POLAND Development Management System in Poland Brussels 2

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 • • • 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: ü to integrate three dimensions: social, economic and territorial and assure coherence between policies: sectoral, regional, field (long-term national development strategy, guidelines) ü to define the role of regional policy (national strategy for regional development) ü to reduce number of strategic documents and fill in the gaps (missing strategies) ü 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 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: üto establish a strong intersectoral coordination body (Prime Minister’s Chancellery) üto change public administration approach from sectoral to horizontal (clusters of ministries) üto 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, MRD participation in the process of formulating mid-term strategic development goals, ensuring a proper functioning of Coordination Committee for Development Policy; 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 ü to provide clear links between programming and implementation levels (compliance assessment) ü to review development policy instruments (effectiveness evaluation) ü to elaborate and disseminate best practices ü 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 • • • 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