Efficient organisation of the central level of state administration Efficient and prompt preparation, and regular monitoring of the realisation of national development (strategic) plans Efficient actions when establishing deviations that could threaten the attainment of the target state referred to in development plans Coordinated operation of all governmental sectors towards improving strategic guidelines and decisions of the Government Better responsiveness and proactive operation, especially in the implementation of the regulative function A snapshot of current situation (comprehensive organisational and functional analysis of public administration at the central and territorial level) Preparation of a proposal for the optimisation and rationalisation of public administration bodies (based on the analysis and indicator review) Recognition of the needs from the aspect of reorganisation Preparation of all required regulatory bases for required organisational changes Formation of the Centre of Government as the coordinator of strategic development tasks of the State Number of duplicated processes Number of successfully carried out inter-sectoral reform projects Share of attained strategic and programme objectives Lower than in the base year of 2015 100 90 % MJU Required funds in the amount of EUR 150,000 (85 per cent of which EU funds Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of necessary financial of savings 2013)
Efficient territorial organisation of public administration Functionally and horizontally connected public administration at the local level Cost efficiency of work processes Reduced operation costs of public administration bodies Optimised work processes Higher quality of services performed A snapshot of current situation (comprehensive organisational and functional analysis of public administration at the central and territorial level) Preparation of a proposal for the optimisation and rationalisation of public administration bodies (based on the analysis and indicator review) Recognition of the needs from the aspect of reorganisation Preparation of all required regulatory bases for required organisational changes Number of administrative bodies at the local level Number of administrative bodies (or their organisational units) which operate at one address (administrative centre) Number of administrative tasks per civil servant Number of administrative tasks related to funds used Material costs per civil servant Coordinate the territorial coverage of the operation of individual public administration bodies for 80 per cent of public administration bodies at the local level + 10% or + 124 administrative tasks per civil servant + 10% or + 290,000 per assessed value of budgetary funds of administrative units Reduce the costs for the operation of public administration at the local level by 5% MJU Required funds in the amount of EUR 150,000 (85% of which are funds from EU – the assessment of the required funds is shown at the target section on the previous page Programming budget The strategic objective of the measures from this chapter which refer to all budget users in public administration is the efficient use of human, financial, spatial, environmental and energy resources. Existing situation Correct planning of budgets is an important element in the operation of public administration. If the operation is not optimal and is focused on indices from previous years rather than on programme planning, the execution of the programme set is less effective and especially less reliable. The beginning of budgetary planning in Slovenia dates back to 2001 when the national budget was first presented according to the programme structure. The programme structure of budgets merged tasks or activities of line ministries into programmes and policies. However, the objectives and results of the programmes, and connections with the provision of public services have not always been clearly
Development leader, key stakeholders, assumptions and risk factors The leader is the Ministry of Finance. Key stakeholders are budget users (direct and indirect), i.e. state and municipal authorities and organisation, public institutes, public agencies, funds, chambers, etc. Risk factors to make a shift in this field are the lack of awareness of the necessity of measuring the effectiveness and efficiency of operations, and the use of resources, political instability and shifts in political orientation, responsibility for the implementation and its monitoring, overcoming aversion to change, lack of vision, and incoherence of the vision of individual ministries and the Government’s strategic objectives. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required funds/assessment of savings Strengthen public finance by establishing a suitable top-down budget planning process and introducing a programming budget at the national level Each ministry/administration prepares a programming budget Implementation of a budget which includes analyses of possible simplifications, transparency mechanisms and amendments Number of institutions which have developed a programming budget in the past year Number of institutions which have published – reported on the implementation of their programming budgets > 5 > 5 MF / Project management in public administration Regarding project management, the strategic objective is “efficient use of human, financial, spatial, environmental and energy resources”. The thematic field addressed in this chapter refers to all public administration bodies. Existing situation The project manner of work that would be related to the attainment of pre-set objectives and results in a certain period with certain funds and human resources is not generally established in public administration. Awareness of the target approach instead of the process approach, and knowledge of
