POLAND
Development Management
System in Poland
Brussels, 2 July 2010
Challenges
 large number of unrelated strategies with mixed
development (sectoral) objectives
 strong sectoral approach
 unclear relation between development policy and
regional policy
 different spatial and socio-economic planning systems
 weak links between programming and operational levels
 lack of transparent financing system for development
policy
Processes
1.
new systemic solutions
2.
legislation
3.
assessment of strategic documents
4.
instruments
5.
administrative capacity enhancement
Subsystems of development
management model
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Programming subsystem – determination of development
directions and preparation of strategic documents
Institutional subsystem – collaboration of entities involved
in development policy
Implementation subsystem (incl. monitoring, evaluation,
financial issues and instruments) - efficient implementation
of the development policy together with providing sufficient
funds
Time horizon for model implementation – autumn 2010
Programming
Aims:
 to integrate three dimensions: social, economic and
territorial and assure coherence between policies:
sectoral, regional, field (long-term national
development strategy, guidelines)
 to define the role of regional policy (national strategy
for regional development)
 to reduce number of strategic documents and fill in
the gaps (missing strategies)
 to assure coherence between strategies and
programmes (compliance assessment, thematic links)
Long-term national development strategy
Medium-term national development strategy
Transport Development
Strategy
National Security
Strategy of the Republic
of Poland
Energy Safety and
Environment
Social Capital
Development Strategy
Strategy of Innovation
and Economic Efficiency
Strategy for Sustainable
Development of Rural
areas and Agriculture
Human Resources
Development Strategy
Efficient State
National Strategy of Regional Development
Hierarchy of strategic documents
National Reforms
Programme
Convergence
Programme
Long-term financial plan
National
Cohesion
Strategy
(NCS)
Long-term national development strategy
(social-economic and spatial development)
Development
strategies (sector,
field )
National strategy
of regional
development
Supra-regional
strategies
Operational
programmes
National spatial
arrangement study
Mid-term national development strategy
(economic, social and spatial dimension)
Development
programmes
Voivodships
development
strategies
Voivodships spatial
arrangement policies
Local development
strategies (of
villages and towns)
Study of conditions and
directions of spatial
arrangement at municipal
level
Development
programmes
Regional
operational
programmes
Local sector
strategies
Local spatial arrangement
strategy
Regional/local
development
programmes of the
sector
Horizontal, long-term
documents
Horizontal, mid-term
documents
Other documents
Contract as an instrument of development policy coordination
Institutions
Aims:
to establish a strong intersectoral coordination
body (Prime Minister’s Chancellery)
to change public administration approach
from sectoral to horizontal (clusters of
ministries)
to involve all levels of public administration in
attaining development goals
Institutions
• The Chancellery of the Prime Minister –
initiating actions in accordance with the
programme, verification and supervision
function;
• Ministry of Regional Development (MRD) –
coordination function to the extent defined in
appropriate act;
• Ministers, heads of central authorities
offices and local administration i.e. institutions
which are subject to coordination and which
implement development policy;
• Other participants
(social and economic partners)
Institutions
The Chancellery of the Prime Minister – defining strategic challenges
in long term perspective, including preparing long-term national
development strategy in cooperation with MRD, participation
in the process of formulating mid-term strategic development goals,
ensuring a proper functioning of Coordination Committee for
Development Policy;
MRD – preparation of mid-term superior documents coordinating
national development actions, defining and enforcing methodological
standards and organisational procedures of the programming process.
Competent ministers – preparation of lower rank documents i. e.
sector development strategies, development programmes;
Local authorities – provincial development strategies, provincial
programmes, regional operational programmes.
Implementation
Aims
to provide clear links between
programming and implementation levels
(compliance assessment)
to review development policy instruments
(effectiveness evaluation)
to elaborate and disseminate best
practices
to assure financing
Implementation
Evaluation of effectiveness of particular development
policy instruments
– annual report on mid-term NDS realisation;
– requirement of ex ante evaluation of development programmes;
– report concerning socio-economic, regional and spatial
development prepared every three years.
Development of best practices and their popularisation
– methodology of preparing strategic documents;
– unified terminology related to strategic programming
– course of training for public administration officers.
Ensuring effective financing of development policy
– long-term estimated financial programme;
– performance budget;
– new role of voivodship contracts
Key determinants
and valuable solutions
 strong intersectoral coordination body – charisma,
determination and authority of chairperson
 clusters of ministries – shift towards horizontal approach
 common framework strategic document (time frame and
degree of details not so important)
 result –oriented management system and strong links
between programming and implementation levels
(compliance assessment, cross-analysis, core indicators)
 clear relation between development policy and regional
policy (territorial dimension)
 legal base
Slow-downs
 slow pace of approach changes (from sectoral to
horizontal)
 time-consuming process of documents review
 difficult timing of documents
 Mare understanding between budget and
development experts
 lack of omnibus at different levels
PL Presidency objectives
Presidency motto
Cohesion Policy as an effective development tool
(value added, place-based, result-oriented, evidence-based)
Development – Territory – Cohesion Policy
(integrated approach, place-based development policy)
Regional Policy as a tool for implementation of integrated
approach to development
Territorial and Urban Agenda in the mainstream of
Cohesion Policy
review of instruments in terms of effectiveness
coordination of discussion fora
Result-oriented and evidence-based policy
concentration of resources
conditionality
core indicators for MS
simplification of implementation system
evaluation as a base for Policy recommendations
conclusions of ministers (formal, if possible)
Cohesion Policy regulations
policy recommendations
guidelines
PL Presidency core events
 Ministerial meetings
• Directors General (regional policy, territorial cohesion, urban
development) – September
• Ministers (regional policy, territorial cohesion, urban
development) – November
• Ministers (formal meeting within Council) – December
 Conferences
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Cohesion Policy - value added and evidence-based policy
ESF and other funds and policies
Transnational programmes
Regional Policy – integrated approach to development
Urbact
Thank you for your attention
Ministry of Regional Development
Wspólna St. 2/4, Warsaw
www.mrr.gov.pl