mechanisms for detection (the Police) and law their financial situation, newly regulated the protecti- of measures in this field, the Government of the Re- 60 The material is published on the MJU website: http://www.mju.gov.si/ si/delovna_podrocja/integriteta_in_preprecevanje_korupcije/ 63 The material is published on the MJU website: http://www.mju.gov.si/ 61 The first interim report of the Government of the Republic of Slovenia si/delovna_podrocja/integriteta_in_preprecevanje_korupcije/ 55 Prevention of Corruption Act (Official Gazette of the Republic of Slove- 58 www.mnz.gov.si, Integrity and Prevention of Corruption Act (Official Ga- on the implementation of the Programme of the Government of the Re- 64 Recommendation of the European Commission on Council Recommen- nia, no. 2/04). zette of the Republic of Slovenia, no. 69/11 – official consolidated text). public of Slovenia on the prevention of corruption http://www.mnz.gov. dation on Slovenia’s 2014 National Reform Programme and Council 56 Resolution on the prevention of corruption in the Republic of Slovenia 59 Latest amendments to the Political Parties Act (ZPolS-E; Official Gazette si/si/novinarsko_sredisce/novica/browse/1/article/12208/8850/943b- opinion on Slovenia’s 2014 Stability Programme. Page 9 of Recom- (Official Gazette of the Republic of Slovenia, no. 85/04). of the Republic of Slovenia, no. 99/13), and latest amendments to the d83ad6dd53ca761ffeb85180d9ab/ mendation no. 8 Acquired on 16 July 2014 from http://ec.europa.eu/ 57 Integrity and Prevention of Corruption Act (Official Gazette of the Re- Elections and Referendum Campaign Act (ZVRK-B; Official Gazette of 62 Latest amendments to the ZDIJZ-A (Official Gazette of the Republic of europe2020/making-it-happen/country-specific-recommendations/ public of Slovenia, no. 69/11 – official consolidated text). the Republic of Slovenia, no. 98/13). Slovenia, no. 23/14). index_en.htm

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enforcement (State Prosecutor’s Offices), and judging which it would establish professional and efficient pu- of mandatory circulation of civil servants will be intro- and other employees in the public sector, insufficient (judicial authority) must be supported and strengthe- blic administration through efficient operation of its duced for posts and tasks recognised within the body willingness for the implementation of efficient measures, ned in terms of criminal offences of corruption from public institutions, and professional and responsible as bearing the risk of corruption. When preparing poli- and slow and inefficient implementation of supervisory the aspect of specialisation, and suitable positive fi- work of civil servants and officials, in which the risk of cies and methods in the decisive fight against corrupti- mechanisms in terms of special and general prevention. nancial and other measures which would contribute corruption is systematically and thoroughly managed, on in public administration, and when implementing to the realisation of the fundamental legal principle the responsibility of employees in the public sector is measures, better cooperation and assistance of stake- d) Measures for achieving the target state of the rule of law referred to in Article 2 of the Con- consistently enforced, and potential violation are san- holders such as non-governmental organisations and stitution of the Republic of Slovenia. In concrete ter- ctioned. This would significantly contribute to stable the KPK must be ensured. In view of the risks defined in the attainment of ms, this means regular assistance to the Police and and transparent implementation of public tasks, and

objectives the target state, the measures for the attainment refer

objectives especially to the National Bureau of Investigation, and increased trust of citizens in the rule of law. c) Development leader, key stakeholders, assumpti- to two general objectives: tegic a tegic further support for the Specialised Office of the State ons and risk factors 1. objective:increase the level of integrity of employe- a str

str Prosecutor of the Republic of Slovenia and for speci- In public administration, the measures are defi- key es in the wider public sector:

key

alised departments of four district courts regarding ned in the Programme of measures of the Government The development leader is the Ministry of the Pu- • systematic training of employees in the wider pu- of

tion a personnel, finance, expertise and training. In addition, of the Republic of Slovenia 2015–2016 (e.g. measures blic Administration as the ministry competent for the fi- blic sector in the field of integrity and the risk of tion a lis lis a

the existing cross-section mechanisms of operation to limit the risk of corruption in public administration). eld of integrity and corruption prevention in cooperation corruption prevention with the emphasis of activi- a tion a and participation in the fight against corruption must Efficient preventive and supervisory operation of the with other ministries and stakeholders such as the KPK ties with increased risk of corruption such as public tion a er p er p

O be supported, developed and used as much as possi- KPK must be ensured. Individual ministries, including and non-governmental organisations. Since this is a hori- procurement procedures; O ble – especially specialised investigation teams, joint bodies within ministries, will have to strengthen inter- zontal field, close cooperation with other ministries and 2. objective: actively limit the risk of corruption: investigation teams and financial investigation teams. nal supervisory mechanisms for the management of public administration bodies is essential. Also important • ensure better corruption and other risk manage- The expert role of the Financial Administration of the the risk of corruption and integrity violations – with in- is the role of supervisory bodies – in addition to the KPK, ment via computerised submission of data to su- Republic of Slovenia and other competent bodies is tegrity plans. The risk recognised would be then mer- also of the Court of Audit of the Republic of Slovenia, the pervisory bodies (establish the National Single Re- important, which, pursuant to the Criminal Procedu- ged by fields under the responsibility of individual line Budget Supervision Office of the Republic of Slovenia gister of Risks on the basis of the risk of corruption re Act, the Cooperation in Criminal Matters with the ministries in the so-called single register of risks. Pre- and sectoral inspectorates. It must also be emphasised register of the KPK and ensure for public admini- Member States of the European Union Act, and the vention of corruption and strengthening of integrity that in the fight against corruption, awareness of regu- stration to use it); Confiscation of Proceeds of Crime Act, may participate will also have to be reflected in an adequate update of lar and consistent limitation of the risk of corruption at • ensure that public sector bodies will publish con- in such teams under the leadership of the state pro- systems, formation of employee profiles for the expo- the level of individual bodies (e.g. by integrity plans) and tracts from public procurement, concessions and secutor. With the anticipated activities and measures sed jobs and recruitment procedures. Following the willingness to do the aforementioned are crucial. Risk fa- public-private partnerships online; to increase the level of integrity and limit the risk of example of other EU Member States and in accordan- ctors in the attainment of the target state are slow and • ensure online publication of documents from ten- corruption, Slovenia strives to realise the vision with ce with the recommendations of the OECD, the system gradual raising of awareness of management workers der procedures.

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In this field, individual measures are defined in with exactly defined leaders and timeline for the im- 6.5 Quality management systems in public ses that inefficient public administration is one of the the Programme of the Government of the Republic of plementation of measures. administration main obstacles in the way of business competitiveness Slovenia on the prevention of corruption 2015–2016 and economic development in several Member States; The aim of the quality management system is therefore, they included public administration reform Table 13: Actions for achieving the target state for zero principally to obtain the strategic objective of “im- among its five most important tasks.67 In 2014, the tolerance to integrity violation in the public sector proving the quality systems, programme planning, EU Council recommended that Slovenia should adopt business supervision, measurable targets and process effective measures to improve transparency and re-

Source or indicators”. With the systematic application of quality sponsibility and to introduce an external performance assessment control tools, this system will expand across all public assessment and quality control procedures.68 objectives

Target values of the re- objectives

Target Expected results Measures Indicator Leader for 2020 quired funds/ administration bodies, in addition to administrative

tegic assessment a tegic of savings units as well as ministries, government offices, bodies The statement and commitment on quality policy a str

str affiliated to ministries and others in order to improve in public administration adopted by the Government key

Increase the Employees in the wider Increase in the volume of Number of additionally value 2013 + MJU EU funds key

of 69

level of integrity public sector with a high training of employees in trained employees in the 15 % MP (NFP 2014– the transparency and efficiency of the functioning of of the Republic of Slovenia in 2003 determined syste- of of employees in level of integrity and the wider public sector wider public sector (in 2020) tion a the wider public awareness of potential in the field of integrity view of the value of the the public administration. mically the principles and supported the Strategy on tion a

lis sector risk of corruption and risk of corruption Administration Academy lis a

prevention and the Judicial Training further development of the Slovenian public sector a

tion Centre in 2013) 70 a a) Existing situation 2003–2005 at the highest management level, inclu- tion a er p er p

O ding the development of quality control and mana-

Proactively Public sector bodies Upgrading of the risk of Upgraded risk of corrup- Introduced MJU EU funds O limit the risk of collect the data on their corruption register man- tion register as part of a into all public MF (NFP 2014– In 2014, Slovenia deteriorated in both indicators: gement tools in public administration. On this basis, corruption risk of corruption in one aged by the KPK, along single register of risks administra- KPK 2020) place in a transparent with the establishment of tion bodies 55th place in the world competitiveness ranking pre- training in quality management, conferences on quali- manner: the KPK and a single register of all risks other supervisory bod- pared by the IMD and 56th place in the global compe- ies are allowed access titiveness index of the WEF in 2013. The key factors 67 The European Commission takes initiative to reform public administra- to them; the statistics tion and boost economic growth. European Commission http://europa. are to be available to also affecting entrepreneurship include inefficient eu/rapid/press-release_MEMO-13-935_en.htm the public public administration and corruption.65 The efficien- 68 Recommendation of the European Commission on Council Recommen- dation on Slovenia’s 2014 National Reform Programme and Council Limited risk of cor- Upgrading of the public Upgraded public pro- Use in all MJU EU funds cy of public administration places Slovenia below the opinion on Slovenia’s 2014 Stability Programme. ruption in the field of procurement (PP) portal curement (PP) portal public ad- MF (NFP 2014– European average.66 The European Commission asses- http://ec.europa.eu/europe2020/making-it-happen/country-specif- public procurement and so that clients will have which ensures man- ministration 2020) ic-recommendations/index_en.htm tenders to publish contracts datory publication of bodies from PP, concessions contracts from PP, con- 69 http://www.vlada.si/delo_vlade/seje_vlade/dnevni_redi/dnevni_redi/ and public-private part- cessions and public-pri- article/54_redna_seja_vlade_rs_dne_24_decembra_2003_30033/ nerships; establishment vate partnerships, and 65 International Institute for Management Development. http://www.imd. 70 http://www.vlada.si/medijsko_sredisce/sporocila_ministrstev_in_vlad- of an application for the established application org/news/World-Competitiveness-2013.cfm nih_sluzb/novice_drzavnih_organov/article/strategija_razvoja_sloven- publication of documents for the publication of and contracts in tender documents and contracts 66 OECD Economic Surveys Slovenia, April 2013. skega_javnega_sektorja_za_ucinkovit_vstop_v_eu_26967/ procedures in tender procedures 116 117 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

ty and some pilot projects were implemented on the The comprehensive system of using tools for ma- lence, CAF77, or the Common Assessment Framework The system for the external quality assessment basis of the criteria of the CAF and EFQM models in naging and controlling quality in Slovenian public ad- in the public sector and which used the model at least of performance of administrative bodies (peer as- 200271, 200672 and 200873. Therefore, certain bodies ministration has still not been systemically introduced once for an internal assessment of their operations, sessment) has not been implemented, although some introduced quality management systems (QMS), acqu- and there remains no legal basis for it. A minor part the so-called self-assessment. Certain administrati- administrative bodies, especially from administrative ired certificates and prizes for quality and excellence, linked to the establishment of customer satisfaction is ve bodies (especially administrative units) have been units, have been successfully included for several ye- and established themselves internationally in this field. regulated by the Decree on administrative operations. carrying out regular internal assessments according to ars in pilot projects; assessment according to the CAF80 After the aforementioned period had expired, there the ISO 9001 standard78 and self-assessments accor- model and the finalists of the competition for the PR- was no further basis for systemic introduction of qua- The narrow field of competition for the national ding to the CAF model79 with action plans for improve- SPO81. The external assessment provides external feed- lity management tools. The quality committee, which recognition of the Business Excellence Prize of the Re- ments; however, this activity has not been systemical- back on the implementation of a comprehensive quali- objectives