ministries, government services, bodies within ministries, municipal administrations, holders of public authorisation and non-governmental organisations. Risk factors for the introduction of the manner of work are especially: insufficient interest in the project-oriented manner of work (fear of change, too many current tasks, unawareness of positive effects); insufficient competence of project managers; lack of suitable co-dependence between successful attainment of the objectives and the quality of results, allocated funds and the remuneration system; insufficient functional ability of the selected IT support tool or its non-use in practice. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required funds/assessment of savings Efficient and rational realisation of the strategic and developmental objectives Established project management as the method to attain the objectives Preparation of the project work methodology in public administration Establishment of an organisational structure for main supervision, coordination and orientation of the strategic projects of the Government Establishment of a tool for IT supported planning and implementation, monitoring and reporting on projects Preparation of training programmes for employees in public administration Number of prepared early project elaborates according to the methodology prepared Number of attained strategic and programme objectives Number of civil servants trained in the use of IT solutions for project preparation and management Number of civil servants trained in the preparation of early project elaborates and project management 50 100 150 300 SVRK MJU EU funds (OP – 11/2)
stakeholders on individual questions and additional information on the proposed content via public discussions, and active participation of expert and wider interested public. Solutions will be prepared by taking into account good practices of other countries. Therefore, Slovenia's cooperation in international network is very important. Most risk factors refer especially to political instability, the lack of financial and human resources, and lengthy negotiations and coordination with social partners. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required of savings Improve human resource management (competences, civil servant system, salary system) Efficient personnel procedures Amendments to regulations on the civil servant and salary systems Number of amendments carried out (amendments, improvements and simplifications) to the civil servant and salary systems At least 5 MJU / competences of civil servants Establishment of a unified competency model Number of posts with the established competency model At least 80% MJU EU funds (EUR 2,520,000) Upgrading of the IT system for human resource management Number of new of tools provided by the upgraded IT system At least 3 MJU Better connection between work performance and remuneration Simplification of procedures for establishing performance and promotion Share of employees whose salary increased due to above-average performance Average ratio between the fixed and variable part of salaries in the Up to 20% of employees Increase in comparison with the period prior to the introduction MJU /
purchase items, are the Ministry of Health and representatives of individual hospitals whose founder is the Republic of Slovenia. The Ministry is also the leader of the renewal of the Public Procurement Portal. 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. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required funds/assessment of savings Simplification, greater flexibility, efficiency and rationality of public procurement, and direct and indirect savings E-public procurement Speedier procedures and savings, more items in joint public procurement Standardise purchase items in health care and in other fields Understandability and suitability of forms (harmonisation of forms with the legislation) Functionalities that will contribute to greater transparency of public procurement Amendments to legislation Implementation of the Government's joint public procurement Renewal of forms Greater digitalisation of procedures Renewal of Public Procurement Portal Adjustment of the e-catalogue Additional functionalities ‘Information provider’ Adopted stable legislation Savings and more items in joint public procurement Level of harmonisation of forms with legislation Increase the number of items by a maximum of 10% 100% harmonisation of forms with legislation 100% introduction of e-public procurement MJU Savings EUR 15 + 5 million annually Savings EUR 20 million annually
drafting of regulations and other expert bases in the field of energy restoration of the State's buildings is the MZI. Risk factors are the lack of awareness regarding the necessity to measure the effectiveness and efficiency of operations, and the use of resources, political instability and shifts in political orientation, responsibility for the implementation and its monitoring, overcoming aversion to change, the lack of vision, and incoherence of the vision of individual ministries and the Government’s strategic objectives. Measures for achieving the target state Target Expected results Measures Indicator Target values for 2020 Leader Source or assessment of the required funds/assessment of savings Efficient management of the physical assets of the State Rational physical asset management Preserved value of the necessary real estate of the State Legal regulation of real estate Complete real estate record Centralisation of real estate