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Development Management System in Poland

Challenges and solutions for development management in Poland. Includes new systemic solutions, legislation, strategic document assessment, and administrative capacity enhancement. Implements clear links between programming and implementation levels.

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Development Management System in Poland

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  1. POLAND Development Management System in Poland Brussels, 2 July 2010

  2. 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

  3. Processes 1. new systemic solutions 2. legislation 3. assessment of strategic documents 4. instruments 5. administrative capacity enhancement

  4. Subsystems of development management model • 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 formodel implementation– autumn 2010

  5. 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)

  6. Long-term national development strategy Medium-term national development strategy National Strategy of Regional Development Transport Development Strategy Strategy of Innovation and Economic Efficiency National Security Strategy of the Republic of Poland Strategy for Sustainable Development of Rural areas and Agriculture Energy Safety and Environment Human Resources Development Strategy Social Capital Development Strategy Efficient State

  7. Long-term national development strategy (social-economic and spatial development) National Reforms Programme Convergence Programme Mid-term national development strategy(economic, social and spatial dimension) National spatial arrangement study Long-term financial plan National Cohesion Strategy(NCS) Voivodships development strategies National strategy of regional development Voivodships spatial arrangement policies Development strategies (sector, field ) Local development strategies (of villages and towns) Supra-regional strategies Study of conditions and directions of spatial arrangement at municipal level Operational programmes Development programmes Development programmes Local sector strategies Local spatial arrangement strategy Regional operational programmes 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 Hierarchy of strategic documents

  8. 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

  9. 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 authoritiesoffices and local administration i.e. institutions which are subject to coordination and which implement development policy; • Other participants(social and economic partners)

  10. Institutions The Chancellery of the Prime Minister – defining strategic challengesin long term perspective, including preparing long-term nationaldevelopmentstrategy in cooperation with MRD, participationin the process of formulating mid-term strategic development goals,ensuring a properfunctioning of Coordination Committee forDevelopment Policy; MRD – preparation of mid-term superior documents coordinatingnational development actions, defining and enforcing methodological standards andorganisational procedures of the programmingprocess. Competent ministers– preparation of lower rank documentsi. e. sector development strategies, development programmes; Local authorities – provincial development strategies, provincialprogrammes, regional operational programmes.

  11. 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

  12. 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 developmentprepared 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

  13. 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

  14. Slow-downs • slow pace of approach changes (from sectoral to horizontal) • time-consuming process of documents review • difficult timing ofdocuments • Mare understanding between budget and development experts • lack of omnibus at different levels

  15. PL Presidency objectives

  16. 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 • Cohesion Policy - value added and evidence-based policy • ESF and other funds and policies • Transnational programmes • Regional Policy – integrated approach to development • Urbact

  17. Ministry of Regional Development Wspólna St. 2/4, Warsaw www.mrr.gov.pl Thank you for your attention

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