objectives adopted professional positions in the field of quality public of Slovenia (PRSPO), which also includes the pu- ly defined, introduced and coordinated. According to ty management performed by external evaluators, i.e. tegic a tegic management and bases for decision-making by the mi- blic sector category is regulated by the Republic of Slo- data available at the Ministry of Public Administration, professional colleagues and experts. The exchange of a str

str nister responsible for public administration and the Go- venia’s Business Excellence Award Act74 and the Rules external recognition of quality (especially ISO certifica- best practices and conferences on best practices were key

key

of 82

vernment of the Republic of Slovenia, ceased operating on the activities of the Republic of Slovenia Business tes and cooperation within the scope of the PRSPO) in organised regularly between 2001 and 2010 . In 2014, of

tion 75 a at the Ministry of Public Administration. Systematically Excellence Prize Board . administrative units was largely abandoned in recent the conference on quality for the transfer of best pra- tion a lis lis a

guided training in quality management for representa- years, particularly due to austerity measures in finan- ctices was again revived among the users of the CAF a

tion 83 84 a tives of leadership for quality, and internal and external The introduction of quality management systems, cial and human resources. Certain bodies (especially model on the national and the international level . tion a er p er p

O evaluators of performance were no longer organised in promotion of continuous improvements and innovati- administrative units) have representatives of the lea- O public administration; therefore, we face a deficiency in ons in administrative bodies has been taking place for dership for quality who are administrators of quality respect of a complete spectrum of experienced experts over a decade; however, wider application is still at a management systems (QMS); however, the function of in public administration quality management systems. relatively low level and is usually conducted in admini- a representative of the leadership for quality and pro- 80 System of assessing excellence in public administration on the basis of the criteria of the CAF model and the Decree on administrative oper- strative units rather than in ministries, government of- gress has not been systemically defined, introduced, ations http://www.mirs.gov.si/fileadmin/um.gov.si/pageuploads/Dok- pdf/PRSPO/Projekti/SOOJU_zgibanka_2008.pdf 71 http://www.mju.gov.si/fileadmin/mpju.gov.si/pageuploads/Kakovost/ fices, other administrative bodies and in the remainder coordinated and evaluated. Zbornik_2002.pdf 76 81 The Slovenian Business Excellence Prize on the basis of the criteria of of public administration. According to data of EIPA , the EFQM excellence model http://www.mirs.gov.si/si/delovna_po- 72 Pilot project for the Slovenian business excellence prize in public ad- 71 administrative bodies were registered in Slovenia in drocja/poslovna_odlicnost_prspo/prspo_drzavna_nagrada_za_odlic- ministration on the basis of the criteria of the EFQM excellence model nost/dobitniki_prspo/ http://www.mirs.gov.si/si/delovna_podrocja/poslovna_odlicnost_pr- 2014, which are users of the European model of excel- 77 Common Assessment Framework spo/prspo_drzavna_nagrada_za_odlicnost/pilotni_projekt_priznan- 78 According to data available at the Ministry of Public Administration, 37 82 http://www.mju.gov.si/si/delovna_podrocja/kakovost_v_javni_upravi/ ja_rs_za_poslovno_odlicnost/pilotni_projekt_za_javno_upravo/ per cent of all administrative units carried out an internal assessment konference_kakovosti/ according to the ISO standard (without certification) in 2013. 83 http://www.mju.gov.si/si/delovna_podrocja/kakovost_v_javni_upravi/ 73 System of assessing excellence in public administration on the basis of 74 http://www.pisrs.si/Pis.web/pregledPredpisa?id=ZAKO514 the criteria of the CAF model and the Decree on administrative oper- 79 According to data available at the Ministry of Public Administration, 84 konference_kakovosti/ ations http://www.mirs.gov.si/fileadmin/um.gov.si/pageuploads/Dok- 75 http://www.uradni-list.si/1/objava.jsp?urlid=20117&stevilka=274 per cent of all administrative units carried out a self-assessment accord- 84 http://www.centrorisorsecaf.it/roma/Programme_6CAF%20event%20 pdf/PRSPO/Projekti/SOOJU_zgibanka_2008.pdf 76 European Institute for Public Administration, Maastricht, 2014 ing to the CAF model in 2013. 2014_draft_3oct14_def.pdf

118 119 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Furthermore, an online repository of best practices is b) Target state 2. enhancement of the development of the qua- model is compatible with other approaches and tools, also being established.85 lity management system on the basis of the European such as the balanced scorecard (BSC), the Investors in In accordance with the Council87 and OECD88 model, CAF, and the exchange of best practices on all People standards, the ISO standards, and competiti- Transparency of measurable objectives at all le- Recommendations, the public administration will im- levels of public administration; ons for prizes, such as HORUS, the Golden Thread, the vels, their attainment, and the connection between plement tools for control and management of quality 3. enhancement of the quality management Golden Stone, PRSPO/EFQM, in order to enable the the use of financial and human resources, effects of of operations, continuous training and improvement, system with the implementation of a uniform appli- exchange of best practices and the upgrading of quali- work and rewards,86 and personal responsibility of he- promotion of continuous improvements and innovati- cation supporting measurement of key objectives and ty systems as per the level of maturity, specifics, needs ads and employees in the majority of public admini- ons, monitoring of operations with process indicators, indicators. and available resources in individual bodies. stration have not been established. including the introduction of the system of measurable objectives

objectives objectives and the external performance assessment A renewed statement on progress and quality po- For performance support, a unified information tegic a tegic The systemic field of quality in public administra- system of functioning of administrative bodies. licy in public administration will be adopted as the ba- platform will be established for the systemic support a str

str tion has not been organised within an independent or- sis for a systemic definition of principles and support of control management, unification of basic objecti- key

key

ganisational unit included in the highest decision-ma- The objective of introducing a comprehensive qu- to the Strategy for Slovenian Public Administration ves, principles and work methods. A forum for exchan- of

tion a king authorities. Instead, it is part of Better Regulation, ality management system in public administration: Development 2015–2020, including the development ging professional observations, best practices and tion a lis lis a

Administrative Processes and Quality Service, which is 1. enhancement of support and awareness of the of tools for managing and controlling quality in public comparative learning will also be established. A cen- a tion a encountering difficulties with regard to insufficient hu- importance of quality as a value in public administration administration. tral register will be set up which will include data of tion a er p er p

O man and financial resources. In addition, it does not and the importance of the application of quality mana- administrative bodies on quality standards acquired, O have its own financial resources, which affects the im- gement tools and approaches. As a value, quality lies Via the Ministry of Public Administration (Admi- and implemented internal QMS assessments/self-as- plementation of activities, and its (in)ability to make not merely in the domain of quality experts but of all nistration Academy), heads and employees will attend sessments, external QMS assessments, representati- greater progress and breakthrough in this field. civil servants who strive for excellence in operations; systematic annual training in quality management on ves of the management for quality and progress, and the basis of the CAF model in order to implement in- internal and external evaluators. A uniform system ternal and external performance assessments and the (application) will be established for monitoring key application of procedures for promotion of continuo- strategic objectives which will be gradually monitored 87 Recommendation of the European Commission on Council Recommen- dation on Slovenia’s 2014 National Reform Programme and Council us improvements, innovation and quality control. This through process indicators at all organisational levels opinion on Slovenia’s 2014 Stability Programme. will provide more and more experts on quality mana- to attain greater transparency and responsibility in the http://ec.europa.eu/europe2020/making-it-happen/country-specific-recommendations/index_en.htm gement in administrative bodies in terms of represen- use of human and financial resources. 88 OECD’s review of public administration in the Republic of Slovenia; Slo- tatives of the leadership for quality, and internal and 85 http://www.mju.gov.si/si/delovna_podrocja/kakovost_v_javni_upravi/ venia: Towards a Strategic and Efficient State http://www.mp.gov.si/fil- external QMS evaluators, and at the same time, spre- The inclusion of the leadership in the quality skupni_ocenjevalni_okvir_caf/dobre_prakse/ eadmin/mp.gov.si/pageuploads/mp.gov.si/novice/2012/junij/120622_ 86 Implementation related to the modification of the salary system. priporocila_OECD_slo_version_za_splet.pdf ad the culture of quality among employees. The CAF assurance system is of key importance; therefore, mi-

120 121 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

nisters will annually report to the Government on the an Cohesion Policy, and other public administration gement in the administration, and suitable organisa- application supporting measurement of key objectives progress achieved, and on indicators and objectives set bodies. The key stakeholders who will be closely co- tional placement of organisational units with suitable and indicators: for the next period in the form of a uniform concept llaborating in the development and introduction of personnel for progress and quality. This is the only way • introduction of a uniform system for measuring key which will be prepared by the Better Regulation, Admi- quality management tools at the national level are: all for the development of the quality system to become measurable objectives and indicators from top to nistrative Processes and Quality Service (SBZUPK) and knowledge holders in public administration, ministri- constant and the motor for systemic shifts and work bottom, approved by the Strategic Council within the framework es, government services, affiliated bodies, administra- coordination of all administrative bodies in this field. • supplementing the uniform application for mo- of monitoring the implementation of the entire Strate- tive units, municipal authorities and holders of public nitoring key objectives and indicators from top to gy for Slovenian Public Administration Development authorisation, as well as the academic sphere and non- d) Measures for achieving the target state bottom. 2015–2020 led by the minister responsible for public -governmental organisations in the field of quality. The objectives

objectives administration. The ministries will inform the public key stakeholders at the international level include: the The following measures are anticipated for the tegic a tegic by publishing the aforementioned reports on their European Commission, the European Institute of Public attainment of objectives when implementing a com- a str

str websites and present them at press conferences or Administration, OECD and other relevant international prehensive quality management system: key

key

in press releases. organisations in the field of quality management. 1. objective: enhancement of support and awareness of

tion a of the employees regarding the importance of quality tion a lis lis a

The objective of introducing a comprehensive qu- as a value in public administration: a tion a ality management system in public administration is to The quality of public administration operations • renewed Progress and quality policy in modern pu- tion a er p er p

O create the capability for further improvement of supervi- has been recognised as an important value and on this blic administration; O sion of the quality and effectiveness of public services to basis, achievements from the previous period can be 2. objective: enhancement of development of the qu- attain the set objectives, together with the optimum use noticed. Great significance will be put on the support ality management system on the basis of the CAF mo- of financial and human resources, and strong support for the management and raising awareness of the me- del, and the exchange of best practices on all levels of for senior management in public administration. aning of quality, training and the introduction of tools public administration: for quality control of administrative work. Only thus • introduction of the QMS into all public administra- c) Development leader, key stakeholders, assumpti- will quality become a value again, as well as the me- tion bodies, ons and risk factors ans for seeking opportunities for improvement and • implementation of a conference – a quality day in promotion of continuous progress in the operations of the sphere of public administration and other for- The development leader is the Ministry of Public administrative bodies. ms of professional transfer of knowledge, stimulati- Administration with the support of the Secretariat-Ge- on and promotion; neral of the Government of the Republic of Slovenia, The required assumptions for success are high 3. objective: enhancement of the quality manage- the Government Office for Development and Europe- political stability, strong support of the highest mana- ment system with the implementation of a uniform

