public administration reform office/03_zvit_en… · public administration reform (par) continues...

PUBLICADMINISTRATION

REFORM

REPORTON IMPLEMENTATION

OF UKRAINE’S 2016-2020 STRATEGYFOR PUBLIC ADMINISTRATION REFORM

IN 2018

Report Implementation of Ukraine’s 2016-2020 Strategy for Public Administration Reform in 2018

1

TABLE OF CONTENTS

2

3

4

12

14

25

32

46

50

64

98

103

104

Foreword

Abbreviations

Introduction

Overall progress in PAR Strategy implementation

Reform area 1. PAR Strategic framework

Reform area 2. Strategic planning, policy development and coordination

Reform area 3. Civil service and human resource management

Reform Area 4. Accountability – organization, transparency, oversight

Reform Area 5. Administrative services delivery and administrative procedure

Annexes

Annex 1. Report on delivery of the PAR Strategy Implementation Plan in 2018

Annex 2. Achievement of PAR Strategy performance indicators

Annex 3. Data on RSP recruitment in 2018

Annex 4. In-service training of civil servants in 2018


2

Effective governance is a crucial pre-requisite for the successful competitive state working in the interests of citizens and securing their welfare and safety. With strong intention and commitment to reset and revamp the obsolete post-soviet administration and strengthen capacity of public institutions, the Government is implementing a comprehensive public administration reform in accordance with the European principles of good governance. The chief focus of the reform is on robust and sound decision-making by the government, building professional civil service, implementation of e-governance and delivery of accessible services to citizens.

The reform kick-started in 2016 with the adoption of the new Law on Civil Service and comprehensive Strategy for Public Administration Reform in line with the OECD/SIGMA Principles of Public Administration. The years of 2017 and 2018 were marked by active phase of the reform involving reorganization of ministries, launch of new policy development and strategic planning directorates, civil service recruitment via transparent competitions on career.gov.ua platform, and roll-out of over 100 e-services for citizens and businesses.

In 2018, OECD/SIGMA experts performed a comprehensive assessment of public administration and produced recommendations that were taken as a base for the revised PAR Strategy.

Accountable and transparent public administration is an important pre-requisite of Ukraine's European integration, crucial for building a strong European democracy.

I would like to take the opportunity to express sincere gratitude to our European partners for the comprehensive support to this reform. I also would like to acknowledge colleagues, civil society experts and all who contributed to pushing forward one of the most vital reforms in Ukraine. There are still many tasks and objectives ahead requiring our consolidated efforts and commitment.

OLEKSANDR SAENKO

MINISTER OF THE CABINET OF MINISTERS OF UKRAINE

FOREWORD


3

CEB

CMU

DG

EU

HRM

HRMIS

ICT

LSG

NACS

OECD

PAR

RDO

RSP

SCMU

SIGMA

Central executive body

Cabinet of Ministers of Ukraine

Director General

European Union

Human resource management

Human resource management information system

Information communication technologies

Local self-government

National Agency of Ukraine on Civil Service

Organization for Economic Cooperation and Development

Public administration reform

Reforms Delivery Office

Reform staff positions

Secretariat of the Cabinet of Ministers of Ukraine

Support for Improvement in Governance and Management Programme

ABBREVIATIONS


4

WHY PUBLIC ADMINISTRATION REFORM REMAINS AMONG THE GOVERNMENT'S TOP PRIORITIES?

The year of 2018 was the third year of a challenging path towards building of transparent, open and accountable public administration that provides quality services to citizens. Public administration reform (PAR) continues to be one of the most vital structural reforms in Ukraine.

The ability to implement changes intended to secure competitiveness of the country, attraction of investment and creation of jobs depends on public administration's capacity to develop and implement effective policies while minimizing administrative burden. Modern, transparent and accountable public administration is key to building citizens' trust to the state. Good governance is also instrumental in fighting and eliminating corruption. Moreover, PAR is part of implementation of the EU-Ukraine Association Agreement.

The current PAR was launched in 2016 after enactment of the revamped Law on Civil Service. The PAR Strategy and its Implementation Plan are based on the European Principles of Public Administration defined by OECD/SIGMA1.

In 2018, Ukraine's public administration was assessed against these principles for the first time, and even though in many areas the situation in Ukraine was found to be comparable with the EU candidate states, the SIGMA baseline measurement identified deficiencies and challenges that need to be addressed

WHAT IS THE ULTIMATE GOAL OF PAR IN UKRAINE?

The Principles of Public Administration defined by OECD/SIGMA have been foundational for the PAR Strategy since its initial adoption in 2016. They not only service as technical beacons but guide towards concrete goals and objectives that need to be attained in order to modernize public administration in Ukraine bringing it in line with the European benchmarks.

The PAR Strategy has five reform areas with identified specific objectives, which, rather than being isolated, are closely inter-relate and enhance one another. For example, elaboration of robust strategies requires skilled civil servants, citizen-oriented services are impossible without sound business processes in the back-office. On the higher level, participation of various stakeholders in policy-making cannot take place in a system that is not transparent, open and accountable.

INTRODUCTION

1 SIGMA stands for Support for Improvement in Governance and Management, and is a joint initiative of the European Union and the OECD that, inter alia, assesses quality of civil service, public governance and service delivery all over the world, thus playing a considerable role in decisions about EU financial assistance and investment.


5

In the area of policy development and coordination, the reform targets introduction of state-of-the-art procedures, tools and technologies for policy analysis and strategic planning as well as development of relevant capacity and corporate culture. The goal is to involve various society groups in policy planning and implementation, leading to inclusive development, social justice, saving of resources, European integration and other objectives identified and promoted at political level. The PAR Strategy rests on the belief that quality of policies and legal certainty have direct impact on quality of life and competitiveness of the economy.

In the area of service delivery, PAR focuses on tangible improvement of quality of services delivered to citizens and businesses. Annually, millions of users request and receive administrative services, and their experience as users to a large extent conditions their attitudes and confidence in the state. The main ambitions in this area are achievement of transparency and predictability of public administration procedures, open government data, reduced bureaucracy, and convenient and accessible services for citizens. Good quality and accessible services have the potential to improve the image of the state in the eyes of citizens, businesses and investors as well as significantly reduce corruption by eliminating respective loopholes.

In the area of civil service and human resource management, PAR seeks to ensure that public administration has highly-skilled workforce capable of supporting ministers in effective policy-making. Government is one of the country's major employers and as such should be able to attract the best talent committed to serving society. To this end, the government strives to become an attractive employer, using modern HRM tools, but first of all it requires development of service-oriented culture in public administration.

In order to build accountability, PAR involves creating organizational structures and internal business processes that would enable effective management and most efficient use of resources. This means that the government machinery will perform only those functions that cannot be performed better by the market, and on the right level of governance. Thus, ministries should focus on policy-making, delegating policy implementation and state property management to subordinated bodies or local self-governments.

Each institution should plan its work on the basis of societal expectations, be accountable for outcomes and possess sufficient operational discretion as to achievement of set goals and targets. This requires effective internal processes such as delegation of decision-making to the appropriate level, most cost-effective performance of functions, for example, by centralizing operations similar for a range of institutions.

INTRODUCTION


6

It is important that implementation of this agenda has strong political leadership, effective communication, coordination and support to institutional capacity that make up institutional pre-conditions for implementation of the PAR Strategy.

WHAT CHALLENGES DID PAR FACE IN 2018?

Reform of public administration does not offer a quick-fix solution for all problems. European partners often say that it is not a "sprint" but a "marathon". This reform is multi-faceted and multi-dimensional, involving complex inter-relations with other reforms. PAR requires high-level communication, political discussion and trade-offs. From this angle, implementation of planned activities from the Implementation Plan on the level of 63% can be considered as good result. In order to maintain and further improve this rate, it is essential to resolve a number of challenges, both general and specific for each reform component. Below is the description of challenges that are common for all reform areas.

Firstly, it is essential to continue efforts towards building political consensus about the importance of PAR, its main goals and means to attain them. For example, in 2018 not all ministries were equally active in moving forward with the reform – strengthening of policy-making capacity via structural change was undertaken only by 8 ministries. Moreover, since the reform will affect the established procedures and ways to implement decisions in all ministries, political dialogue and wider consensus will become even more relevant. Similarly, the dialogue between the Cabinet of Ministers and the Verkhovna Rada needs to be stepped up because the reform requires adequate legal framework.

Secondly, one of the challenges for more expedient and effective reform implementation is fragmentation of Ukrainian public administration as burdensome legacy of the past. In comparison with the European model of public administration, in Ukraine the role of centre of government is not strong enough to facilitate implementation of complex reforms. Ukrainian public administration bodies and institutions have their own legal personality and oftentimes they do not share information and do not collaborate in the efficient manner. There is also lack of a common approach to employment and remuneration across public administration. These issues are addressed by PAR, including the revised Implementation Plan, but nonetheless they need continuous political support.

Thirdly, there is general institutional weakness coupled with inertia and convenience of following old approaches, causing natural resistance to certain reform efforts such as reorganization and functional streamlining. Additionally, it is necessary to overcome excessive bureaucracy and lack of proper delegation, among other things.

INTRODUCTION


7

Fourthly, the pace of PAR is closely related to progress of other reforms. A good example is management of state-owned enterprises and their privatization. Currently, ministries deal with a large number of state-owned enterprises, which limits resources and concentration of ministerial leadership on policy-making by making them focus on day-to-day management of companies, which is just one example of inter-dependence between PAR and other reforms.

