Izabela Najda – Jędrzejewska e-mail: izabela.najda-jedrzejewska@kprm.gov.pl
tel.: +48 22 694 63 01

Institutional and administrative capacity building in Poland
– an overview
• Pre – accession
• beneficiary of PHARE Programme since 1997
• Early accession
•
Completion of Phare projects
•
Transition Facility
– 3 allocations: 2004, 2005, 2006
•
National Development Plan 2004-2006: Sectoral Operational Programme
–
Human Resources Development => Strengthening administrative capacity
• 2007 – now
•
National Cohesion Strategy 2007-2013
– 1 st horizontal objective: Improving the functioning standard of public institutions and development of partnership mechanisms
• Comprehensive strategic approach to IAC – Efficient State 2020
• re 1997: Training needs assessment and European Training

2007-2013
National Cohesion Strategy
Infrastructure
And
Environment
Innovative
Economy
Human
Capital
6 strategic goals including:
Goal 5. : Enhancing the potential of public administration as regards development of law and policies and providing high quality services, and strengthening partnership mechanisms
10 priorities including:
Priority V: Good
Governance
Development of Eastern
Poland
Technical
Assistance
Regional
Operational
Programmes

2007-2013
National Cohesion Strategy
– HC OP latest results
1
0,5
0
0,77 0,82
0,95 0,99 0,94 0,96
2007 2008 2009 2010 2011 2012
5,00
0,00
4,20 4,6 5 5,3 5,5 5,8 6
2007 2008 2009 2010 2011 2012 2013 n/a
2013
Regulatory Quality
Corruption perception index
1,20%
0,60%
0,00%
0,62% 0,68% 0,67% 0,67%
0,39% 0,29% 0,29%
2007 2008 2009 2010 2011 2012 2013
Development of cooperation

2007-2013
National Cohesion Strategy
– in practice: Civil Service Department CPM
Completed and ongoing projects:
• Civil Service
Human Resources Management Strategy
• Improved Management in Government Administration – Public Management Academy, stage II
• Improving the Quality of Decision-Making Processes in Government Administration by Using the Potential of the
Scientific and Expert Communities
• Psycho-Social and Specialised Training for Tax Administration Staff
• Training for Persons Appointed to State’s High-Ranking Officials from the State Staffing Pool
• Training Needs Study and Analysis , Development of an Action Plan (Training Strategy) for the Public Service in
2008
–2010, and Training Delivery
• Developing a Concept for a System of
Job Descriptions and Job Evaluation of State’s High-Ranking
Officials Interlinked with the Remuneration System
• Improving Management Capacity in Government Administration Offices
• Job Evaluation and Changes in the
Remuneration System in the Government Administration
•
Customer in the Centre of Administration’s Focus
• Training Strategy Implementation
• Modernisation of Management Systems and Increasing Staff Competencies by Implementing Solutions Focused on Improving the Management Processes in Government Administration
•
Processes , goals, competencies
– integrated office management
• Improving management standards in the government administration
• Supporting the tax administration reform
• Improving analytical potential of public administration
By the end 2015: 58 000 employees involved; 21 000 000 EURO spent

• need for better coordination on PAR
• streamlining the implementation structure ensures clear division of responsibilities and greater accountability of institutions involved
• in-house expertise in managing authorities helps better understand the projects
• better recognition/assessment of needs provides better definition of results
• need to avoid fragmentation of investments
• need for more e-government
• need for more customer/business focused activities

• crucial importance of top management support
• good planning also supported by external expertise – essential success factor
• more focus on qualitative criteria in public procurement process
• make use of standard/recognised project management tools
• need for project ownership among all units involved in project implementation
• need for strengthening cooperation and coordination of HRM across ministries and levels of government
• need for further enhancing HRM policies and practices
• tailor-made trainings for target groups
• trainings linked with implemented improvements
• need for more bottom-up approach
• customer perspective is a starting point

Major trends, challenges, long-term vision for the development of the country
Objectives and directions of development of the country in the medium term

Main objective:
GREATER EFFICIENCY AND EFFECTIVENESS OF THE STATE
THAT IS OPEN TO COLLABORATION WITH ITS CITIZENS
1. Open government
2. Increase in institutional efficiency of state
3. Effective management and coordination of development actions
4. Good law
5. Provision of effective public services
6. Efficient jurisdiction and prosecution
7. Ensuring the highest levels of safety and public order
Strategic objectives

1. Improving the functioning of local government
2. Optimisation of organisational structures of government administration
3. Efficient and functional offices of public administration
Increase in institutional efficiency of the state

• Adopted in February 2013
• Coordinating/responsible body: minister responsible for public administration affairs
• Annual planning
• Monitoring: 29 indicators incl. 11 basic indicators
• Already being implemented by means of ongoing 2007-
2013 projects
• Point of reference for projects 2014-2020

Source: Efficient State
2020 strategy; Warsaw,
February 2013

• Operational Programme: Knowledge Education Development
• The overall objective: to enhance institutional capacity and to ensure efficient public administration
• Aims of the projects under the new perspective:
• Ehancement of law making process, regulatory quality and conditions for doing business
• Enhancement of effectiveness of and improving access to justice, especially for enterpreneurs
•
Improvement of public services monitoring system and the quality of public services crucial for doing business
• Enhancement of strategic and financial management at all levels