122 123 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Table 14: Actions for achieving the target state in the field of 6.6 Modernisation of the inspection procedure execution of adopted legal order and offer feedback quality management systems in public administration that provides the administration information on the The anticipated changes in the systemic arrange- effects of adopted regulations and enables the forma-

Assessment of ment of inspection and the provision of information tion of necessary modifications and measures. The in- Target necessary fi- Target Expected results Measures Indicator values Holder nancial means/ support for implementation of inspection procedures spection supervision area was thoroughly reorganised for 2020 assessment of are compliant with the strategic objective of “moder- for the first time in 1995, when the tasks of munici- savings nisation of the inspection procedure”. The changes di- pal administrations and inter-municipal inspectorates Enhancement of Increased awareness Renewed Progress and qual- MJU / support and aware- of the importance of ity policy in modern public rected predominantly at the establishment of suitable were transferred to ministries and inspectorates as ness of employees quality principles administration legal bases for the provision of efficiency and speed their affiliated bodies. The reorganisation followed objectives

regarding the im- objectives portance of quality in conducting inspections, mutual connectivity and the modifications in the organisation of administration

tegic as a value in public a tegic administration the exchange of information between the inspectora- and establishment of local self-government in accor- a str

str tes with the help of modern information support, will dance with the Slovenian Constitution, and it also had key Enhancement of Introduction of Introduction of the QMS Percentage of implemented 60% MJU EU funds

key

of development of the QMS in public into public administra- QMS

refer to all inspection bodies in the Republic of Slo- the result of the reduction of the impact of politics on of quality manage- administration on tion bodies

tion ment systems on all levels and the 89 a venia. Regarding the emphasised preventive role of the work of inspectors. tion the basis of the improved oversight a lis lis a CAF model, and of public adminis- Organisation of a con- Number of best practices 5 a year MJU EU funds inspection services, positive long-term effects will also a the exchange of tration bodies and ference – a quality day presented and number of tion a in the sphere of public participants be achieved with bodies subject to inspection proced- Inspection supervision is regulated by the Sta- tion

best practices on their degree of QMS a

er administration and other p all levels of public implementation er p O forms of professional ures, while the public interest and the enhanced pre- te Administration Act (Official Gazette of the Repu-

administration O transfer of knowledge, ventive role of the work of inspectorates or inspecti- blic of Slovenia, nos. 113/05 – official consolidated stimulation and pro- Number of awarded cer- 5 a year MJU EU funds motion tificates, recognitions and ons will thus be protected. text, 89/07 – Constitutional Court Decision, 126/07 prizes – ZUP-E, 48/09, 8/10 – ZUP-G, 8/12 – ZVRS-F, 21/12, Enhancement of Introduction of the Introduction of a uniform Percentage of state admin- 70% MJU EU funds a) Existing situation 47/13 and 12/14). Article 10 of this Act determines the quality manage- QMS for monitoring system for measuring key istration bodies with an ment system with objectives in public measurable objectives implemented system for that the administration performs inspections of the the implementation administration bod- and indicators from top monitoring key objectives of a uniform appli- ies on all levels to bottom and indicators Inspections represent an important administra- implementation of regulations and that inspection cation supporting tive function, since they ensure supervision over the is regulated by a special act, i.e. the Inspection Act measurement of key objectives and (hereinafter: ZIN). There are differences between in- indicators Supplementing the Percentage of state admin- 70% MJU EU funds uniform application for istration bodies with an dividual inspections, which are regulated by sectoral monitoring key objec- implemented uniform ap- 89 Inspection bodies in the Republic of Slovenia include the Information tives and indicators from plication for monitoring key Commissioner, inspections of the Civil Aviation Agency, the Agency of provisions, and the systemic regulation of inspection top to bottom objectives and indicators the Republic of Slovenia for Medicinal Products and Medical Devices, the is included in the umbrella act. After its adoption in Agency for Communication Networks and Services, inspectorates as bodies affiliated to ministries and inspections organised by the ministries. 2002, the ZIN was amended twice, first in 2007 and

124 125 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

then in May 2014. The practice revealed that certain (lack of finance, non-observance of adopted decisions, emphasising the monitoring of strategic measures of improving the work of inspection services in the Re- regulations must be rearranged or updated while ob- HR problems, lack of knowledge and lack of compe- the Inspection Board. In accordance with the law, the public of Slovenia, and they will also be considered in serving the practice and experience of the inspectors; tences of inspectors, no uniform IT system that would Government is informed of the report of the work of systemic changes for the modernisation of inspection. furthermore, the Act must be harmonised with the support the work of inspectors). the Inspection Board each year for the previous year; Some 25 inspections operate in the Republic of Slove- amendments of systemic acts which also prevail in certain issues are included in further measures within nia which each have their own jurisdictions, and which the area of inspection. The latest amendments of the Within the scope of the Inspection Board, in- the scope of jurisdiction (e.g. decision on HR plans are also apparent in their work particularly when their ZIN were oriented towards more efficient and faster spections agree on cooperation and joint inspections, where it was explicitly determined that the number of jurisdictions and fields intertwine. There are certain work of inspectors, and also towards the rationali- which is particularly important on the regional level. inspectors must not be reduced). administrative barriers in regulations on inspection, sation of the work of inspectors in order to reduce The scope of joint actions is increasing, since the In- due to which inspections are time-consuming and on objectives

objectives public finance spending in accordance with general spection Board as the coordination body more easily To increase the efficiency and quality of inspecti- many occasions also inefficient. The procedures of fi- tegic a tegic guidelines of the Government. reaches agreements and realises the joint needs of on services, the Inspection Board adopted the Strate- nancial and customs control are provided as examples, a str

str various inspections, e.g. education and training of in- gic Plan of Measures of the Inspection Board in 2013, regardless of the fact that the inspection procedure is key

key

By enforcing amendments to the ZIN in 2007, the spectors, exchange of best practices at meetings and in which was presented to the Government of the Re- determined in the ZUP and ZIN, which ensure the con- of

tion a Inspection Board was established, whose jurisdiction other forms of cooperation. Joint work in various fields public of Slovenia. The Inspection Board adopted the ditions for impartiality in the decision-making process tion a lis lis a

is also determined by the ZIN. As per the Act, the work is also important for the work of the Inspection Board, measures to improve the work of inspections in order and legal certainty of subjects in procedures and are a tion a of the Inspection Board is managed by the minister, which is realised by the work of expert committees to achieve greater efficiency and quality of state insti- used for most inspections. Additional process rules are tion a er p er p

O responsible for administration, or a person authorised (Legal Committee, IT Committee, Inspection Services tutions and greater trust of the public. The objective of also prescribed. Mutual lack of knowledge of the field O by the minister. So far, the Inspection Board has been Performance, Efficiency and Quality Assessment Com- the implementation of inspection is responsible, pro- of work and jurisdictions of individual inspections may managed by the minister, the state secretary based on mittee and the Education and Training Committee). fessional and expert work in the public interest and also affect the efficiency of work and the resolving of the authorisation and, in the last term-of-office, the assistance to enterprises, workers, consumers and concrete cases. chief market inspector, who was able to constructively On the basis of annual reports of the Inspection other stakeholders. Within the scope of the Best Pra- guide the work of the Inspection Board based on her Board90 since 2007, the Government, line ministries ctice Principles for Regulatory Policy, the OECD issu- Inspectors as civil servants with special autho- extensive practical experience in the field of inspecti- and the ministry, responsible for public administra- ed recommendations for the Regulatory Enforcement risations are included in the system of civil servants; on, and contributed to the progress which is also evi- tion, regularly monitor data about the work ofin- and Inspections91 in 2014, which countries may use as however, they may have certain special characteristics dent from the reports on the work implemented by spectorates and inspection services, especially from expert assistance in the reformation of inspections. (regarding the required education level, work expe- the Inspection Board. In July 2013, the Strategic plan the aspect of the issues related to inspections and by These recommendations are observed in the plan for rience and certification exams), which are regulated for measures for more efficient work of inspections differently with individual acts. Regardless of the afo- was adopted, however, these measures have not been 91 Regulatory Enforcement and Inspections rementioned, all rules of the system of civil servants 90 Annual reports of the Inspection Board since 2007: http://www.mju. http://www.keepeek.com/Digital-Asset-Management/oecd/governance/ implemented comprehensively due to various reasons gov.si/si/o_ministrstvu/inspekcijski_svet/ regulatory-enforcement-and-inspections_9789264208117-en#page1 apply for them, also with regard to the possibilities of

126 127 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

secondment, e.g. where inspectors are subject to spe- with the private interest principle. Inspection opera- which will thereby reduce the number of inspections • strengthening the position and role of the Inspecti- cial protection. The regulation determining that civil tions must be based on the imposition of administra- of business entities and increase remote monitoring on Board by ensuring a professional service that servants may be permanently transferred to position- tive measures directed towards the future and which (when this is possible) without unnecessary distur- would also become the contact point for all in- -related workplaces is problematic also in the field of ensure that subjects upon whom the regulations im- bance of the business process of business entities; spections and interested public in a limited extent; inspection, since changes in position-related workpla- pose rights and obligations will act in accordance with • enhancement of the inspectors’ preventive opera- • verification of regulations governing the field of ces are not possible without a preliminary procedure. the prescribed rules, and not on the imposition of fi- tions and the implementation of joint inspections inspection, and the drafting of changes for simpli- The chief inspector responsible for the operations of nancial penalty by means of which unlawful conduct is for more effective work and unburdening of liable fying and clear determining of jurisdiction; the inspectorate and its organisational units around sanctioned. The principle of public scope of work of in- subjects; • ensuring the decision-making at the secondary le- the country cannot change the HR structure of positio- spectorates is also emphasised, a principle which has • introduction of new tools in inspection procedures vel in legally determined deadlines and in accor- objectives

objectives n-related workplaces without implementing a proced- to be further realised in practice in the future. which will have a preventive effect and shorten in- dance with regulations; tegic a tegic ure in order to ensure better work organisation. Wit- spection procedures, whereby the introduction of • introduction of websites and contact points for all a str

str hin the scope of inspection as one of the fundamental The aim of renovation and modernisation of the administrative contract will have to be studied, i.e. inspections at one location; key

key

functions of administration, the inclusion of inspectors inspection system is to enhance the preventive role of the inspector agrees with the client on the elimi- • continuing the exchange of best practices, experi- of

tion a as civil servants with special authorisations in the pu- inspectors, rationalise inspection procedures, also by nation and sanctioning of violations. An administra- ence and expert opinions also within the scope of tion a lis lis a

blic sector salary system should be emphasised, since combining and joint implementation of inspections, tive contract would also exclude legal means and cooperation with external experts; a tion a changes should be implemented for additional moti- and introduce certain new tools that will contribute introduce administrative enforcement officers for • modification or harmonisation of organisational tion a er p er p