Fifthly, meaningful changes in public administration functions, e.g. interaction with citizens, are linked with improvement of legal framework. In 2018, the work commenced on initiating amendments to framework legislation governing public administration sector that brought first results – the draft Law on Administrative Procedure was registered in Parliament. Other legislative proposals such as changes to the Law on the Cabinet of Ministers of Ukraine, the Law on Central Executive Bodies and the Law on Civil Service are expected in 2019-2020.

WHAT ARE THE REFORM PRIORITIES IN 2019?

In 2019, the PAR agenda has a broad spectrum of objectives. At the same time, the revised PAR Strategy and Implementation Plan clearly define priority objectives for 2019, including the following:

1. AS REGARDS LEGAL FRAMEWORK, the Government will support passing of the Law on Administrative Procedure by Parliament. The legislative drafting plans also include proposals of changes to the Law on the Cabinet of Ministers of Ukraine, the Law on Central Executive Bodies and the Law on Civil Service as well as legislation on strategic planning. They should partially embed policy framework of macro- and micro-organization of government set forth in the Concept for optimization of central government system.

2. AS REGARDS POLICY DEVELOPMENT AND COORDINATION, the key priorities for 2019 is to introduce procedures and tools improving policy and legislative drafting, facilitate comprehensive revision of the Government's Rules of Procedure with consideration of ОЕСD/SIGMA recommendations and prepare policy-making methodologies. This will enable ministries, especially those that have established policy directorates, to provide better quality of policy-making and propose better government decisions.

3. AS REGARDS CIVIL SERVICE AND HRM, the initial results of earlier launched reforms are expected to come out in 2019. The NACS assessment centre for civil service candidates is becoming operational and will considerably ease the task of civil servants' recruitment. The new approach to the reform related to job classification and civil servants' salaries should be agreed upon and set in legislation (changes to the Law on Civil Service). The plan includes launch of HRMIS – an information

INTRODUCTION


8

system for human resource management that would provide comprehensive and credible information about the civil service current status. It is also essential to develop the system of in-service training for civil servants by reforming the All-Ukrainian Training Centre and liberalization of workforce training market, which also requires legislative interventions.

4. AS REGARDS ACCOUNTABILITY, reorganization of ministries will be finalized in 2019, with further recruitment to reform staff positions.

5. AS REGARDS ADMINISTRATIVE SERVICES, the main focus will be on promotion of the Law on Administrative Procedure in the Parliament. Implementation of the system of interaction between public electronic registries and databases TREMBITA as well as the integrated e-identification system will also continue. Also, 50 services selected on the basis of their social weight and anti-corruption impact are to be digitalized and made accessible for Ukrainian citizens on the Government Portal kmu.gov.ua.

All of the above requires strong political and administrative leadership and effective stakeholder engagement, both internal and external. Therefore, one of strategic priorities for 2019 is to maintain effective internal and external communication.

WHAT ARE THE MEMORABLE MILESTONES OF THE THIRD YEAR OF PAR IMPLEMENTATION?

In 2016-2017, the foundation was laid for the comprehensive public administration reform in Ukraine, and ministries' reform was launched as pilot project in selected ministries and institutions.

In 2018, the Government continued efforts towards reforming the public administration, enhancing its institutional capacity, building new quality of civil service and developing e-governance. The foundation was laid for many processes that would yield visible results in longer-term perspective.

INTRODUCTION


9

In 2018, a comprehensive assessment of the state of play in Ukraine’s public administration was performed for the first time in 12 years.

This comprehensive assessment was conducted by SIGMA using the methodology designed and applied to EU candidate countries and potential candidates. This is by far the most comprehensive and objective assessment of all assessments conducted in Ukraine as of today. The scores received on 37 indicators are on the level and sometimes even higher that scores received by candidate countries. The results have confirmed progress achieved in public administration reform and will be further used as baselines in evaluation of its implementation.

The revised PAR Strategy was adopted by the Government on 18 December 2018.

The revised PAR Strategy takes into consideration SIGMA conclusions and recommendations, contains performance indicators and estimated costs of implementation. PAR Strategy implementation is envisaged by 2021. In its revised version the PAR Strategy serves as a more efficient reform tool, incrementally bringing the Ukrainian public administration closer to the standards of the European Union.

The EU gave positive evaluation of progress in the achievement of PAR indicators in 2017, subsequently disbursing the budget support tranche totalling 15.5 million EUR or 78% of the maximum possible amount.

The criteria for disbursement of the budget support instalment were related to progress achieved in creating a PAR coordination mechanism, introducing reform staff positions, developing an integrated human resource management information system (HRMIS) and adopting a policy framework for optimization of the executive system. Consistent implementation of the PAR Strategy and achievement of financial indicators ensured financial support to the reform.

10 pilot ministries, 2 agencies and Secretariat of the Cabinet of Ministers of Ukraine (SCMU) formed 58 directorates with 532 employees appointed to reform staff position as of 1 January 2019.

As of the end of 2018, over 31,000 applications had been submitted, including over 27,000 applications via career.gov.ua. This demonstrates high level of interest to vacancies, and on average the competition was 30 candidates per vacant position. The Government has become a more competitive employer attracting best talent to work in ministries.

G

G

G

G

INTRODUCTION


10

G

G

G

G

A process to ensure more professional competitive recruitment to civil service has been launched.

In 2018, a decision was taken to create an assessment centre for candidates seeking employment in civil service. The preparatory phase has already commenced, and with time the assessment centre will become a centralized professional recruiter, able to attract and recruit best professionals for civil service.

A full civil servants' performance appraisal cycle was carried through for the first time.

Performance appraisal results for civil servants in category A positions were approved by the Cabinet of Ministers and published on the Government Portal. Introduction of performance indicators and systemic performance appraisal promotes transparency of civil service and helps refocus activity of public administration from processes onto results.

The Government approved and submitted to the Verkhovna Rada the draft Law on Administrative Procedure.

The draft Law on Administrative Procedure establishes a general framework for citizen-state interaction in dealing with administrative issues. Adoption and implementation of this law will help significantly improve the quality of government services and strengthen orientation on citizens' needs.

Development of a network of administrative services centres functioning as one-stop shops is underway, also in amalgamated communities, with a view to improving quality and accessibility of administrative services.

54 new one-stop shops were launched in 2018, alongside revitalization of the existing centres and expansion of their service menu.

INTRODUCTION


11

In 2018, the Government considerably increased the number of public services provided online.

As of the end of 2018, 118 electronic services have been implemented and made accessible on the revamped Government Portal kmu.gov.ua in the E-Services section. The number of citizens who used services regarding finance and tax issues was about 15 million; regarding transport – about 19 million; over 6 million applications were received regarding services related to land and environment, and 700,000 requests were made in relation to social welfare.

Roll-out of the TREMBITA system has started.

Effective implementation of e-services is impossible without electronic interaction between registries held by various institutions. TREMBITA is a system intended to provide for such interaction. At the end of 2018, it received the expert conclusion of the State Special Communication Service on conformity with technical data protection requirements and was rolled out for testing.

Ukraine ranks the second by rate of opening public data.

The Government is committed to opening most relevant for society data sets. Because of these efforts Ukraine was ranked the second among countries showing the greatest progress during recent four years in publishing and using open data, as per Open Data Barometer Report.

INTRODUCTION

G

G

G


12

C 63% ACTIVITIES OF PAR STRATEGY PLANNED FOR 2018 HAVE BEEN IMPLEMENTED

One of quantitative indicators of PAR Strategy implementation is the number of completed activities and achieved objectives according to the Implementation Plan. In 2018, the implementation rate was 63% which an improvement against 55% in 2017. This result is worth consideration in light of a relatively new institutional architecture supporting the reform process and parallel comprehensive assessment of public administration and updating of PAR Strategy in 2018.

The PAR Strategy Implementation Plan for 2016-2020 (before revision) included 27 objectives and 105 activities required for their implementation. Among those, 79 activities have timeline by 31 December 2018.

As of the end of 2018, 50 out of 79 activities were fully implemented, which makes 63% of all activities planned for the year. Detailed analysis of the Implementation Plan delivery is presented in Annex 1.

OVERALL PROGRESS IN PAR STRATEGY IMPLEMENTATION

DELIVERY OF PAR STRATEGY IMPLEMENTATION PLANas of 31 December 2018

100

80

60

40

20

0DECEMBER

2017

32

25

3538

47 50

46

59

7179

Number of planned activities

Number of actually implemented activities

MARCH2018

JUNE2018

JULY2018

DECEMBER2018


13

The PAR Strategy also envisages achievement of 27 performance indicators in 2018, among which 16 are fully achieved, and the rest are partially achieved. The analysis of achievement of planned performance indicators is shown in Annex 2.

OVERALL PROGRESS IN PAR STRATEGY IMPLEMENTATION

ACHIEVEMENT OF PAR STRATEGYPERFORMANCE INDICATORS

Reform area 1.PAR strategic framework

Reform area 2.Strategic planning, policydevelopment and coordination

Reform area 3.Civil service and HRM

Reform area 4.Accountability – organization,transparency, oversight

Reform area 5.Service delivery andadministrative procedure

Planned Implemented

10 /

85 /

52 /

74/

65 /


14

The objectives in this area for 2018 were to ensure an effective reform coordination and monitoring mechanism, conduct a comprehensive assessment of the public administration and use the findings and conclusions to revise and update the PAR Strategy, and to launch an outreach campaign on civil service reform.