management with the emphasis on the optimisation of the operation in accordance with norms to ensure the volume of required business and working surfaces for the needs of the State Provision of sufficient resources (EU, budget, earmarked funds) for the implementation of investment and maintenance works Acceleration of regulation of real estate Establishment of a unified online portal of the State's physical assets Central record of State-owned real estate Plans for moving Systemic monitoring of real Reduced costs of hire Reduced operating costs for business premises Volume of real estate reduced to the level required for the implementation of the State's activities Value of business premises per m2 Value of investments Number of legally regulated State's real estate 30 % 40 % 20 % Average value of business premises per m2 considering the part of Slovenia Increase value by 30% in comparison with 2015 100 % MJU Anticipated savings in the amount of at least EUR 1 million by 2020 and direct positive effects which cannot be expressed in monetary value
Target Expected results Measures Indicator Target values for 2020 Leader of the required of savings Facilitate public participation when adopting regulations with consistent and transparent publication of proposed regulations online Published regulations proposed by the Government on one website, which will enable the public to be informed and provide comments to the competent ministry Publication of all proposed acts and other regulations online in accordance with the Resolution on Legislative Regulation (Official Gazette of the Republic of Slovenia, no. 95/09) Share of adopted regulation which were published online in the phase of public discussion (the e-democracy portal) Value 100 % GSV, MJU and all ministries Greater transparency of the operation and of the use of public funds in the wider public sector Transparent publication of the use of public funds Upgrading of the Supervisor application by adding databases and creating an analytical tool Upgraded and functional Supervisor application Upgraded and functional Supervisor application which will facilitate a review of transactions in the narrower and wider public sector KPK, MJU, UJP, AJPES EU funds (NFP Open public sector data Within its competence, each ministry ensures online publication of databases in open formats Publication of databases in and open formats on the open data portal Number of open databases published on the open data portal Increased number of published databases in 2014 on the open data portal up by 300% MJU and all ministries EU funds (NFP Point of single contact for public administration service users Existing situation
Improving the quality of citizens’ lives also by improving communication and harmonisation with public administration while using digital channels; increasing competitiveness of the economy, also with improved conditions of digitalisation and optimisation of internal operations for flexible, rational, efficient, transparent and open public administration. Outwards: better and more accessible services, increased use; Inwards: improved efficiency of functioning and utilisation of resources. More and better life events, particularly on portal; simpler e-services and digital channels; improved mechanisms for publication of open data; informing of users, education and promotion; higher level of ICT centralisation and more efficient harmonisation; digitalisation of processes, utilisation of modern digital concepts; development of digital competence; common building blocks and functionalities; digital safety and privacy; Number of covered life events; e-government services used by citizens; e-government services used by enterprises; number of common building blocks and fundamental data registers functioning on the government IT cloud infrastructure. 10 70% 95% 15 MJU EU funds Strategy realisation plan Promotion and communication with stakeholders, implementation of the strategy and holders of activities Unfortunately, public administration in Slovenia does not enjoy a good reputation. The general and particularly the business public are critical. Citizens refer to the uncompetitive business environment, non-transparency and numerous administrative barriers which hinder their smooth operating, take up their time and impede their everyday obligations. The Strategy for Slovenian Public Administration Development 2015–2020 is thus a key strategic document which will outline the development of the Slovenian public administration for a longer period, which is why different stakeholders must be informed accordingly about its content, i.e. the internal, expert and external (wider) public. The objective of the public administration development 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
MNZ Ministry of the Interior SVZ Office for Legislation of the Government of the Republic of Slovenia MF Ministry of Finance KPK Commission for the Prevention of Corruption MP Ministry of Justice IP Information Commissioner MZZ Ministry of Foreign Affairs GZS Chamber of Commerce and Industry of Slovenia MOP Ministry of the Environment and Spatial Planning SOS Association of Municipalities and Towns of Slovenia MGRT Ministry of Economic Development and Technology ZOS Association of Municipalities of Slovenia MORS Ministry of Defence NGO Non-governmental Organisation MZ Ministry of Health CNVOS Centre for Information Service, and Development of NGOs MI Ministry of Infrastructure HRM Human Resources Management MK Ministry of Culture MKGP Ministry of Agriculture, Forestry and Food EU European Union OECD Organisation for Economic Cooperation and Development SZKO Slovenian Association for Quality and Excellence