O vation and rewarding of good work. to easing the burden of inspectors in the performan- the implementation of enforcements under final structures of inspection services on the regional le- O ce of their professional work, and, on the other hand, inspection decisions; vel for providing joint support services; The ministry responsible for public administration to enable the administration to quickly respond to the • publication of criteria for determining priority in- • continuous provision of information to inspectors cooperates with expert and interested public parties established irregularities and to consequently ensure spections while observing risk assessments in indi- about amendments to regulations and regular tra- in the preparation of systemic solutions in the field of the satisfaction of service users. Greater trust of the vidual fields, whereby the principle of publicity will ining for work performance and acquisition of spe- inspection. public in the work of the administration and greater be highlighted in inspection procedures; cific knowledge. protection of public interest must be ensured. The fol- • introduction of an IT system for inspection bodies b) Target state lowing activities are proposed for the attainment of in order to support efficient risk management and In its annual reports, the Inspection Board alre- the pursued objectives: as a single e-point of inspectorates where data on ady uses performance indicators for measuring per- It is essential for the modernisation of inspecti- • simplification and acceleration of inspection proced- planned inspections and their schedules would formance of individual inspections when monitoring on to preserve the independence of inspectors and ures with the emphasis on electronic operations and be collected, as well as the recording of findings, their functioning which help heads of sections when their political neutrality. It is also important to protect the interconnection of registers of other bodies as monitoring the implementation of sanctions, data comparing several years’ performance of an inspecto- the public interest principle, which is supplemented required by the inspectors to carry out their work, analysis, reporting, lists and analyses of complaints; rate or inspection. The development leaders will conti-

128 129 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

nue measuring performance according to the current c) Development leader, key stakeholders, assumpti- • findings and recommendations of the Human Rights representative associations of local communities and methodology in order to monitor the target state of ons and risk factors Ombudsman, arising from annual reports and refer- representative unions. the renewed inspection. ring to the work of inspection services95, The Ministry of Public Administration, line ministri- • audits of the Court of Auditors, which within the The proposal of changes will be presented to the Programmes for training inspectors are already be- es, inspectorates and the Inspection Board are the de- scope of its activities points to the irregularities oc- wider public on the e-administration sub-portal (e-de- ing implemented within the training programmes by im- velopment holders. The key stakeholders participating curring in the work of inspection services, mocracy). It can be expected that a public presentati- plementing programmes with general and also specific in the harmonisation and cooperation are state admini- • reports on the work of the Budget Supervision Of- on of opinions will be held at the National Assembly contents. This process will have to be accelerated and stration bodies, other state authorities, self-governing fice96, which within the scope of internal control of of the Republic of Slovenia considering the scope of supplemented also with contents that enable more ef- local communities and their associations (Association public finance expenditure point to the legal, eco- planned changes within the framework of legislative objectives

objectives ficient work of inspectors. Appropriate competences of of Municipalities of Slovenia, the Association of Muni- nomic and efficient use of public funds with the procedure. tegic a tegic inspectors encompass not only technical skills and skills cipalities and Towns of Slovenia and the Association of purpose of managing risks which might prevent the a str

str that ensure a high level of specific knowledge, but also Urban Municipalities of Slovenia), representative profe- attainment of business goals of budget users, key

key

general skills referring to the work of inspectors (e.g. ssional associations of employers, chambers, business • analyses of the current situation, objectives and of

tion a understanding risks, approaches to encouraging harmo- representatives and expert and wider interested public. risks analyses of the work of inspection services. tion a lis lis a

nised work, understanding other areas of inspection so a tion a that inspectors would not issue recommendations whi- The following documents will be observed in par- When preparing materials, forming key strategic tion a er p er p

O ch are not harmonised with regulations in other areas, ticular when preparing proposals for changes and mo- objectives and amendments to legislation in the field O understanding business policy of entities subject to in- dernisation of inspection: of inspection, the ministry responsible for public ad- spection procedures, market activities, business logic of • reports of the Inspection Board92, ministration will include inspectors as well as line mi- entities subject to inspection procedures, special skills • reports of individual inspection services (e.g. report on nistries and expert public individuals, and particularly for resolving conflict situations). The performance in- the work of the inspection service for the civil servant experts in the field of administrative procedural law, dicators after modernisation of the inspection process system93, report of the labour inspectorate94 etc.), will also refer to the number of inspectors participating 95 Annual report of the Human Rights Ombudsman of the Republic of Slo- in different forms of training, whereby more attention 92 Annual report of the Inspection Board for 2013: http://www.mju.gov. venia for 2013 will have to be paid that all inspectors are informed si/fileadmin/mju.gov.si/pageuploads/JAVNA_UPRAVA/IJU/Inspekcijs- http://www.varuh-rs.si/publikacije-gradiva-izjave/letna-porocila-pripo- ki_svet/Letno_porocilo_IS_2013.pdf rocila-dz-odzivna-porocila-vlade/ about general contents and new items of legislation. 93 Report on the work of the IJS in 2013 http://www.mju.gov.si/fileadmin/ 96 Report of the Ministry of Finance, the Budget Supervision Office of the Furthermore, the proportion of inspectors participating mju.gov.si/pageuploads/JAVNA_UPRAVA/IJU/SV_porocilo_IJS_2013.pdf Republic of Slovenia, on implemented inspection procedures on the use in training for the acquisition of special knowledge will 94 Annual reports on the work of the Labour Inspectorate of the Republic of funds from the state budget between July and December 2013: of Slovenia http://www.unp.gov.si/fileadmin/unp.gov.si/pageuploads/inspekcija/ also have to be increased. http://www.id.gov.si/si/o_inspektoratu/javne_objave/letna_porocila/ POLLETNO_POROCILO_JULIJ-DECEMBER_2013-_KONCNO.pdf

130 131 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

d) Measures for achieving the target state By considering the scope of amendments and 6.7 Effective informatics, increased use of simplification of certain inspection procedures, which e-services and interoperability of information Table 15: Actions for achieving the target state for inspectors have hitherto not been implementing in pra- solutions modernisation of the inspection procedure ctice, the instructions and explanations for legal implementation of inspection procedures will have to be pre- “Effective informatics, increased use of e-servi- Source or assessment pared immediately after the amending act is adopted, ces, digitalisation and interoperability of informati- Target values of necessary financial Target Expected results Measures Indicator Holder for 2020 means/assessment and appropriate training will have to be ensured. on solutions” are encompassed in a special strategic of savings objective of the Strategy and particularly refer to Shorter and more Shorter inspection Drafting and adopting Higher average number of 10% Line ministries Introduction of an In cooperation with the Inspection Board, the central government. In addition to direct effects on objectives

efficient inspec- procedures; more the amendment to resolved inspection proce- and inspec- information system objectives

tion procedures implemented the Inspection Act, dures (cases) per inspector; tions, the for inspection bodies Ministry of Public Administration will regularly moni- central government, indirect positive impacts are also tegic

a with implemented inspection proce- which will observe higher average number of Inspection (a uniform e-point for tegic IT support which dures which focus the progress and resolved minor offence cases Board, MJU inspectorates) and tor the implementation of legislation, and regular re- anticipated on the entire public administration- (par a str

str enhances the trust on protection of quality in the field per inspector; upgrading of a point ports of individual inspection services will be included ticularly local self-government, public institutes and key

of the public in the public interest of inspection pro- of single contact key

of the supervisory principle cedures, and the Lower percentage of up to 10% Line ministries (PSC; see Chapter

in annual reports of individual inspectorates and in- agencies) whose business processes are linked with of role of the state implementation and successfully-resolved and inspec- 6.3.1) for the needs

tion and increases Reducing violations assessment of effects complaints in inspection tions, the of supervision, which a spections well as in the annual report of the Inspection central government. tion the protection of legislation by of the recast inspec- procedures; lower percent- Inspection will be financed from a lis lis a

of public interest entities subject tion legislation age of successfully-resolved Board, MJU EU funds Board in compliance with the current practice. a while observing to inspection Introduction of an requests for judicial pro- tion a a) Existing situation tion

the principles of while observing information system tection in minor offence a er p proportionality inspectors’ findings for inspection bodies proceedings er p

O Considering the fact that the reform of imple-

in already imple- (a uniform e-point for O mented inspection inspectorates) Assessment of implemented Line ministries menting inspection procedures also anticipates in- Slovenia already has rich and long-standing procedures inspection procedures in and inspec- Establishment of IT reports of the Inspection tions, the tervention in the method of inspectors’ work, i.e. in experience in introducing electronic commerce into Unburdening of support relating to Board, annual reports of Inspection inspectors, simpli- the upgrading of a inspection services, findings Board, MJU individual tools of administrative procedural law, we public administration. The first fundamental data fication of inspec- point of single contact and recommendations of estimate that reform in this field will be long-term. A records and links between them were established in tion procedures, (PSC; see Chapter the Human Rights Ombuds- enhancement of 6.3.1) for the needs man, which derive from an- time frame cannot be determined at this stage, par- the 1980s, and the first e-services portal for citizens inspection services of supervision nual reports and refer to the work of inspection services, ticularly due to the fact that strategic objectives and was established as early as in 2001. The following Unburdening of Establishment of IT and in reports of the Budget business entities support Supervision Office of the substantive solutions will first have to be harmonised years witnessed intensive developments in all fields, Republic of Slovenia with all stakeholders. and the Slovenian e-government also received seve- Increasing public Preparation and Verification of public satis- A survey MJU and the ral prominent awards at the EU as well as the global satisfaction relat- implementation of a faction relating to the work on the sat- Inspection 97 ing to the work of survey of inspection services isfaction of Board, level. The users may today select from a relatively inspection services clients will be inspections implemented at least once 97 E.g. UNPSA e-VEM 2019, IPP 2012, collecting data for e-Social Protection a year. 2013.

132 133 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

broad selection of high-quality electronic services98 Reasons for unfavourable and worrying trends • incomplete and unbalanced management of the fi- Public Administration (AN SREP) until 2015105. Though however, their application does not unfortunately re- are diverse: eld of digital security and privacy-related risks; it is a relevant and useful document, it is nevertheless ach the expected extent, which is why the potential, • dispersed, incoherent and incomplete coverage of • poor coverage of broadband communication somewhat outdated and needs to be adjusted to the enabled by the digital manner of business operations services in typical life situations (services are disper- channels to end users (simple and effective access current national and international contexts, whereby and communication, is not utilised sufficiently in the sed on different portals, incoherent functioning of to high-speed Internet for end users); different stakeholders within and outside public ad- sense of increasing efficiency of business operations institutions, certain phases are not digitalised); • poor general awareness and familiarisation with ministration must be observed, including its realisa- and improved suitability and adjustment to the needs • complicated use of e-services and digital channels e-services and poor competence of end of e-servi- tion in practice. In addition to the placement of this of end-users. Various benchmarks show that Slovenia for end-users (non-intuitive user interfaces, compli- ce application (awareness of the existence of digital field in the broader context of the Strategy for Public is increasingly lagging behind leading EU States in uti- cated use of digital certificates and electronic signa- communication and its possibilities, general level of Administration Development, concrete objectives objectives

objectives lising the potential of digitalisation. According to most tures, weak adjustment to mobile devices, ineffici- digital literacy in society, digital divide, low general and guidelines will have to be further determined in tegic a tegic indicators, Slovenia is currently in the EU average: ent user support); level of trust in the government). a detailed strategic document which will replace the a str

str • results of eGovernment benchmarking for 2014 pu- • inefficient organisation and discrepancy of ICT in pu- current SREP Strategy. key

key

of 99

blished by the EU , blic administration (poor comprehensive overview Decisions and recommendations of the EU Coun- of

tion 103 a • indicators of the attainment of the objectives of the of investments, projects and resources connected cil as of 23 and 24 October 2013 constitute impor- b) Target state tion a

lis 100 lis a

Digital Agenda for Europe , with ICT and their poor management, unconnected tant guidelines and initiatives for increased attention a

tion 101 a • OECD analysis Government at a Glance 2013 , functioning of individual sectors, duplication of de- to the digitalisation of operations and communicati- Citizens and companies are becoming more mobi- tion a er p 102 er p