C ASSESSMENT OF PUBLIC ADMINISTRATION CONDUCTED BY SIGMA, AND THE PAR STRATEGY SUBSEQUENTLY REVISED AND UPDATED

In 2018, the Government initiated conduct of baseline measurement of the public administration system against SIGMA Principles serving as EU benchmarks of effective governance. Until then, no thorough analysis of the state of play regarding Ukraine's public administration had been performed. The measurement includes 9 key benchmarks on quality of public administration, 37 indicators and more than 200 sub-indicators.

For Ukraine, SIGMA used criteria applied to the EU Enlargement candidate countries and potential candidates. Thus, Ukraine was assessed against more rigorous standards than what is formally required.

On more than half of the applied indicators Ukraine scored 3 points or higher out of maximum possible 5 points, however some areas revealed deficiencies and lagging behind.

SIGMA baseline assessment offers Ukraine a systemic and measurable algorithm for the way forward with PAR. According to SIGMA recommendations, the key priorities in the upcoming period are:

• introduction of financial rationale for government decisions and draft legislation;

• securing of financing of PAR in the national budget of Ukraine;

• strengthening of government's capacity to develop and implement evidence-based and effective policy and legislation;

• introduction of a transparent job classification and salary system for civil service;

• improvement of accountability of central executive bodies and providing for efficient organization of ministries;

• providing for effective remedy in the area of information access for citizens;

• adoption and implementation of the Law on Administrative Procedure;

• improvement of services for citizens, including e-governance.

REFORM AREA 1. PAR STRATEGIC FRAMEWORK


15

The SIGMA Ukraine Baseline Measurement Report 2018 is available on the Government Portal.

The assessment served as input when drafting of the revised PAR Strategy adopted by CMU Ordinance of 18 December 2018.

C AUDIT OF SPENDING EFFECTIVENESS CARRIED OUT

In 2018, the Accounting Chamber conducted an audit looking into effectiveness of national budget spending on activities related to the comprehensive public administration reform. The Accounting Chamber's opinion was taken consideration, in particular when updating the PAR Strategy and related Implementation Plan, the Concept for optimization of central government system, strengthening reform coordination in ministries and revising the requirements to RSP candidates.

C REFORM COORDINATION ENSURED

Since implementation of the PAR Strategy involves an extensive range of executive bodies, technical assistance projects and other partners, it demands efficient coordination mechanism.

The overall PAR coordination is carried out by the PAR Coordinating Council composed of representatives of the Government, Members of Parliament and civil society experts. The Council is led by Minister of the Cabinet of Ministers and convened five times in 2018.

The PAR Coordinating Council reviews submitted proposals and adopts decisions. Following recommendations of the PAR Coordinating Council, ministries prepare draft decisions of the Cabinet of Ministers and submit them for Cabinet's consideration, as necessary.

Monitoring and control of PAR Strategy implementation, organizational support to the work of the PAR Coordinating Council is carried out by the Directorate for Public Administration within SCMU.



16

C STRENGTHENED CAPACITY OF SCMU TO COORDINATE IMPLEMENTATION OF THE GOVERNMENT'S ACTION PLAN, PAR STRATEGY AND OTHER KEY REFORMS

PAR envisages coordination by a lead unit within SCMU with the overall responsibility for PAR as well as other government institutions responsible for individual reform areas.

C TO ENSURE COORDINATION OF PAR IMPLEMENTATION, THE DIRECTORATE FOR PUBLIC ADMINISTRATION WAS ESTABLISHED WITHIN SCMU

and in 2018 received capacity to performed assigned tasks and responsibilities. In particular, it assumed tasks of the SCMU Public Administration Department. The major responsibilities of the new unit include review of draft acts, organizational support to the PAR Coordinating Council, monitoring and reporting on PAR implementation, interaction with international partners, etc.

In order to deliver these tasks, the Directorate has formed 7 expert groups with 21 appointed employees as of 31 December 2018.


FLOWCHART OF PAR STRATEGY MONITORING

CMU

Adoption of decisions

Implementationof CMU decisions

Drafting and submissionof draft decisions

to be considered by CMU

Monitoring of implementation of PAR Strategy and proposalsof PAR Coordinating Council

Review and takingdecisions on reform

implementation

MINISTRIES

MINISTRIES, NACS, E-GOV AGENCY

DIRECTORATEFOR PUBLIC

ADMINISTRATION

PAR COORDINATINGCOUNCIL


17

An important role in PAR coordination is played by the Reforms Delivery Office (RDO), an advisory body to the Cabinet of Ministers2, created in 2016 to support organization and coordination of reforms.

C PAR MONITORING METHODOLOGY AND TECHNOLOGY DEVELOPED ON THE BASIS OF SHARE POINT PLATFORM

Starting from 2018, the online system for monitoring of implementation of the PAR Implementation Plan became fully operational on the E-Governance Portal. All ministries, SCMU, NACS and E-Governance Agency are connected to this system operating on Share Point platform. Employees of involved institutions are able to report on status of PAR activities implementation electronically.


ORGANIGRAM OF THE DIRECTORATEFOR PUBLIC ADMINISTRATION

AS OF 31 DECEMBER 2018

DIRECTOR GENERALAND DEPUTY

DIRECTOR GENERAL

EXPERT GROUPS

Optimization ofProcedures

and BusinessProcesses in

Executive System

StrategicDevelopment

of PublicAdministration

Effectivenessof Executive

System

HRMDevelopment

Coordination ofAdministrative

Services andAdministrative

Procedures

CorporateManagement

Communication

2 Reforms Deliver Office is an advisory body to the Cabinet of Ministers of Ukraine established in 2016. It includes 27 Ukrainian experts that support proper organization and coordination of reforms, in particular as regards planning of activities, monitoring and analysis of implementation. As a project, it is financed by the Ukraine Stabilization and Sustainable Growth Multi-Donor Account (MDA). Contributors to the Ukraine MDA are Denmark, the European Union, Finland, France, Germany, Italy, Japan, Netherlands, Poland, Sweden, Switzerland, the United Kingdom and the United States of America.


18

C FINANCIAL SUSTAINABILITY OF PAR ENSURED

PAR activities have fully secured financing. In the Law on the State Budget of Ukraine 2018, financing under the budget programme “Support to implementation of the comprehensive public administration reform” increased versus 2017 and totals 1,630 million UAH (422.6 million UAH, taking into consideration changes to the budget introduced during the year).

Financing of the comprehensive public administration reform by years

The main spending areas in 2018 were remuneration of the reform staff, activities related to implementation of e-governance and setting up of an assessment centre for civil service recruitment.

In 2018, 377,904.3 thousand UAH were allocated for consumption expenditures (salaries plus charges).

Other spending areas in 2018 included:

• Establishment and operational maintenance of the assessment centre – 17,318 thousand UAH;

• Modernization of the unified portal of the executive branch – 7 400 thousand UAH;

• Modernization and connection of the Unified State Registry of Legal Entities, Individual Entrepreneurs and NGOs, State Registry of Property Rights, State Civil Registry, Unified Registry for Power of Attorney, and State Registry of Real Estate Encumbrances to the system of interaction between public electronic registries and databases – 12,500 thousand UAH;

• Modernization and connection of the State Land Cadastre to the system of interaction between public electronic registries and databases – 2,500 thousand UAH;


YEAR

2017

2018

2019

PLANNED FINANCING, MILLION UAH

300

1,630 (422.6 after amendments)

1 230,7


19

• Modernization and connection of the State Registry of Individual Tax-Payers and Registry of VAT Payers to the system of interaction between public electronic registries and databases – 5,000 thousand UAH.

The State Budget of Ukraine 2019 allocates 1,230.7 million UAH for financing of the budget programme “Support to implementation of the comprehensive public administration reform”.

C THE FIRST VARIABLE TRANCHE DISBURSED AS PER ACHIEVEMENT OF FINANCIAL INDICATORS

The European Union provides comprehensive support to the reform of public administration. Under the Financing Agreement between the EU and Ukraine, budget support is made available to Ukraine subject to achievement of PAR-related performance indicators.


INDICATIVE DISBURSEMENT TIMETABLEFOR EU BUDGET SUPPORT TO PAR

(EUR million)

2019 2020 20212017

Effectiverecruitment ofreform staff

Consistent PARcoordinationand implementation

2018

10

10 20 20 20

20 20 20 20

mln. EUR15,5

I.

II. HRMIS roll-out

Received

Planned

Not received

III.

Extension of comprehensivePAR on all CEBs(ministries, agencies,services, inspections)

IV.

5 YEARS


20

In 2018, Ukraine received the first variable tranche totalling 15.5 million EUR for the achievement of 2017 indicators, which makes 78% of the maximum amount of disbursement. The first part of the instalment is fixed and totals 5 million EUR, whereas the second part, totalling 10.5 million, depends on successful implementation of the reform measured against the pre-defined indicators. This financing goes directly to the national budget.

Full achievement is granted to the indicators "consistent PAR coordination and implementation" and "effective recruitment of reform staff".

The indicator related to HRMIS development is partially achieved, and together with the indicator on completion of reorganization in ministries, the assessment was not the highest. In both these areas, measures have been taken to address existing gaps.

The EU Budget Support to be disbursed upon achievement of conditions set for 2018 will be assessed against the following indicators:


1.2.1

2.1.1

5%

5%

An updated PAR Strategy adopted by the Government; its implementation plan with clear baselines, targets and indicators endorsed by the PAR Coordinating Council in line with the findings and recommendations of the baseline assessment by OECD/SIGMA against the Principles of Public Administration

The revised Government's Rules of Procedure enacted. Methodologies of strategic planning, policy-making and legislative drafting prepared in line with principles set forth in the revised Government's Rules of Procedures.