O • the United Nations E-Government Survey 2014 . velopment and incoherence of solutions, poor har- ons. The ICT is not only an essential tool for attaining le and technologically advanced in their everyday lives O monisation with the actual needs of users); all the state’s set objectives, but also the enabler and and business operations. Electronic communication • poor utilisation of the concept of common horizon- driver of development. has become natural and service users expect that the tal building blocks and functionality concepts (tech- providers of public administration services will also nical and organisational problems); A strategic document, the Strategy on IT and utilise all possibilities enabled by modern technologies • insufficient level of digitalisation in internal busi- electronic services development and connection of and thus meet the needs of their users and offer them 98 Services are available on the uniform state portal of e-Government, 104 e-uprava.gov.si, and also on portals of other institutions, e.g. edavki. ness processes in public administration and insu- official records (SREP) from 2009 has already been useful and cost-efficient services. Service users view durs.si, ess.gov.si, http://portal.evs.gov.si/prijava ... fficient attention to digital competencies in public formulated for the field of state informatics with the the government as one of several providers. In the 99 https://ec.europa.eu/digital-agenda/en/news/eu-egovernment-report-2014-shows-usability-online-public-services-improving-not-fast administration; appertaining Action Plan on Electronic Commerce in global environment, governments compete with each 100 https://ec.europa.eu/digital-agenda/en/scoreboard/slovenia • insufficient utilisation of the potential of modern other for HR and business resources, also by means 101 http://www.oecd-ilibrary.org/governance/government-at-a- digital concepts in public administration: cloud 103 http://www.consilium.europa.eu/uedocs/cms_data/docs/pressdata/ glance-2013_gov_glance-2013-en en/ec/139197.pdf computing, mobile technologies, open data and 102 http://www.un.org/en/development/desa/publications/e-govern- 104 The SREP Strategy was adopted at the 34th regular session of the Gov- 105 The AN SREP Action Plan was adopted at the 76th regular session of ment-survey-2014.html data analytics, social networks etc.; ernment of the Republic of Slovenia on 2 July 2009. the Government of the Republic of Slovenia on 8 April 2010.

134 135 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

of providing competitive public administration servi- IT. New possibilities and potentials provided bymo- c) Development leader, key stakeholders, assumpti- nature (improved efficiency of functioning and utili- ces. While users’ expectations increase, the context in dern technological and organisational approaches ons and risk factors sation of resources). which public administrations provide their services to must also be utilised, among which the new gover- users changes even quicker. nment IT cloud infrastructure has particularly great The development leader is the Ministry of Public 1. Measures directed outwards to the users (easier potential. The improved situation in the field ofICT Administration or the Council of informatics develo- communication, increased use): The digitalisation of business processes may sig- in state administration will have important synerge- pment in state administration. The key stakeholders • unification and modernisation of entry points for nificantly contribute to the improvement of flexibility, tic effects also on the attainment of other strategic are the Government, line ministries and, indirectly, citizens and companies; portal consolidation (reli- connectivity and transparency of business processes objectives of the public administration and in the de- other public administration levels (public institutions, able information and simple e-procedures in one in public administration, and the increased utilisation velopment of information society in whole. local self-government communities) and end-users of place; prevention of duplication and improvement objectives

objectives of electronic channels lowers the costs for end-users e-services. The basic assumption is that the general of transparency of informing of users, attention to tegic a 106 tegic and service providers. Relating to the increasing li- Recently, several important strategic documents trend of digitalisation in society will continue, and that user needs; the concept of life events; systematic a str

str mitation of financial, HR and technical resources, all have been drafted pointing to the global trend in pu- state administration will have to constantly adjust to measuring of user satisfaction); key

key

available possibilities have to be found for improving blic administration development and the significance these circumstances with technical and organisational • establishment of a Single contact centre for state of

tion a the efficiency of their utilisation in attaining general of digitalisation in this context, e.g. the European Di- measures, as well as provide suitable funds, and deve- administration; tion a

lis 107 lis a • objectives of public administration: gital Agenda , European e-Government Action Plan lop the knowledge and skills of employees. As per past wider offer of comprehensively covered life events a

tion 108 a 1. improving the quality of citizens’ lives also by 2015 , OECD recommendations on digital gover- experiences, the main risk factors in attaining such (expansion of the ‘single-point-of-contact’ concept; tion a er p 109 er p

O improving communication and harmonisation with pu- nment strategies, etc.; these documents can ser- objectives are excessively frequent changes in key re- single access point; digitalisation of the entire pro- O blic administration using digital channels, ve as a helpful tool for future policies established by sponsible positions, excessively frequent reorganisati- cess from the beginning to the end; clear ownership 2. increasing competitiveness of the economy, countries willing to outline their future development ons and possible new political instability. and inter-ministerial cooperation; harmonisation also with by improved conditions for e-business, based on global guidelines and best practices. with the actual user needs and active participation 3. digitalisation and optimisation of internal d) Measures for achieving the target state of end-users in all development and implementati- operations for flexible, rational, efficient, transpa- on phases, including users with special needs, and rent and open public administration. Different measures regarding technical and or- optimisation of regulations if needed); ganisational levels are anticipated towards greater • simpler use of e-services and digital channels for A truly efficient level of public administration digitalisation of processes and communication in end-users (intuitive, standardised and user-frien- cannot be imagined without an efficient government public administration, which can be divided into two dly user interfaces; simple and safe use of digital 107 http://ec.europa.eu/digital-agenda/ main groups: the measures in the first group are di- identities and electronic signature; support for di- 108 http://www.epractice.eu/en/library/5269789 rected outwards to users (better and more accessible fferent mobile devices; efficient user support and 106 http://nio.gov.si/nio/asset/stroski+interakcij+med+drzavljani+in+uslu- 109 http://www.oecd.org/gov/public-innovation/recommendation-on-digi- zbenci+javne+uprave tal-government-strategies.htm services), while the other group is more internal in contact centre);

136 137 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

• improvement of technical mechanisms for publi- to project management and business analytics; pro- Table 16: Actions for achieving the target state for the shing useful and updated public sector open data motion of better harmonisation with the needs of effective informatics, increased use of e-services and (adjustments in original databases for better re- different external and internal shareholders in public interoperability of information solutions liability, regularity and automation of publishing; administration, and the exchange of best practices at

substantive improvement of semantic data intero- national and international levels); Source or assessment of perability – core vocabularies; location information; • increasing the level of digitalisation of internal bu- Target necessary fi- Target Expected results Measures Indicator values for Holder nancial means/ positioning in to global open data network – Linked siness processes in public administration and pro- 2020 assessment of Open Data); moting the development of digital competences in savings • facilitating improved coverage of broadband com- public administration (optimisation of processes; objectives

objectives munication channels (attainment of objectives of efficient electronic exchange of data; connectivity; Improving the quality Outwards: More and better life Number of 10 MJU EU funds

tegic of citizens’ lives better and events, particularly on comprehensively a tegic the Digital Agenda for Europe and objectives of the accessibility to documents, data, applications and also by improving more accessible e-government portal; covered life events; a str

communication and services, str national sector-specific strategy); other resources; support to digital working envi- harmonisation with increased use; simpler e-services and e-government 70% key

key public administration digital channels; services used by of

• informing users about e-services and the advanta- ronment and mobile way of working); of while using digital Inwards: citizens;

tion channels; improved improved mechanisms for a ges of digital communication; participation in the • improved utilisation of potential of modern digi- tion

efficiency of publication of open data; e-government 95% a lis lis a increasing functioning and services used by

acceleration of the development of an information tal concepts in public administration: cloud com- a competitiveness of the utilisation of informing of users, enterprises; tion a society; continuous education and promotion. puting, mobile technologies, open data and data economy, also with resources. education and promotion; tion a

er improved conditions of higher level of ICT number of common 15 p er p O analytics, big data, social networks etc. (priority: e-business; centralisation and more building blocks O 2. Measures of an internal nature (improved efficiency utmost utilisation of the potentials of the national efficient harmonisation; and fundamental digitalisation and digitalisation of data registers of functioning and utilisation of resources): cloud computing as a uniform ICT platform; signi- optimisation of internal processes, utilisation of functioning on the operations for flexible, modern digital concepts; government IT cloud • increased level of centralisation of ICT management ficant acceleration in publishing and use of public rational, efficient, development of digital infrastructure. transparent and open competence; in public administration and more efficient harmoni- sector open data; the emphasis is both on the tech- public administration. common building blocks sation (central management of projects, investments nical and organisational aspects); and functionalities; digital safety and privacy. and resources connected to ICT; optimisation of -or • promoting construction and use of common hori- ganisation and distribution of resources; harmoni- zontal building blocks and functionalities, and the sation on strategic, project and administrative le- introduction of international standards (adjustabili- vels; prioritisation and unification of development; ty, reliability, safety, long-term viability); central responsibility for horizontal functions and • comprehensive and more balanced management of interoperability; more integrated development; the field of digital security and privacy-related risks. application of uniform methodological approaches

138 139 7. Strategy realisation plan Public Administration 2020 – Public Administration Development Strategy 2015–2020

7. Strategy realisation plan gy and the activities deriving from it. The objective is to include as many proposals from all stakeholders as 7.1 Promotion and communication with possible, to ascertain their positions on certain issues stakeholders, implementation of the strategy and additional information on proposed contents. and holders of activities Good and clear presentation of concrete objecti- Unfortunately, public administration in Slovenia ves, guidelines, measures and clear and transparent does not enjoy a good reputation. The general and implementation of activities outlined in the Strategy particularly the business public are critical. Citizens will contribute significantly to the improved reputa- n refer to the uncompetitive business environment, tion of the functioning of the public administration a l p non-transparency and numerous administrative bar- and encourage the interested public to submit pro- tion riers which hinder their smooth operating, take up posals and comments to the competent bodies refer- a lis a

their time and impede their everyday obligations. ring to the improvement of regulations, procedures re

The Strategy for Slovenian Public Administration and legislation. tegy a tr

Development 2015–2020 is thus a key strategic do- S cument which will outline the development of the In accordance with the principles of drafting and Slovenian public administration for a longer period, preparing regulations arising from the Resolution on which is why different stakeholders must be infor- Legislative Regulation (adopted in November 2009) med accordingly about its content, i.e. the internal, and to obtain the opinion of a large number of stake- expert and external (wider) public. holders, the relevant ministry invited the expert and wider public to participate in the formation of the con- The objective of the public administration develo- tent of the Strategy. pment is to form a modern public administration, with the aid of different activities, projects and measures deriving from the Strategy, which will be professional, stable, effective, transparent and compliant with the principles of good management. It is nevertheless important that the expert and the wider public are informed as much as possible of the drafting of the Strate-

143 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

When Activity Stakeholders (participants and target group) Table 17: Activities during the preparation of the Strategy, September 2013-November 2014 June 2014 The Slovenian Press Agency: publication of an article on the Media, expert and wider public preparation of the Strategy and invitation to the public to submit opinions and proposals