PERFORMANCE INDICATORS AS PER ANNEX I OF THE FINANCING AGREEMENT

Revised PAR Strategy adopted by the Government of Ukraine Revised PAR Strategy implementation plan endorsed by the PAR Coordinating Council.

The revised Government's Rules of Procedures adopted; draft methodologies prepared and approved by the PAR Coordinating Council; positive assessment of the Government's Rules of Procedures and

TARGET FINAN CIAL WEIGHT


21


3.2.1

3.3.1

3.3.3

10%

15%

5%

Number of civil servants identified as "reform staff" in accordance with the Law of Ukraine “On Civil Service”, Government's decision on introduction of the RSP Concept and other relevant government acts defining implementation of the RSP Concept (involved institutions, types of positions, job description, competencies framework, specific salary arrangement, selection procedures and recruitment, schedule specific modalities of performance appraisal, etc.).

Percentage of the reduction of total number of public administration employees (ministries, other central executive bodies, territorial branches and local state administrations) as a result of enhanced effectiveness and efficiency of public administration against targets established in PAR Strategy.

The roll-out of the integrated human resources management information system (HRMIS) launched as per contract signed with the selected contractor and the agreed roll-out action plan for 2019.

PERFORMANCE INDICATORS AS PER ANNEX I OF THE FINANCING AGREEMENT

methodologies against requirements listed in Annex I to financing agreement.

At least 80% of reform staff positions foreseen for 2018 filled; positive assessment of RSP Concept implementation against corresponding qualitative requirement listed in Annex I to financing agreement.

5% Positive assessment against corresponding qualitative requirements listed in Annex I to financing agreement.

Contract signed. The roll-out launched in line with the agreed roll-out action plan for 2019.

TARGET FINAN CIAL WEIGHT


22

4.1.1

4.1.2

5.2.1

5.3.1

10%

10%

20%

20%

A comprehensive and realistic policy framework for reorganisation of public administration, including general principles, methodological guidance, coordination and implementation mechanisms, appropriate implementation measures and timetable is adopted by the Government and implemented.

Policy development functions, as well as functions related to strategic planning and European integration falling within the competency of ministries are fully transferred to directorates. Support functions are assigned to secretariats in ministries.

Number of e-services for citizens and business at Level III and Level IV (according to the EGDI/UN methodology) that are available on the Government Portal.

Law on general administrative procedures developed, positively assessed by OECD/SIGMA and adopted by Parliament.

Policy framework and corresponding action plan are effectively implemented (positive assessment against qualitative requirements listed in Annex I to financing agreement.

At least 80% of pilot ministries are fully reorganized in line with the target model defined in the policy framework for reorganisation of public administration Positive assessment of progress against qualitative requirements listed in Annex I to financing agreement.

Level III: 40 Level IV: 25 Positive assessment against corresponding qualitative requirement listed in Annex I to financing agreement.

Law on general administrative procedures adopted by Parliament.



23


C ENHANCED CAPACITY TO IMPLEMENT REFORMS

The EU provides expert support through the EU4PAR project that was launched in 2018 for four-year implementation period. The project is financed by the EU under the Financing Agreement and implemented by Corporate Public Management Consulting International OU (CPM International), FCG SIPU International AB (SIPU) (SE), Ecole Nationale Administration (ENA) (FR), Eurecna S.p.A. (EURECNA) (IT), Lech Kaczynski National School of Public Administration (KSAP) (PL), led by Corporate Public Management Consulting International OU (CPM International).

Another EU-funded project "Support to implementation of the RSP Concept" was implemented in 2018 by HGR Ukraine. Project experts participated in monitoring of the work of selection commissions focusing on fairness and quality of recruitment procedures. The project also delivered training to members of selection commissions, developed a toolkit to assess candidates against requirements for reform staff positions, produced a package of recommendations (concepts) to centralize part of the assessment process in the assessment centre and improve systems and approaches of competitive recruitment to civil service.

In 2018, there was also active collaboration with the EDGE Project – Expert Deployment for Governance and Economic Growth, implemented by Agriteam Canada Consulting and financed by Global Affairs Canada. In particular, project experts provided support in practical application of result-based management for revision and updating of the PAR Strategy.

Association4U, the EU-funded technical assistance project, provided support to organization of training for the reform staff.

C REGULAR STRATEGIC DIALOGUE WITH THE EU ENSURED

Within the framework of the Financing Agreement, regular meetings take place to discuss the state of play in the form of Strategic Dialogue. There were two such meetings in 2018, during which the progress of the reform, successes and challenges were discussed with the EU side. The result is common understanding of the state of play and comprehensive support to the reform.

C A COMPREHENSIVE OUTREACH CAMPAIGN TO SUPPORT PAR TARGETED OVER 3.5 MILLION CITIZENS

In the autumn of 2018, a large-scale communication campaign was launched. It was developed jointly by NACS, Ministry of Information Policy and SCMU Directorate for Public Administration. It focused on attracting and recruiting candidates to fill in reform staff positions and on promoting career.gov.ua website together with possibilities for electronic submission of documents


24

to participate in competitions. It is also an effort to improve the image of the state as an employer and explain advantages and specificity of work in public administration. The campaign is being carried out in phases, and includes social networks, public service advertising on TV, outdoor advertising, radio and print promotional materials about the reform and the civil service.

Since 2017, support to planning and implementation of communications was provided by the EU-funded project “Support to Strategic Communication and Raising Awareness of Public Administration Reform in Ukraine” implemented by NGO Internews Ukraine. The project experts elaborated the draft for PAR Communication Strategy that was subsequently approved by the PAR Coordinating Council on 8 October 2018. The project also contributed to development of a comprehensive branding of the reform, facilitated a range of communication activities (participation in job fairs, printing of promotional materials, production of video clips, etc.) and modernization of career.gov.ua website, etc.

CHALLENGES ENCOUNTERED DURING IMPLEMENTATION OF THIS REFORM AREA IN 2018

The biggest challenge in this area remains to be communication of the reform. Independent surveys, in particular the survey conducted as collaborative effort between SCMU and CDDRL, Centre on Democracy, Development and the Rule of Law at Stanford University, Kyiv School of Economics and the Professional Government Association at the end of 2018, reveal deficiencies in communication and insufficient understanding of goals and objectives of PAR among civil servants. There are also delays in implementation of PAR communication support activities from the Implementation Plan, i.e. incomplete delivery of activities related to implementation and monitoring of the PAR communication support plan.

It is partially explained by prolonged elaboration of PAR communication strategy that was approved by the PAR Coordinating Council only in October 2018. It is a complex document, and its implementation mechanism is still to be developed.

To accelerate delivery of communication related tasks, starting from the end of 2018 the communication support function is assumed by the EU4PAR project to tackle it in a more thorough and comprehensive way, through constructive dialogue between the project, beneficiary and other stakeholders.



25

Quality government decisions constitute a crucial factor for the country’s development in areas of responsibility assigned to the Government as well as for the citizens' trust to the state. Therefore, introduction and implementation of procedures for quality policy-making as central task of ministries are among the key PAR areas.

Long-term Government priorities are defined in the Programme of Activity of the Cabinet of Ministers of Ukraine serving as framework document further detailed in:

• strategies – for long-term planning;

• concepts – for short-term planning of individual actions or setting direction in a narrower area;

• programme – for implementation of projects financed from the national budget.

In their turn, these documents underpin budget planning. However, absence of clearly defined approaches and requirements for elaboration, implementation and monitoring of strategic planning documents in the Government has resulted in production of a large quantity of documents not supported by financial resources that lack mutual coherence. Revision of policy planning approaches was carried out as part of PAR seeking to ensure evidence-based and coordinated decision-making focused on achievement of strategic priorities and based on public interest.

The objective in this area in 2018 was to improve the quality of government decisions by enhancing capacity of SCMU as regards strategic planning, improvement of the decision drafting process, and further development of electronic interaction between institutions within the executive branch.

SIGMA experts assessed the state of play in the area of policy planning and coordination. In their opinion, the legal framework for policy development and co-ordination is in place, and the critical functions for an effective policy-making system, including coordination of the European integration process, have been assigned to institutions in the centre of government.

The hierarchy of government planning documents is defined on the level of legislation, and its adequacy was assessed by the European experts as 4 out of 7 points; the same score was assigned to the legal act establishing the procedure for government meetings. The legislative framework that enables harmonized planning of European integration received 2 out of 2 points; and adequacy of the legislative framework for monitoring and reporting received 7 out of 8 points.

REFORM AREA 2. STRATEGIC PLANNING, POLICY DEVELOPMENT AND COORDINATION


26

C ENHANCED CAPACITY OF THE CABINET OF MINISTERS FOR STRATEGIC PLANNING OF PUBLIC POLICY

The strategic planning function of the Cabinet of Ministers is carried out through preparation of the Programme of Activity of the Government that defines priority goals and objectives the Cabinet of Ministers shall focus on.

The Cabinet of Ministers' capacity for strategic planning of public policy is being strengthened with consideration of the need to:

• achieve strategic goals defined in the Programme of Activity and other strategic and programmatic documents;

• tackle problems of public significance;

• implementation of Ukraine's international commitments.

Implementation of the Programme of Activity of the Government is supported by the Medium-Term Priority Action Plan of designed and approved in 2017 that defines Government objectives and reform agenda up to 2020. The ultimate goal of the Medium-Term Plan is to ensure growing standards of living and quality of life through sustainable economic development. The Medium-Term Plan has become a foundational strategic document underpinning other strategic and programmatic documents regulating key government reforms.

C GOVERNMENT'S PRIORITY ACTION PLAN FOR 2019 HARMONIZED WITH THE BUDGET PROCESS

Cross-cutting operationalization of the Medium-Term Priority Action Plan is ensured by approval of Annual Priority Action Plans of the Government. In 2018, the process of drafting of 2019 Priority Action Plan was harmonized with the budget process that enabled to ensure coherence of strategic and budget planning.

In the drafting process, the emphasis was on the need to:

• ensure acceleration of priority reforms in line with the Programme of Activity of the Government;

• analyse the state of play in respective policy areas;

• take into consideration the progress in achievement of priorities from the Medium-Term Priority Action Plan 2020 and ensure achievement of defined performance indicators;



27

• take into consideration provisions of the EU-Ukraine Association Agreement and the 2030 Sustainable Development Goals.

• take into consideration the needs and plans in terms of international technical and financial assistance.

Operationalization of the Medium-Term Priority Action Plan enabled its monitoring. Systemic monitoring of implementation is carried out via the E-Governance Portal. This portal has been designed to enable vertical and horizontal communication within the executive branch and automation of data collection, processing and analysis, to support managerial decision-making by the country's top leadership. It was also intended as a single space for posting, search and joint work on drafts, establishment, planning, control and operational monitoring of task delivery progress.

Strategic planning of Government's work is ensured by the Directorate for Policy Coordination and Strategic Planning in SCMU. Its tasks are to improve the system of strategic planning and policy-making, organization and methodology for drafting of documents, ensuring coordination of policy development and implementation in accordance with the Government's Programme of Activity and strategic documents, coordination of international assistance, provision of analytical support to government decisions, and production of plans and reports on implementation of Government priority actions.

C IMPROVED STRATEGIC PLANNING SYSTEM

Seeking to improve the system of strategic planning of the Cabinet of Ministers' activity, in 2017-2018 efforts were taken with regard to amending the Law on the Cabinet of Ministers of Ukraine, in particular defining the Government's mandate in the area of strategic planning and policy coordination.

In parallel, regulation of strategic planning and improvement of quality of government decisions was undertaken by preparing methodological guidelines on strategic planning. For example, draft methodological guidelines were prepared with respect to elaboration of strategic, programmatic, conceptual and other policy documents, presented at the 11th meeting of the PAR Coordinating Council.

Methodological guidelines were also prepared for stakeholder consultations, reflecting best practices of stakeholder engagement for quality decision-making with regard to public policies in the EU countries.



28

C GOVERNMENT'S STRATEGIC COMMITTEE ESTABLISHED

The Strategic Committee was established to review and consider conceptual, strategic and programmatic documents of the Cabinet of Ministers, draft ordinances approving Annual Priority Action Plans and respective implementation reports.

The Strategic Committee has become a forum for thorough, focused discussion of strategic priorities and long-term goals of the Cabinet of Ministers and settling political divergencies in positions held by various executive bodies. This interaction format allows Cabinet Members to focus on strategically important issues tackling of which requires policy coordination across sectors on the highest level.

C FORECAST OF IMPACT INTRODUCED FOR DRAFT GOVERNMENT DECISIONS

CMU Resolution of 18 April 2018 No. 326 amending the Government's Rules of procedure introduced changes stipulating that:

• policy development and implementation should be based on examination of state of affairs in respective areas and sectors, analysis-driven problem definition, and suggestion of optimal ways to address identified problems;

• forecast of impact of an act on key interests of stakeholders (forecast of impact) should be prepared as annex to the explanatory note for the act.

Forecast of impact is a document that describes stakeholders and their potential benefits and losses from a decision which is being considered by the Government. Preparation of this document should facilitate the work with stakeholders and increase awareness of decision-makers about potential consequences of decisions.

To provide methodological guidance for legal drafters concerning forecast of impact, SCMU together with the Ministry of Justice and BRDO prepared Guidelines for conducting forecast of impact on key interests of stakeholders; conducted capacity building activities for 427 public administration employees on how to produce forecast of impact; conducted capacity building activities for 262 employees of SCMU on forecast of impact review and preparation of alternative forecast of impact.



29

C INTRODUCTION OF DIGITAL BY DEFAULT

Adaptation of the Ukrainian legislation to digitalization processes plays an important role in stepping up of e-governance implementation. Currently, only a small share of legal acts contains the norm by which the process described in a document can be realized digitally.

Therefore, CMU Resolution on digital development was drafted in 2018 and then adopted early in 2019, introducing the digital by default principle. Thus, in all government acts the digital process or procedure shall be the preferred option of realization, and digital review shall be performed to ensure this.

The adopted Resolution launches a gradual quality transformation of the entire legal framework.

C THOROUGH REVISION OF THE GOVERNMENT'S RULES OF PROCEDURE STARTED

Drawing on conclusions and recommendations of OECD/SIGMA SCMU together with other stakeholders and with EU support initiated a comprehensive revision and updating of the Government's Rules of Procedure. The aim is to regulate and improve quality of government decisions by streamlining the decision-making procedures. This includes:

• improving the procedure for planning of Government’s activity;

• establishing clear typology of government documents;

• optimizing the requirements for supporting documents attached to draft acts, in particular improve the explanatory note and introduce unified forecast of outcomes of implementation of government decisions;

• providing for comprehensive stakeholder consultations in the course of legal drafting;

• defining clear roles of various institutions in the course of drafting decisions, especially for the centre-of-government institutions (SCMU, Ministry of Justice, Ministry of Economy, Ministry of Finance).

The draft of the revised Rules of Procedures is planned to be finalized by mid-2019.



30

C INTRODUCTION OF ELECTRONIC DOCUMENTATION FLOW CONTINUED

In 2018, 193 institutions and bodies were connected to the system of electronic interaction within the executive branch. Thus, electronic inter-agency interaction is currently implemented in 673 institutions.

Within this electronic interaction system, about 5,400 e-documents are shared on a daily basis.

The system of electronic interaction within the executive branch connects all city councils of cities of regional significance, 336 district state administrations, 8 cities of regional significance and 12 local communities.

The system that would support electronic reconciliation of draft legal acts has been developed and is currently being tested. It also foresees the functionality for tracking acts and producing analytical data for SCMU.

Alongside these transformations, European standards are being introduced in electronic document sharing. In 2018, the E-Governance Agency issued the order regulating new electronic document format compatible with the European format. This will enable government institutions to launch transition to the European standard ETSI EN 319 162 ASiC (Associated Signature Containers) Baseline Profile. Thus, electronic document in the new format can contain the text itself and digital signatures of all institutions involved in drafting.


ELECTRONIC DOCUMENTATION FLOW: 2018

GOVERNMENT BODIES,INSTITUTIONS,ORGANIZATIONS

e-documents are sharedon a daily basiswithin this system

about

institutions and bodieswere connected to the systemof electronic interaction withinthe executive branch in 2018.

are currently connectedto the electronic interactionsystem.

193

5400


31

Implementation of this new format will enable to:

• maintain the government e-archive for long-term storage of documents;

• reconcile draft acts in electronic form;

• enter into and sign agreements in electronic form;

• expand cross-border interaction and shift away from paper-based documents when dealing with European partners by using the standard applied in the EU.


In this reform area, activities foreseen for the development and adoption of legislative changes aimed to relieve the Cabinet of Ministers of non-essential powers have not been implemented, primarily due to absence of agreement on this issue.

Partial implementation is recognized for activities related to improvement of the strategic planning system by amending the Government's Rules of Procedure, elaborating strategic planning methodologies, and drafting of programmatic documents. The reasons for delays include absence of consensus about the design of strategic planning system, on the one hand, and lack of adequate analytical and expert support, on the other hand.

Despite the delay, the objectives regarding enhanced strategic planning and improved policy-making remain relevant and are part of the updated PAR Strategy Implementation Plan for 2019.

The challenges for 2019 will include drafting of amendments to the legislation, Government's Rules of Procedure, their adoption and effective implementation.



32

In 2018, this reform area focused on improvement of selection and performance appraisal procedures as well as modernization of civil servants’ professional training, building reform staff teams, building capacity of NACS and HRM units, and development of HRMIS.

In 2018, the following measures were implemented to ensure appropriate recruitment conditions – planning and management of competitions, engagement of external experts, etc.:

• the competitive recruitment procedure was improved to optimize individual stages of competition; professional competency requirements were updated through respective government regulation;

• case-based tasks for assessment of RSP candidates' competencies were updated;

• testing of knowledge of special legislation was introduced;

• training was delivered to members of selection commissions (seminars, workshops, online courses) with award of completion certificates.

C 28,100 CIVIL SERVANTS RECRUITED IN 2018 THROUGH COMPETITIONS

Seeking to select the best talent for positions in civil service, the Government adopted a series of changes in competitive recruitment procedure for category A positions and RSPs. For example, the Government approved required proficiency in a foreign language which is one of the official languages of the Council of Europe and higher competency requirements for candidates to category A positions. The adopted changes also include automated scoring of professional knowledge, reduced number of stages, lowering of passing score, motivation questionnaire and improved procedure checking foreign language proficiency. These changes optimized the competition, making it more effective and transparent.