When Activity Stakeholders (participants and target group) June, July, August 2014 The operational group received many proposals which it reviewed, The operational group for the preparation of studied and sensibly observed in the drafting of the contents and the Strategy September 2013 Appointment of the inter-ministerial working group for the action plans preparation of the Strategy May, June 2014 Active participation at workshops and round tables organised by Members of the operational group for the October 2013 Presentation of the preparation plan and process of the Strategy: OECD the European Commission and the OECD (exchange of experience preparation of the Strategy and knowledge between EU Member States on the preparation of n Dr Karmen Kern Pipan, Klaudija Koražija, Dr Gregor Virant “Starting n a l the Strategy) a p Points for the Process of Preparing “Strategy of Slovenian Public l

p Administration Development 2014–2020”, the Ministry of the Presentation of the process and basic contents for preparation of tion Interior, visit of the OECD representatives a tion

the Strategy: Dr Karmen Kern Pipan, Tadej Gabrijel, Sadra Seketin a lis lis a Lestan, MSc, Jelena Tabaković, Mateja Arko Košec: “Developing a a

re Sustainable Strategic Framework for Public Administration Reform December 2013–March 2014 Formation of starting points for the preparation of the Strategy and re its confirmation by the Strategic Council Slovenia: Starting Points and Outlines”, Brussels, the European

tegy Commission and the OECD, May 2014 a tegy a tr tr S

April 2014 Adoption of the Starting Points for the Preparation of the Strategy Government of the Republic of Slovenia; S for Further Development of Slovenian Public Administration 2014– press release forwarded to the public; June 2014 Presentation of the design, starting points and schedule for the Strategic Council of the working group for the 2020 by the Government of the Republic of Slovenia; publication informing of the wider public preparation of the Strategy to the Strategic Council of the working preparation of the Strategy of a press release on the adopted decision of the Government and group the publication of the news on the website of the MJU July 2014 Presentation of the process and basic contents for preparation OECD of the Strategy: Dr Karmen Kern Pipan, Tadej Gabrijel, Klaudija May 2014 Call to the expert public to submit opinion and proposals for the NGOs, associations, chambers, trade unions Koražija and Dr Gregor Virant: “Preparation Strategy for Further preparation of the Strategy – submitted the Starting Points for the Development of the Slovenian Public Administration 2014–2020”, Preparation of the Strategy for Further Development of Slovenian Ministry of Finance and the Ministry of the Interior, the OECD’s Public Administration 2014–2020 review of the functioning of public administration

May 2014 Expansion of the inter-ministerial working group for the preparation of the Strategy – presentation of the new members in the press release on the website of the MJU

May 2014 Publication of the Starting Points for the Preparation of Expert and wider public the Strategy for Further Development of Slovenian Public Administration 2014–2020 on the website of the MNZ, the STOP the bureaucracy portal and the national interoperability portal (NIO) with the invitation to submit opinions and proposals

144 145 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

When Activity Stakeholders (participants and target group) Table 18: Promotion and presentation of the Strategy, its objectives, measures and activities between December 2014 May–November 2014 Lectures at expert meetings, conferences, articles and publications Internal, expert and wider public and April 2015 in specialist magazines; publication also in the website of the MJU

Seminar for acquiring additional knowledge in the field of strategic planning and quality management in public administration entitled In-depth training on enhancing institutional capacity and efficient When Activity Organiser Participants and target group public administration and the CAF model (Common Assessment Framework), September 2014; December 2014– Public discussion of the Strategy for Slovenian Public MJU All stakeholders: Dr Karmen Kern Pipan and Mateja Arko Košec, “Key points of the January 2015 Administration Development 2015–2020 expert public: representatives of Preparation Strategy for Further Development of the Slovenian including: NGOs, trade unions representing the Public Administration 2014–2020 in light of rising effectiveness and public sector, associations, chambers n performance of administrative bodies and the CAF model”, the 6th n a inter-ministerial discussion on the draft Strategy between l a p Days of Administrative Units, Tacen, September 2014; l

the ministries and the confirmation of the Strategy by the p Strategic Council, tion Mateja Arko Košec and Dr Karmen Kern Pipan, “New version of a tion the CAF model 2013 and self-assessment for rising effectiveness a lis invitation to the expert and wider public to submit ministries and the Strategic Council lis a

of performance in public administration”, the 21st days of opinions and proposals for the drafting of the Strategy a re

Slovenian Administration, the University of Ljubljana, the Faculty of re

Administration, Ljubljana, Proceedings of Studies, September 2014;

tegy publication of the press release and informing of the media a tegy a tr

Dr Karmen Kern Pipan, Mojca Ramšak Pešec, Mateja Prešern, tr S MSc, Dr Polonca Blaznik, Matija Kodra, “Fundamental emphases, January 2015 Presentation of the draft Strategy to the Officials’ Council MJU Members of the Officials’ Council S challenges and opportunities of further development of the and representatives of the MJU Slovenian public administration in light of topical European development perspectives”, the 21st days of Slovenian Administration, the University of Ljubljana, the Faculty of January 2015 Presentation of the draft Strategy to coalition deputies MJU and Coalition deputies in the National Administration, Ljubljana, Proceedings of Studies, September 2014; the National Assembly, the Minister, the State Assembly Secretary, the proposal drafters of the MJU Mateja Arko Košec and Dr Karmen Kern Pipan, “Challenges and opportunities of the quality system management in light of the new development strategy of public administration”, the 23rd January 2015 Presentation of the draft Strategy to media representatives MJU The Minister, the State Secretary, the Conference of the Slovenian Association for Quality and Excellence, media, the proposal drafters Portorož, November 2014; Detailed presentation of the content and schedule of activities and measures included in the Strategy – briefing Dr Karmen Kern Pipan, “Administrative Capacity Building in Europe and the Contribution of CAF: Lessons Learned from Member States”, the 6th International Conference “Impact and Results with February 2015 Presentation of the draft Strategy to business GZS and MJU Representatives of the GZS, the CAF”, Rome, November 2014. representatives Minister, the State Secretary, the proposal drafters

November 2014 Confirmation of the first proposed draft Strategy by the Strategic MJU Council February 2015 Presentation of the draft Strategy to trade union MJU MJU, trade union representatives representatives

146 147 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

When Activity Organiser Participants and target group When Activity Organiser Participants and target group

February 2015 Presentation of the draft Strategy to NGO representatives MJU Representatives of NGOs, the State October 2014–January Lectures, articles, publications in specialist magazines, MJU Expert and wider public (CNVOS) Secretary, the proposal drafters 2015 presentation of best practices;

working meeting with the representatives of the European February 2015 Presentation of the draft Strategy to state secretaries of MJU State secretaries of the Government Commission in Brussels on the upgrade of the draft Strategy other ministries of the Republic of Slovenia and for Slovenian Public Administration Development 2015– representatives of the MJU 2020 and the preparation of the operational programme from the viewpoint of preparing measures and indicators March 2015 Confirmation of the final draft Strategy by the Strategic MJU Members of the Strategic Council – participation of the representatives of the operational Council working group for drafting the Strategy; n n a Conference of the Slovenian Association for Quality and SZKO l a p April 2015 Inter-ministerial reconsideration of the draft Strategy MJU ministries and government offices l

Excellence (SZKO); Dr Karmen Kern Pipan, Mateja Arko p between ministries Košec: “Challenges and opportunities of the quality system tion a management in light of the new development strategy of tion a

lis public administration”; lis a April 2015 Confirmation of the draft Strategy for Slovenian Public Government of Government and expert public a re

Administration Development 2015–2020 at the session the Republic of re

active participation of representatives of the MJU at the of the Government of the Republic of Slovenia and Slovenia international conference, the 6th European CAF Users tegy a publication, informing, promotion and preparation of two- tegy

Event; presentation of experience and best practices on the a

tr year action plans of measures tr S application of the CAF model in Slovenia; S

April 2015 Press conference following the session of the Government Government Media and wider public presentation of the drafting Strategy for Public of the Republic of Slovenia – presentation of the Strategy, Communication Administration Development in Strasbourg at the meeting its purpose and objectives; publication of a press release Office of the of the European Committee on Democracy and Governance on the confirmation of the Strategy on the website of Republic of at the Council of Europe; the Government and the MJU, and on the STOP the Slovenia bureaucracy portal active participation in the discussion and presentation of plans for improving the functioning of public administration by means of its modernisation and renovation within the framework of the European Public Administration Network (EUPAN) in Rome.

148 149 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

By promoting the Strategy for Slovenian Public 7.2 Monitoring and evaluating the implementation sis for the preparation of a web application for monito- Administration Development 2015–2020 by means of of the Strategy ring the realisation of action measures of the Strategy. different types of communication tools, the public will be certain that public administration is being develo- Individual holders implementing the necessary Monitoring the implementation of the Strate- ped into a modern and efficient service whose main activities will be responsible for the attainment of gy for Slovenian Public Administration Development objective is to become a partner to its users. The goal strategic objectives and will conduct control over the 2015–2020 and the set objectives and measures will of public administration is to reduce the operation co- performed work in their respective fields. The rele- take place via the web application for monitoring the sts, increase efficiency, and particularly, improve the vant bodies must constantly strive to reduce burea- realisation of action measures of the Strategy, by me- quality of services intended for citizens. Once the pu- ucratic barriers, search for quick solutions with the ans of which individual holders will report on their n n a l blic believes in this message and accepts it to be true, use of modern technologies and involve users in the progress twice a year (at half year and the end of the a p l

p then public administration will enjoy an increased re- enforcement of their rights and interests. The pro- calendar year). A special operational working group tion a tion a

lis putation in the eyes of its users. cedures imposed by administrative bodies will need will be appointed which will include holders – admi- lis a a re

to be fast and effective and resolved within legally nistrators for the implementation of actions necessary re

tegy a determined deadlines. for supporting continuous progress of set objectives. tegy a tr tr S S Individual responsibility for actions in complian- The report on the implementation of measures ce with the set standards will need to be established will be discussed and confirmed twice a year by the already at the lowest level which is the closest to the Strategic Council led by the minister responsible for user. The purpose of determining standards in public public administration and composed of the members administration is that the first step in the continuous of the Strategic Council participating in the working improvement of public administration operations is group, which prepared the Strategy for Slovenian Pu- directed towards the rational application of funds and blic Administration Development 2015–2020. the achievement of user satisfaction. The purpose of operations of the Strategic Coun- Monitoring and evaluating the implementation of cil is to evaluate work according to individual strategic the Strategy are of key importance which is why the objectives, confirm the plans for further realisation Better Regulation, Administrative Processes and Quali- of the Strategy and submit periodical half-yearly and ty Service of the Ministry of Public Administration will annual reports for discussion to the Government of prepare a uniform concept which will serve as the ba- the Republic of Slovenia.