In 2018, 21 competitions had been announced and 19 were completed for category A positions, including:

• 2 competitions for vacant position of Deputy State Secretary of the Cabinet;

• 4 competitions for vacant positions of head of central executive bodies (State Service for Veteran Affairs and Participants of Anti-Terrorist Operation; National Health Service; State Service for Maritime and River Transport; State Inspection for Energy Oversight);

REFORM AREA 3. CIVIL SERVICE AND HUMAN RESOURCE MANAGEMENT


33

• 3 competitions for vacant positions of first deputy head of central executive bodies (State Migration Service; State Service for Maritime and River Transport; State Reserve Agency);

• 7 competitions for vacant positions of deputy head of central executive bodies (State Audit Service; E-Governance Agency; State Service for Food Safety and Consumer Protection; State Reserve Agency – 2 positions; State Service for Maritime and River Transport; State Cinematography Agency);

• 1 competition for vacant position of Secretary of Accounting Chamber – head of apparatus;

• 1 competition for vacant position of Head of Secretariat of Verkhovna Rada Commissioner on Human Rights;

• 1 competition for vacant position of head of apparatus (State Property Fund).

Recruitment dynamics for category A positions:

As for recruitment to category B and C positions: 6,656 civil servants were appointed in Quarter IV 2016; 32,325 civil servants were appointed in 2017. As shown below, 28,100 civil servants were appointed in 2018:


2016

109

109

36

2017

99

97

100

44

2018

21

19

14

50

Competitions announced

Competitions conducted

Winners appointed

Vacant positions

QUARTER

I

II

III

IV

Year

28100TOTAL

CATEGORY B

1241

1035

1039

1623

4938

CATEGORY C

6301

5130

5195

6536

23162


34

C OVER 500 CIVIL SERVANTS RECRUITED THROUGH COMPETITIONS AS REFORM STAFF

As of the end of 2018, 58 directorates (general departments) were created in 10 pilot ministries, SCMU, NACS and E-Governance Agency, with 532 RSPs employed as of 31 December 2018. Detailed information on RSP recruitment is provided in Annex 3.

CMU Resolution of 18 August 2017 No. 647 regarding implementation of the comprehensive public administration reform established upper limits for reform staff positions in directorates, SCMU and ministries, general departments in CEBs and for the Government Office for European and Euro-Atlantic Integration. These numbers are considered throughout the year in the distribution of budget funds. The resolution also established temporary upper limits for staffing of apparatus in individual CEBs.

In each pilot institution, the first step in planning of RSP recruitment for 2018 was to define their target structure. Each pilot institution designed and approved its staffing plan according to functional areas of SCMU, respective ministries and other institutions.

In this process, priority is being given to quality rather than quantity of recruited RSPs.

On the whole, 43 Director Generals were selected to lead directorates, with men making up 58% and women – 42%. Among the selected candidates, 53% had been civil servants in the same institution, and 25.5% had no prior experience in civil service.



35

18,703 citizens participated in RPS competitions submitting over 30,000 applications, with average competition rate of 25 contenders per post. 28 persons among the reform staff were dismissed in the period from 1 January through 31 December 2018 was.

Over 27,000 applications are registered on the career.gov.ua portal that posts information about the RSP recruitment process and vacancies.

Among all selected candidates for RSPs 54% are women and 46% are men (although among DGs 58% are men). 38% of all selected candidates had no prior experience in civil service and 62% had such experience, including 40% of those who served in a different administration body. This suggests quite high rate of civil service renewal.


WINNING CANDIDATE FOR DIRECTOR GENERAL POSITION

HIGHER EDUCATION/MASTER'S DEGREE 100%

AGE 31-40 40%

ENGLISHLANGUAGEPROFICIENCY intermediary level +

35%

CIVIL SERVANTOF THE SAMEINSTITUTION53%

ADDITIONALEDUCATION:study abroad,workshops44%


36

C RSP COMPETENCY REQUIREMENTS IMPROVED

C ONLINE COURSE FOR CANDIDATES – NEW CIVIL SERVICE: KEY INSIGHTS IN PLAIN TERMS – DEVELOPED AND LAUNCHED

The purpose of the course is to promote attraction of best talent and provide help in preparation for RSP competitions, offering on an open and free basis:

• access to various information materials on PAR and basic knowledge on policy analysis and strategic planning, learning about competitive recruitment stages;

• practical tips and recommendations from DG experts and other candidates via forums;

• trial test on legislation, analytical and verbal skills, case-based assignments.

The Vacancy Fair organized by Kyiv Post included masterclasses for potential candidates regarding stages of competitive recruitment. To promote recruitment, vacancies from career.gov.ua are also posted on work.ua, providing job description and requirements.


DIRECTOR GENERAL AND DEPUTY DIRECTOR GENERAL

Strategic vision

Leadership

Communication and interaction

Delivery of results

Stress resilience

Motivation

Analytical skills

LEADER OF EXPERT GROUP AND EXPERT SUB-GROUP

Conceptual and innovative thinking

Organizational management

HRM


Stress resilience

Motivation

Analytical skills

GOVERNMENT EXPERT

Effective analysis and conclusions


Delivery of results

Stress resilience

Motivation

Analytical skills


37

C CENTRALIZATION OF COMPETITIVE RECRUITMENT INITIATED

In 2018, the decision was taken to create an assessment centre for candidates to civil service positions, seeking further optimization and professionalization of competitive recruitment. This requires from NACS taking actions to reorganize the All-Ukrainian In-Service Training Centre re-focusing it on centralized assessment of candidates. In 2019, the assessment centre will roll out administration of automated stages of selection process.

C FULL CYCLE OF PERFORMANCE APPRAISAL IMPLEMENTED FOR THE FIRST TIME

In 2018, the full cycle of civil servants' performance appraisal was implemented for the first time, including definition of annual performance indicators, assessment against these indicators and suggestions for individual programmes for enhancement of qualification.

Performance indicators for senior civil servants are established by the Cabinet of Ministers. The same performance indicators related to ensuring effective work of a ministry were established for all State Secretaries of Ministries. For heads of central executive bodies, two performance indicators were established in a centralized manner by the Cabinet of Ministers, and the rest were left at the discretion of a minister coordinating the respective institution.

On 12 December 2018, the Government approved performance appraisal results of senior civil servants who are appointed and dismissed by the Cabinet of Ministers.



38

To provide methodological support to annual performance appraisal process, NACS:

• produced 4 methodological guides and created a resource on Key Performance Indicators on DESPRO Community of Practice – Sustainable Development platform;

• delivered a series of workshops presenting the practicum "How to formulate tasks and key performance indicators?" explaining what constitutes the task and performance indicator for a civil servant, what are the steps in defining tasks and key indicators related to performance, effectiveness and quality of work delivered by civil servants.

170 civil servants employed as reform staff went through performance appraisal and among those 125 received ‘excellent’ grades and 45 received ‘positive’ grades. The largest number of excellent grades are in the Ministry of Justice – 24; the largest number of RSPs who received positive grades are in SCMU – 18.


ANNUAL APPRAISAL SYSTEM

ANNUAL CYCLE

SETTINGTASKS and key performanceindicators for each civilservant in categoriesF, B and C2-5 tasks

EVALUATIONINTERVIEW and individual appraisal reports prepared by immediate superior

DECISIONS

on bonus award, professionaltraining needs or follow-up interview in case of negative assessment - not earlier than after three months.

QUARTERLYREVIEW of tasks and keyperformance indicators

ENDORSEMENTOF REPORTby head of stand-alonestructural unit

1. 3. 5.2. 4.


39

C INSTITUTIONAL CAPACITY OF NACS ENHANCED

According to the RSP Concept, NACS established general departments for HRM in civil service and for professional development of civil servants and local self-government officials.

In total, NACS conducted 31 competitions to vacant civil service positions, including 11 RSP competitions, based on which 22 persons were appointed in 2018, including 8 persons appointed as reform staff.

As of 1 January 2018, 5 persons were appointed as reform staff in NACS; during 2018 another 16 persons were appointed and 3 persons were dismissed. In total, NACS staffing plan envisages 20 RSPs – 11 positions in the General Department for HRM in Civil Service and 9 positions in the General Department for Professional Development of Civil Servants and Local Government Officials.

The portal career.gov.ua was modernized and transferred to a more powerful platform in 2018, which was supported by the EU-funded project "Support to Strategic Communication and Raising Awareness of Public Administration Reform in Ukraine", opening the possibilities for further expansion and integration with other databases. It is also planned to extend the portal functionality onto all vacancies in civil service to provide for fully automated submission of documents and integration with HRMIS.

C CAPACITY OF HRM UNITS STRENGTHENED

In 2018, NACS designed an HRM capacity assessment methodology and conducted pilot assessments in 6 institutions responsible for development and implementation of key national reforms: Ministry of Finance, Ministry of Culture, Ministry of Justice, Ministry of Infrastructure, NACS and E-Governance Agency. Also, two surveys were carried out in HRM units (covering 659 HRM employees), helping to identify the needs regarding methodological support.

In order to bring HRM system in line with the European standards and enhance NACS capacity regarding comprehensive development of civil service and HRM staff, 15 seminars, conferences and workshops were conducted focusing on implementation of legislation and modern HRM tools in civil service.



40

During 2018, in order to provide methodological assistance to HRM units, NACS staff prepared 6 methodological guides on:

• How to prepare a pool of test items testing the knowledge of special legislation and answer options;

• How to identify performance results of civil servants employed in category B and C positions;

• How to define tasks and key indicators related to performance, effectiveness and quality of work delivered by senior civil servants;

• How to design individual programmes for professional competency development;

• How to define tasks and key indicators related to performance, effectiveness and quality of work delivered by civil servants employed in category B and C positions;

• How to identify performance appraisal results for senior civil servants.

C ENHANCED QUALIFICATION OF HRM UNITS

150 employees of HRM units enhanced qualification regarding organization and implementation of performance appraisal. The X Annual Richelieu Readings included a workshop for HRM staff "Appraisal in 2018: Role and Place of HR Communication". The in-service training programme "Organization and delivery of internal training on performance appraisal in public administration" was developed and is used by HRM units in their practical work.

A national competition for Best HRM Practices was conducted and involved 23 HRM units in central and local executive bodies.

C HRMIS PROCUREMENT CONDUCTED

In 2018, technical and tender documentation was prepared, and tender procedure was carried through, yielding a winning bidder for procurement of HRMIS software. Procurement of services related to HRMIS implementation followed the World Bank procedure, according to the schedule.

The purpose of HRMIS is to provide an effective, transparent and reliable tool for human resource and payroll management in ministries, CEBs, regional and district state administrations, other public administration institutions and authorities, using automated business processes for HRM and payroll.



41

Procurement and roll-out of HRMIS is financed through the Strengthening Public Resource Management Project in the framework of Partnership Programme of the EU and the World Bank in Europe and Central Asia and the Single-Donor Trust Fund (EURoPAF – EU Programme for the Reform of Public Administration and Finances), under administrative management of the International Bank for Reconstruction and Development. The project is implemented by the Ukrainian National Agency on Civil Service.

In 2018, Ukraine's national budget financed procurement of server equipment and building of the data processing centre for HRMIS for the total amount of 18,925.46 thousand UAH. Procurement of services of six consultants was financed from the grant and amounted to 2,964.16 thousand UAH.


IT SYSTEM FOR HRM & PAYROLL

AS IS: WILL BE:

Manual processingand consolidation of paper-based data on over 250,000 civil servants

Reports generatedautomatically online

All work is mainlydone on paper

Work is performedelectronically (no paper)

Manual calculationof seniority for eachcivil servant for: - assignment of ranks; - calculation of salary; - calculation of benefits

Instant automaticcalculation of all parameters

28% of central-level institutionsuse IT systems to store data

100% of institutions' HRM takes place within a single electronic system

Written requests for background checks (the entire process takes several weeks)

Automatic checks through all necessarydatabases (the entire process takes half-day).


42

HRMIS will address a wide range of HRM issues and bring savings in terms of time and budget resources, while significantly increasing accountability of government bodies to the public. The Ukrainian Government received financing for HRMIS procurement and implementation from the European Union, and the HRMIS project will be implemented with support from the International Bank of Reconstruction and Development.


IT SYSTEM FOR HRM & PAYROLL

FOR HRM AND FINANCE UNITS

Analytical reports in real time:- number of positions in a staffing plan - vacancies - actual headcount

Analysis of composition of civil servants and non-civil servants (support staff) in any institution and department

Structure of an institution and analytical data on filling positions according to staffing plan

Financial reporting

FOR MANAGERS

Monitoring of public institutions

Control of the national budgetas regards civil service

Information on human resourcesand wage bill in public institutions

Monitoring and control of personnelefficiency in public institutions

Information on individual salaries of civil servants

FOR CIVILSERVANTS

Drawing up requests for leaves and business travel

Own account for self-service

Possibility to view and analyze salary for any period

Analysis of competencies, development and training plans

Generation of necessary reports

Personal tasks and key performance indicators

Payroll and calculation of salaries

Evaluation of civil servants' effectiveness

Generation of reports

Building a pool of potential candidates for civil service

Analysis of competenciesand training needs

Electronically kept personal files

Automatically generated documents and supervision of competitions

Analysis of candidates

Analysis of cadre reserve, planning, employment and career of civil servants

Management of business travel and short-term needs for business travel

Management of transfer requests, transfer procedures and signing up for future transfers.

Keeping database on training courses and internships as per job requirements.

Keeping time sheets, annual leaves and additionalleaves.

FOR THE PUBLIC

1

3 4

2


43

C REFORM OF CIVIL SERVANTS' PROFESSIONAL TRAINING LAUNCHED

In 2018, the Cabinet of Ministers approved the action plan for implementation of the Concept for the reform of professional training system for civil servants, heads of local state administrations, and local self-government officials.

The Concept envisages, inter alia, that training is to be focused on individual needs; therefore, in 2018 individual programmes of professional competency enhancement were designed for the first time, following performance appraisal results.

Striving to improve quality of education in the field, NACS approved criteria for competitive selection of education providers to be contractors of the government as regards delivery of master's programmes in Public Administration and Management, and in-service training for incumbent civil servants and local self-government officials. Application of these criteria in evaluation of education institutions' offers enabled to assess objectively their capacity and select higher education and post-diploma education institutions for performance of government contracts based on principles of fair competition, openness and transparency.

On the whole, 21 higher education institutions were selected: 17 – for delivery of in-service training for incumbent civil servants and local self-government officials; 7 – for delivery of professional programmes; 10 – for delivery of short-term programmes; and 8 – for delivery of training finance management programmes.

Two specialized short-term mixed-mode courses (face-to-face plus distance learning) were designed and implemented using the Prometheus platform – a civil society MOOC (massive open online courses) project:

• HRM in Civil Service – a course for heads and deputy heads of HRM units in public administration;

• RSP Competitive Recruitment Procedure – for civil servants included in selection commissions.

The Coordinating council on professional training of civil servants and local self-government officials was also established in 2018.



44

C THE NACS COUNCIL FOR HRM IN CIVIL SERVICE COMMENCED WORK

The Council included representatives of HRM departments from 68 central executive bodies and convened three times.

The Councils governing documents, meeting minutes, agendas, presentations and other materials are published on the NACS official website.

C A STUDY OF PUBLIC ADMINISTRATION CULTURE AND WORK CLIMATE IN CIVIL SERVICE WAS CONDUCTED FOR THE FIRST TIME USING THE STANFORD UNIVERSITY METHODOLOGY

As part of implementation of the Multilateral Memorandum on Strategic Partnership and Cooperation between the Cabinet of Ministers of Ukraine, Centre on Democracy, Development, and the Rule of Law at Stanford University (CDDRL), Kyiv School of Economic (KSE) and Professional Government Association of Ukraine (PGA), the Civil Service Feedback Loop project was implemented in Ukraine in 2018 for the first time, aiming to conduct a study of organizational culture and work climate in Ukrainian civil service.

The project involved anonymous survey of civil servants employed in central apparatus in ministries and SCMU – all in all, almost 2,000 civil servants were surveyed from 14 ministries and SCMU.

Among the respondent 67% were women and 33% were men, with the following distribution by position categories:

• Category А – 0.2 %;

• Category B – 18.4 %;

• Category C – 81.4 %.

The survey findings will help elaborate recommendations on how to increase competitiveness of the state as employer, raise effectiveness of civil service and strengthen Government's capacity to promote development of Ukraine. They will also feed into comparative study conducted by CDDRL on development of governance across the globe. The survey findings are planned to be made public in the first half of 2019.



45


The salary reform and introduction of job classification remain to be the issues requiring special attention. At the end of 2018 NACS, upon Prime Minister's instruction, collected data on the actual situation with salaries and started respective analysis. As a result, a policy proposal shall be prepared on salary system reform, and respective tasks are stipulated in the revised PAR Strategy Implementation Plan for 2019.

Also, HRMIS development is being carried out with significant delay from the initial plan. The delay has been caused, among other factors, by lengthy procurement procedures of the World Bank that is a key partner of the Ukrainian Government in this project. The contract for HRMIS development was signed early in 2019, which will accelerate its implementation.

The challenges for 2019 will include drafting and adoption of amendments to the civil service legislation, required also to modify the salary system and launch full operation of the assessment centre.

In addition, practical application of competitive recruitment revealed problem areas that need to be addressed in 2019, namely:

• External experts in HRM and respective policy areas were not consistently engaged in the work of selection commissions;

• Some institutions lack proper technical provisions for testing (computers, etc.);

• In some cases, the established competition procedures were not strictly followed;

• The competition process was complicated by overloading of selection commissions due to parallel announcement of competitions for a large number of vacancies.



46

The objective for this area formulated in the PAR Strategy is to build ministries' capacity for policy-making and effective managerial decision-making. The main challenge was to finalize the pilot reform project in the following ministries: Ministry of Agrarian Policy, Ministry of Energy, Ministry of Infrastructure, Ministry of Culture, Ministry of Education, Ministry of Healthcare, Ministry of Regional Development, Ministry of Social Policy, Ministry of Finance and Ministry of Justice.

C THE CONCEPT OF OPTIMIZATION OF CENTRAL GOVERNMENT SYSTEM UPDATED

Pilot ministries were implementing activities aimed to align their structure with the provisions outlined in the Concept of optimization of central government system adopted in December 2017 and updated in 2018 on the basis of SIGMA assessment.

The principal provisions of the revised Concept are:

• Requirements are defined for the design of a ministry's structure for 8 pilot ministries. Other ministries may join the pilot project, subject to proposal of respective Minister;

• Organization of central government system should meet the European standards of good administration formulated in the Principles of Public Administration developed by SIGMA;

• Main tasks of ministries are defined as strategic planning, ensuring public policy development, monitoring and coordination;

• Ministry's activity should primarily focus on elaboration of public policy documents and legislative drafting; other central executive bodies may propose to ministries adjustment of public policy or improvement of legislation in respective areas;

• Policy implementation functions in ministries should be minimized. Ministries will gradually dispose of functions related to administrative services delivery, inspection and oversight, and state-owned property management. Policy implementation functions are to be concentrated in other central executive bodies;

• Ministries should gradually shift towards decentralized management, as defined by the law, stipulating delegation of authority from top leadership of ministries and other central executive bodies to heads of respective units;

• RSP recruitment shall continue. The strategic vision of the Cabinet of Ministers of Ukraine is to gradually close the gap between reform staff and other civil servants both in terms of competitive recruitment and levels of remuneration.