150 151 8. Risk factors for realisation of the Strategy Public Administration 2020 – Public Administration Development Strategy 2015–2020

8. Risk factors for realisation of the • unwillingness to implement reform measures for Strategy the elimination of administrative barriers and to carry out deregulation procedures, Important risk factors for the realisation of set • excessive dependence on external providers and strategic objectives are: partners, resulting in possible disturbances with • political instability and frequent changes of the Go- the external partner which may threaten the coun- vernment and ministers which hinder consistency try’s ability to provide effective, stable and reliable of the vision, the realisation of priority objectives, public administration services, tegy a

the Strategy and implementation of measures, • lack of awareness on the necessity of measuring tr S

• poor economic and financial conditions in the cou- performance, efficiency of operations and the use the

of ntry and thus a related lack of financial resources, of resources,

• • tion low political culture and the lack of political will for impact of politics on HR management and the ope- a lis

the re-organisation of important fields in the coun- rations of public administration, which may under- a re try which are in need of radical reform, mine the country’s reputation, for

• inability and indecisiveness when adopting impor- • professionalisation of the administration with ctors a

tant strategic decisions and a failure to take perso- all moral and ethical standards of civil servants f

nal responsibility, and their competences as a value is insufficiently isk R • non-recognition of the importance of necessary recognised or insufficiently observed, reforms and thus related insufficient allocation of • insufficient support for professional competences financial and HR resources necessary for abre- and staffing relating to the requirements of work akthrough and systemic development, processes and organisational objectives, • unwillingness of public administration institutions • lack of consistency in the institutional framework for the realisation of changes and opposition of (changes at ministries, institutions) and thus the certain competent bodies to the simplification of lack of financial means due to increased costs and administrative procedures, the lack of control of organisational issues. • general poor trust of citizens in state administration, • long-term realisation or non-realisation of proposals and incentives resulting in increased distrust in the functioning of public administration,

155 9. Sources and bibliography Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

9. Sources and bibliography

• (2013). CPI. Corruption Perceptions Index 2013. Transparency International. Extracted on 17 July 2014 from • (2014). IMD. International Institute for Management Development. Extracted on 17 July 2014 from http:// http://cpi.transparency.org/cpi2013/results/ www.imd.org/news/World-Competitiveness-2013.cfm • (2014). CSR. Recommendation of the European Commission on Council Recommendation on Slovenia’s 2014 -Na • (2014). IPSNRSU, Starting Points for the Preparation of the Strategy for Further Development of Slovenian tional Reform Programme and Council opinion on Slovenia’s 2014 Stability Programme. Extracted on 16 July 2014 Public Administration 2014–2020 (fundamental strategic framework, concept and guideline). Extracted on 5 from http://ec.europa.eu/europe2020/making-it-happen/country-specific-recommendations/index_en.htm July 2014 from http://www.mnz.gov.si/fileadmin/mnz.gov.si/pageuploads/SOJ/2014/140424_izhodisca_stra- • (2010). DAE. Digital Agenda for Europe, European Commission. Extracted on 17 July 2014 from http://ec.euro- tegija_razvoja_javna_uprava.doc pa.eu/digital-agenda/digital-agenda-europe • (2013). MNZ. Ministry of the Interior, Common assessment framework for organisations in the public sector; hy

• (2011). ECFDTH. European Commission for Democracy Through Law (Venice Commission), Stocktaking on the How to improve an organisation with self-assessment, Ljubljana. hy ap ap Notions of “Good governance” and “Good Administration”, European Commission. Strasbourg. • (2011). OECD Public Governance Reviews: Slovenia, Review of the Public Sector Salary System. Paris: OECD.

bibliogr • •

(2013). ECTIRPABEG. The European Commission takes initiative to reform public administration and boost (2012). OECD. OECD’s review of public administration in the Republic of Slovenia; Slovenia: Towards a Strategic bibliogr

nd nd a

economic growth. European Commission. Extracted on 17 July 2014 from http://europa.eu/rapid/press-relea- and Efficient State. Extracted on 10 July 2014 from http://www.mp.gov.si/fileadmin/mp.gov.si/pageuploads/ a

se_MEMO-13-935_en.htm mp.gov.si/novice/2012/junij/120622_priporocila_OECD_slo_version_za_splet.pdf ources ources S

• (2014). EDBZPODK. Single document to enable better regulation and business environment and increase competi- • (2013). OECD. OECD Principles on Digital Government Strategies, OECD. Extracted on 10 July 2014 from https:// S tiveness. The second report on the realisation of measures from the single document to enable better regulation nio.gov.si/nio/asset/oecd+strateska+nacela+digitalnega+upravljanja and business environment and increase competitiveness. Ministry of the Interior. Extracted on 24 July 2014 from • (2013). QPA. Quality of Public Administration. European Commission. Extracted on 20 July 2014 from http:// • http://www.stopbirokraciji.si/fileadmin/user_upload/mju/Boljsi_predpisi/Publikacije/2._POROCILO_ED_ju- ec.europa.eu/europe2020/pdf/themes/34_quality_of_public_administration_02.pdf lij_2014.pdf • (2012). SSKPSPPS. Opinion of Commission Services on the development of the Partnership Agreement and • (2013). MIRS. The EFQM Excellence Model. Ljubljana. Programmes for the period 2014-2020 in Slovenia, European Commission. Extracted on 17 July 2014 from • (2012). EIPA. European Institute for Public Administration, The Common Assessment Framework (CAF), Impro- http://ec.europa.eu/regional_policy/what/future/pdf/partnership/sl_position_paper_sl.pdf ving Public Organisations through Self-Assessment, Maastricht. • (2009). SREP. Strategy for the Development of Electronic Commerce and the Exchange of Information from • (2010). eGovAP. European eGovernment Action Plan, European Commission. Extracted on 17 July 2014 from Official Records, MJU. Extracted on 17 July 2014 from https://nio.gov.si/nio/asset/strategija+razvoja+elek- http://ec.europa.eu/digital-agenda/en/european-egovernment-action-plan-2011-2015 tronskega+poslovanja+ter+izmenjave+podatkov+iz+uradnih+evidenc+srep-352

158 159 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Appendix 1: Glossary ments. Because it is difficult to establish what might Single document to enable better regulation and busi- management authorities of public bodies, within which indeed be deemed the best, the majority of organisa- ness environment and increase competitiveness: is a inspections operate, or persons on whom the heads or Deconcentration (or administrative decentralisation): tions use the expression “good practice”. The methods commitment of the Government of the Republic of Slo- management authorities have conferred authorisations. when state authorities are organised territorially and of establishing good practice outside the organisation venia with concrete definitions of measures, proposals of The tasks of the Inspection Board are related to the atta- these units have no regulatory or other jurisdiction, may include a comparison with other organisations or solutions, holders and deadlines for realisation. inment of increased efficiency and harmonisation of in- except for the implementation of regulations adopted external learning. spection operations. by the parliament and government, we speak about EMMS – Common methodology for measuring costs of deconcentration or administrative decentralisation. State authority: a body of state administration or regulation (CMMC): the methodology adopted on the Public administration: social subsystem with two key Such cases are administrative units, tax administrations, another state authority. basis of the international methodology (SCM methodo- functions: expert participation in the preparation of pu- police directorates and similar. logy), which was adopted in all Member States for the blic policies and direct implementation of the adopted ry ry a State administration: is part of the executive branch of simplification of procedure of quantitative assessment policies. Public administration is composed of state ad- a loss loss G

Stakeholder: a person, group or organisation with a power in the Republic of Slovenia performing admini- of administrative costs which are imposed on companies ministration, municipal administrations and holders of G 1: direct or indirect share or interest in the organisation strative tasks. Administrative tasks are implemented by (and others) by state (or local) regulations. public authorisations. 1: endix endix

pp whereby it may influence the organisation or the- or the government, ministries, their affiliated bodies and pp A ganisation may have an influence on it. Examples of administrative units. Entries: are conditions which a society or an entrepre- Public interest: is a broader social benefit and is encom- A external stakeholders are clients, suppliers, partners, neur have to meet before they can start implementing a passed in sector-specific acts and other regulations and it governmental organisations and representatives of Other state authority: the National Assembly, the Nati- certain activity or occupation. also serves private interest. Inspectors perform the tasks communities or societies; examples of internal- stake onal Council, the Constitutional Court, the Court of Au- of inspection procedures in order to protect public inte- holders are employees or groups of employees. dit, the Human Rights Ombudsman, judicial authority Inspection or inspection procedure: inspection is su- rest and the interest of legal entities and natural persons. and other state authorities which are not state admini- pervision over the implementation or compliance with Workplace: is the smallest organisational unit of an stration authorities. acts and other regulations. An inspection is conducted Public sector: is composed of state authorities and ad- authority. by inspectors as officials with special authorisations and ministrations of self-governing local communities, public Other conditions for activities: are conditions which a responsibilities. agencies, public funds, public institutes and public utility Job performance bonus: is a part of the salary that a business entity or an individual must fulfil during the institutes, and other public law entities which are direct civil servant and an official may receive for successfully implementation of activities and which are not subject Inspection Board: the Inspection Board is a perma- users of the state budget or local community budgets. performed above-average work in a certain period. of special conditions or the so-called entry conditions nent inter-ministerial working body led by the minister for the commencement of activities. responsible for administration who can also appoint Civil servant: an individual who concludes an Good or best practice: the best approaches, policies, another person as its head. The members of the Inspecti- employment relationship in the public sector. Officials in processes or methods leading to exceptional achieve- on Board are chief inspectors and heads of authorities or

160 161 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

state authorities and local community authorities are not Salary: is comprised of a basic salary, a variable part for Regulatory Impact Analysis: the RIA is a well-known and Territorial organisation of administration: is an organi- civil servants. work performance and benefits. established analysis of regulatory impacts and denotes a sation of state authorities at the territorially lower level special procedure for verifying the effects of regulations providing state administration services to citizens. These Competences: all abilities of applying knowledge and Salary system: the salary system of officials and civil ser- on society and provides a systematic form of assessment units have no regulatory or other jurisdiction, except for other skills necessary for successful and effective imple- vants in the public sector, including the rules for their de- of different effects of regulations. the implementation of regulations adopted by the parli- mentation of a certain task and work, or participation in termining, calculating and payment, and regulations for ament and the government (deconcentration or admini- the business process, in compliance with the standards determining the extent of funds earmarked for salaries. Self-governing local communities: are municipalities strative decentralisation). Such cases are administrative of job performance. Competences include knowledge, and regions. Municipalities are a fundamental level of units, tax administrations, police directorates and similar. skills, dexterity, personal and behavioural characteristics, Position: workplace with managerial authorisations and local-self government. A region is a self-governing local beliefs, values, self-image etc. responsibilities. community implementing local affairs of broader signi- Official: civil servants conducting public tasks within the ry ry a ficance and matters of regional importance determined authority, i.e. the tasks which are directly connected with a loss loss G

Competency model: is a tool for human resource mana- Head: a person directing the work of a state authority or by law. exercising official authority or the protection of public G 1: gement. a local community administration; the head of a ministry interest. 1: endix endix

pp is a minister, and the head of a municipal administration Job classification: is an act determining workplaces ne- pp A Small and medium-sized enterprises (SME) test: is an is a mayor. cessary for the implementation of tasks of a body with Vision: description of what an organisation strives to A impact assessment of the proposed regulation on the a description of conditions and tasks for an individual achieve in the long-term. This is supposed to be a clear economy, particularly on micro, small and medium-sized Approach: a comprehensive means of making something workplace. guideline for the selection of the present and future co- enterprises. happen; it is composed of processes and structured acts urse of activities; together with the mission, it serves as within principles and policies. Strategy: is a high-level plan describing the tactics by the basis for the strategy and policy. State administration body: is a ministry, a body within which an organisation intends to achieve its mission and a ministry, a government service and an administrative Process: a selection of activities impacting one another vision which are then transformed into harmonised stra- Values: include a philosophy or the principles of functio- unit. since the exit from one becomes an entry into another. tegic plans and objectives reflecting what the organisati- ning which direct internal conduct of an organisation, in- The processes give value by being transformed from exits on must do. cluding its relations with the external world. Values give Basic salary: is part of the salary received by a civil ser- into entries during their application. employees directions as to what is good or desired and vant or an official at an individual workplace or function Professional competences: include professional what is not. They have a strong impact on the behaviour for work implemented during full-time working hours Professionalism: the term professionalism is not a static, knowledge and personal skills for implementing work. of individuals and teams, and are used as broad guideli- and for the results expected in an individual month. Pro- but a dynamic category, because it responds to the chan- Professional knowledge includes education, functional nes in all positions. motion of a civil servant or official is also counted in the ges in society. It denotes proficiency, quality of work and knowledge and expertise. basic salary. responsible approach to work which also includes ethics.

162 163 Public Administration 2020 – Public Administration Development Strategy 2015–2020

Appendix 2: List of abbreviations

RS Republic of Slovenia SVRK Government Office for Development and MJU Ministry of Public Administration European Cohesion Policy MDDSZ Ministry of Labour, Family, Social Affairs UE Administrative Unit and Equal Opportunities UMAR Institution of Macroeconomic Analysis MIZŠ Ministry of Education, Science and Sport and Development MNZ Ministry of the Interior SVZ Office for Legislation of the Government MF Ministry of Finance of the Republic of Slovenia tions a MP Ministry of Justice KPK Commission for the Prevention of Cor-

bbrevi MZZ Ministry of Foreign Affairs ruption a

MOP Ministry of the Environment and Spatial IP Information Commissioner ist

L Planning GZS Chamber of Commerce and Industry of

2: MGRT Ministry of Economic Development and Slovenia

endix Technology SOS Association of Municipalities and Towns pp A MORS Ministry of Defence of Slovenia MZ Ministry of Health ZOS Association of Municipalities of Slovenia MI Ministry of Infrastructure NGO Non-governmental Organisation MK Ministry of Culture CNVOS Centre for Information Service, Co-opera- EU European Union tion and Development of NGOs SZKO Slovenian Association for Quality and HRM Human Resources Management Excellence MKGP Ministry of Agriculture, Forestry and Food GSV Secretariat-General of the Government OECD Organisation for Economic Cooperation of the Republic of Slovenia and Development

164 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

To support the Public Administration Development The rule of law – we respect the legislative fra- Our key strategic objectives for the attainment of Strategy 2015–2020, no. 01000-9/2014/11 from the mework and enforce it in an unbiased manner, and which we act in accordance with the adopted Public 29 of April 2015, the Government of the Republic of ensure complete protection of human rights, as well Administration Development Strategy 2015–2020 and Slovenia hereby adopts as strive to achieve a harmonised operation of, and measures included in action plans such as: cooperation between, the executive, legislative and Modern public administration progress judicial branch. In our work, we strive to spread best responsive, effective and efficient operation- ofuser

olicy practice. -oriented public administration; efficient use of hu- olicy p and quality policy p

lity man, financial, spatial, environmental and energy re- lity a a qu qu

Civil servants are driven by the needs of stakeholders Cooperation, fairness and inclusion – we co- sources; responsible, open and transparent operation nd nd a a and administrative service users, principles and values operate with all stakeholders in a fair and organised of public administration; zero tolerance to corrupti- of law, and the rule of law, professionalism, cooperati- manner, inform them and include them in processes on and enhancement of integrity; professionalism rogress rogress p p

on, transparency, integrity and corruption prevention, by including all key stakeholders, especially the most and development of professional competence and

tion responsiveness and user-orientation, inclusion, fair- vulnerable groups. We act in an ethical, professional, employee innovation; the system of flexible manage- tion a a ness, innovation, success and optimal use of resources, rational, responsible and independent manner wit- ment of employees using mechanisms of responsibili-

dministr and act in a lawful, independent, politically neutral, hin statutory and reasonable time limits. ty, and the upgrading of the salary system with motiva- dministr a a

professional, unbiased, transparent, ethical and re- tion mechanisms; the modernisation of administrative ublic ublic p p sponsible manner. Consensus orientation – by harmonising various in- procedural law and the inspection system; improving

odern terests in society, we achieve a broad consensus about quality systems, programme planning, operation re- odern M The basic values in our daily actions are: what is in the broadest interest of the whole commu- view, measurable objectives and process indicators; M nity and how to achieve that. We have a long-term improving legislation, reducting legislative burdens, Responsibility – we are responsible to all stakehol- sustainable development perspective. assessing impacts, and including key stakeholders, ef- ders affected by our decisions or actions. Responsibili- ficient informatics, increased use of e-services, digita- ty is enforced through transparent actions, the rule of Innovativeness, effectiveness and efficiency – we lisation and interoperability of information solutions. law, and with cooperation, fairness and inclusion. use modern tools and modern quality management systems; we are innovative and constantly improve Transparency – we ensure that our actions are public processes to attain excellent results which correspond and open, making the consumption of public funds, to the needs of society and to public interest through Dr Miroslav Cerar the adoption of regulations, the conclusion of contra- the optimal use of all resources. President cts and hiring in public administration transparent.

166 167 Public Administration 2020 – Public Administration Development Strategy 2015–2020 Public Administration 2020 – Public Administration Development Strategy 2015–2020

The process of preparing the Public

administration development strategy 2015-

ting 2020 and an indication of the participating ting pa pa rtici rtici pa pa

Acceptance of the development strategy of the to 30.6.2014. We received helpful suggestions, which ation of this document, the Ministry of public admi- Lidija Apohal Vučković, mag. Urška Skok Klima, Sašo the the public administration was essential to improve and vas reasonably taken into account in the further pro- nistration is particularly grateful to the heads of ope- Matas, Stane Cvelbar, Petra Aleksandra Marolt Vajda, of of modernize its operations, contributed to a better en- cess of drafting and actions. The Government has 24. rational working groups, dr. Karmen Kern Pipan and mag. Lado Bradač, mag. Danilo Jamer, Andrejka Grlić, tion tion a vironment for citizens and the economy and raising 4. 2014 adopted the “Basis of preparation of the Stra- members of the Strategic Council: prof. dr. Janez Sta- mag. Simon Starček, Zdenka Bajuk, mag. Nina Hadži- a indic indic

n social prosperity and competitiveness of the entire co- tegy of further development of the Slovenian public re, prof. dr. Marko Ferjan, prof. dr. Borut Rusjan, mag. mulić, Dušanka Kotnik, Alenka Marovt, Katja Lautar, n a a

nd untry. The existence of the Public administration deve- administration 2014- 2020” and accepted the decision Alenka Avberšek, mag. Tomislav Nemec, Darko Stare, Miha Bizant, Samo Logar, Jure Leben, dr. Jurij Žurej, nd a a lopment strategy also means one of the preconditions to draw up a proposal “Strategy for the further deve- Andrej Engelman, mag. Irena Roštan, Aleš Cantarutti, Andreja Lang, Primož Štrancar, Kristina Kotnik Šumah, to meet the 11 thematic objective, in the context of lopment of the Slovenian public administration from mag. Dušan Pšeničnik, Matevž Hribernik, Mateja So- Natalija Drnovšek, Majda de Gleria, Lucija Remec, Pe-

2015-2020 programming for the new financial period, which Slo- 2014 to 2020” and determined the Ministry of Inte- tler Štor, Goran Forbici, Renato Golob, mag. Janko tra Brus, Ika Vozelj, Ernest Mencigar, Darko Bukovinski 2015-2020

tegy venia must fulfill (ex-ante conditionalities) in the con- rior as the holder of preparation of this document. In Burgar, Dejan Levanič, mag. Domen Bizjak, dr. Roman and Tanja Wondra. Draft materials Public administra- tegy a a str str

text of the requirements of the European Commission. accordance with the Government of the Republic of Lavtar, Mojca Ramšak Pešec, Štefka Korade Purg, mag. tion development strategy 2015-2020 has been deve- On the Ministry of the Interior was in September 2013 Slovenia (Official Gazette of RS, No. 24/05 - official con- Jurij Bertok and operational working group members: loped with the support of and in collaboration with ment ment p p by decision of the appointed working group for the solidated text, 109/08, 38/10-ZUKN, 8/12, 21/2013, Mateja Arko Košec, Marko Aškerc, Nina Langerholc the European Commission for what it is at this point develo develo preparation of the Public administration development 47/13-ZDU-1G and 65/14) in September 2014 the Mi- Čebokli, Jerca Rupert, mag. Branko Vidič, mag. Silvija it delivered thanks. The present document has been tion tion

a strategy from 2014 to 2020, led by the strategic co- nistry of Public Administration (MPA) took over from Drašler, Mojca Reinhardt, Jožica Kraljič, mag. Natalija in the public debate from 23. 12. 2014 to 18. 2. 2015. a uncil, under the leadership of prof. dr. Gregor Virant the Ministry of the Interior tasks in the field of public Sajevec Plavčak, Barbara Koželj Sladič, mag. Nina Legat We received valuable comments and most of them

dministr and deputy mag. Renata Zatler and operational wor- administration and the Government of the Republic of Čož, mag. Sandra Seketin Lestan, Tatjana Verli Goren- were taken into account in the final version of the dministr a a

king group under the leadership of dr. Karmen Kern Slovenia, the Ministry of Public Administration was de- šek, mag. Darja Drnovšek, Iztok Hrovat, Vera Hrovatin, document. The Government has at its meeting of 29 ublic ublic

P Pipan. The members of the Strategic Council, who par- termined as the carrier of preparation and coordina- Tadej Gabrijel, dr. Polonca Blaznik, Polona Kobal, dr. April 2015, adopted the Public administration deve- P the the ticipated in the preparation of the starting points of tion of the proposal strategy of further development Alenka Žužek Nemec, Matija Kodra, Slavko Patekar, lopment strategy from 2015 to 2020, and at the same ring ring

pa the document were: prof. dr. Janez Stare, mag. Alenka of the Slovenian public administration from 2014 to mag. Matjaž Remic, mag. Mojca Gregorič, Žiga Pavšič, time is also the certificate The policy of progress and pa re re p p Avberšek, mag. Tomislav Nemec, prof. dr. Polona Ko- 2020. Public Administration minister Boris Koprivnikar Vesna Gajšek, Martina Kuliš Potokar, Urška Starc, Vanja quality of modern public administration, consisting of of vač, Štefka Korade Purg in mag. Franci Klužer. Draft in October 2014 took over active management of the Režonja Utenkar, mag. Mateja Jaklič, Jelena Tabaković, of the fundamental values and principles of public

rocess platform Public administration development strategy Strategic Council and the Working Group, his deputy mag. Jurij Mezek, Klaudija Koražija, mag. Mateja Pre- administration, focused on the progress and quality. rocess p p

he 2015-2020 was in the public debate from 28.5.2014 was mag. Renata Zatler, secretary of state. For the cre- šern, Urška Gorenc, Mateja Peterca, Alenka Pšeničnik, he T T

168 169

Intended for: citizens business entities public employees

Objectives: Services high-quality, prompt and accessible Information clear and simple Employees friendly, professional, motivated, goal-oriented and having high ethical standards

Public Administration 2020 Public Administration Development Strategy 2015–2020