REFORM AREA 4. ACCOUNTABILITY – ORGANIZATION, TRANSPARENCY, OVERSIGHT


47

C THE PROCESS OF RELIEVING PILOT MINISTRIES OF NON-ESSENTIAL FUNCTIONS IS UNDERWAY

Core functions of ministries – policy development and control of policy implementation – are concentrated in directorates, and the target model stipulates that non-essential functions of administrative services delivery, inspection and oversight and state-owned assets management shall be first concentrated in stand-alone units and then gradually transferred.

Identification of functions that are non-essential for a ministry and delineation between functions of directorates, policy implementation units and secretariat in a ministry was carried out on the basis of functional reviews conducted in pilot ministries.

The functional review methodology was discussed and approved by the PAR Coordinating Council on 25 June 2018 that recommended application of this methodology by pilot ministries.


CONCEPT OF OPTIMIZATIONOF CENTRAL GOVERNMENT SYSTEM

Functions correspondto present-daychallenges andobjectivesof theGovernment

Develops, plans,monitors and evaluatespolicy outcomes

Policydevelopmentand polity implementationfunctions are separated

Has Mission

Clear divisionof responsibilities

Is in linewith Europeanbest practices

NEWMINISTRY


48

Functional reviews were conducted in pilot ministries, with subsequent reporting on results, in particular on identified non-essential functions and respective proposals. These results served as basis for proposed target structures of ministries that will be in line with ministries’ needs and CMU Resolution No. 946 on finalization of reform in ministries’ apparatus.

On 13 December 2018, the PAR Coordinating Council approved four out of eight target structures – for the Ministry of Social Policy, Ministry of Education, Ministry of Agrarian Policy and Ministry of Culture. Other four ministries were advised to revise their target structures according to SCMU recommendations.

Following the Government decision, two pilot ministries – Ministry of Finance and Ministry of Justice – shall be exempt from requirements established by the CMU Resolution No. 946 on finalization of reform in ministries’ apparatus. However, activities related to the reform of apparatus shall continue to be carried out according to the CMU Resolution No. 644 on organization of structure of SCMU, apparatus in ministries and other CEBs. This decision was motivated by specific activity of these ministries performing a considerable scope of centre-of-government functions related to expert review of draft acts.


Reorganization of apparatus in pilot ministries is moving slower than expected. One of the reasons behind the delay is difficulty in formulation and introduction of common approaches to reorganization due to high level of ministry’s autonomy when it comes to their organizational structure. In terms of delivery of the PAR Strategy Implementation Plan, in this reform area the activity of adjusting the regulation on ministries and their apparatus structure on the basis of functional review outcomes, planned for Quarter IV 2018 was not implemented on time.

In order to accelerate the reorganization of ministries, the Government adopted Resolution of 24 October 2018 No. 946 on finalization of the reform if ministry's apparatus in selected ministries and also updated the Concept for optimization of central government system (CMU Ordinance of 27 December 2017 No. 1013). The PAR Coordinating Council closely monitors the process of reorganization of each ministry that should be completed in the first half of 2019.

Challenges for 2019 in this area will include building mechanisms for relieving ministries from non-essential functions, drafting and adoption of relevant amendments to legislation.



49


THE TARGET STRUCTURE OF MINISTRY’S APPARATUS

STRATEGICPLANNINGDIRECTORATE

Expertgroup

Expert group

Expert sub-group

FIRSTDEPUTY

MINISTER

POLICYDEVELOPMENTUNITS

POLICYIMPLEMENTATIONUNITS

SUPPORTUNITS(SECRETARIAT)

DEPUTYMINISTER

ON EUINTEGRATION

DEPUTYMINISTER

DEPUTYMINISTER

MINISTER

STATE SECRETARY

POLICYDIRECTORATE (option 1)

POLICYDIRECTORATE (option 2) Chief

Division Chief Division

Section

DEPARTMENT Division Section Sector

DEPARTMENTDivision

Division Section

Section

Sector

Section

Expertgroup

Expert group

Expert sub-group

Expertgroup

Expert group

Expert sub-group


50

The objectives in this reform area included drafting of the law on administrative procedure, improving quality and accessibility of administrative services by expanding the network and menu of services provided through one-stop-shops, further decentralization of service delivery, digitalization of services, implementation of electronic interaction system for public registries and expansion of e-identification.

C THE DRAFT LAW ON ADMINISTRATIVE PROCEDURE PREPARED AND APPROVED BY THE GOVERNMENT

One of the tasks the Government is working on is preparation for implementation of general administrative procedure that would guarantee each person’s right to impartial handling of a case within reasonable time limits, including:

• the right to be heard before adoption of any individual decision with potential negative consequences for a person;

• the right to access case file that concerns a person;

• obligation of administrative authorities to justify their decisions, etc.

These rights should be defined in legislation and the respective provisions should apply to all executive bodies and local self-governments as well as their officials and other entities charged with public administration functions.

In order to elaborate the draft, the Ministry of Justice created a dedicated working group. Ultimately, the Cabinet of Ministers approved the draft Law on Administrative Procedure and submitted it to the Verkhovna Rada (registration number 9456 of 28 December 2018).

C THE NETWORK OF ONE-STOP-SHOPS EXPANDED – 54 NEW ONE-STOP-SHOPS OPENED

Improved quality of administrative service delivery is achieved through improving the work of one-stop-shops for service delivery and expansion of their menu as well as digitalization of services.

In 2018, the network of one-stop-shops considerably grew, with increased number of administrative services provided through them. During 2018, 54 new one-stop-shops opened their doors and many other existing one-stop-shops were refurbished and modernized. In parallel, there is also a growing number of local self-governments (including amalgamated communities) that provide services for residence of respective districts, reducing the number of services centres

REFORM AREA 5. ADMINISTRATIVE SERVICES DELIVERY AND ADMINISTRATIVE PROCEDURE


51

operated by district state administrations. Thus, the authority and responsibility for delivery of administrative services are increasingly assumed by local self-governments.

Currently, there are 778 operational one-stop-shops in Ukraine: 325 are established by local self-governments, including 125 in amalgamated communities, and 453 are established by local state administrations. Also, local authorities opened 84 remote workplaces for administrators, including 68 in amalgamated communities, and run 3 mobile centres.

In 2018, almost 15 million services were provided through one-stop-shops. On average, 57,000 services are provided on a daily basis. The most frequently claimed services are business and property registration, requesting data from Land Cadastre, place of residence registration, issuance of passports and permits.


DEVELOPMENT OF A NETWORK OF ONE-STOP-SHOPS

In 2018 in Ukraine

new one-stop-shopsand local officesbecame operational

New one-stop-shopsin Quarter I-II

New one-stop-shopsin Quarter III-IV


52

C EXPANSION OF ONE-STOP-SHOPS’ MENU AND DECENTRALIZATION OF SERVICE DELIVERY

A pilot project launched in October 2018 is being implemented providing initial registration of vehicles and replacement of driver's license through the one-stop-shops in the city of Kyiv and soon will be expanded onto other regions.

As of 1 January 2019, 134 one-stop-shops with 276 installed workstations are connected to the Unified State Demographic Registry to process issuance of Ukrainian passports in the form of ID card and issuance of travel passports.

Access to data in the National Land Cadastre is granted to:

• 97 one-stop-shops as well as 72 rural councils, 59 city councils 1 district council;

• in the viewing regime – 46 one-stop-shops as well as 216 rural and city councils.

90% of one-stop-shops have access to the Unified State Registry of legal entities, individual entrepreneurs and associations of citizens as well as National Registry of property rights.

In the majority of one-stop-shops, the size of waiting and service areas meets the established requirements.

As part of Government's proposals on further decentralization of administrative service delivery, the draft law on amending the Law on Civil Registration and some other legislative acts of Ukraine regarding decentralization and bringing civil registration services closer to citizens was submitted to the Verkhovna Rada and is pending review. This draft law proposes to hand over civil registration powers to local self-governments, in particular to cities of regional significance, and to simplify the service delivery process.



53


WAITING AND SERVICE AREAS IN ONE-STOP SHOPS

CONNECTION TO REGISTRIES

< 50 m2

50-70 m2

70-100 m2 > 100 m2

44%21%

17%18%

Unified State Registryof Legal Entities,

Individual Entrepreneursand NGOs

90%

State Registryof Property Rights

93%

StateLand Cadastre

21%

UnifiedState Demographic

Registry

16%


54

C IN 2018 THE USE OF E-SERVICES GREW THREEFOLD

Introduction of e-services not only contributes to convenience and accessibility but also helps minimize corruption risks.

The Unified State Portal of Administrative Services my.gov.ua provides information on administrative services and possibilities for their online delivery for service users. It contains information on:

• over 1,000 administrative services (legal acts regulating these services, electronic application forms (doc and pdf formats) and other required documents, place and regime of delivery;

• 44 public authorities and over 750 one-stop-shops, their locations, working hours and links to websites.

The user has the possibility to:

• Create a personal account using login and password, electronic digital signature or Bank ID of the National Bank of Ukraine;

• Apply for and receive electronically 100 administrative services, namely: 15 services of MEDT, 71 services of the National Commission for State Regulation of Energy and Public Utilities, 4 services of the Ministry of Internal Affairs, 2 services of the State Committee on Television and Radio Broadcasting, one service of State Geo-Cadastre, one service of the Ministry of Ecology, one service of the Ministry of Social Policy, one service of State Labour Service, one service of State Aviation Service, three services of the National Commission for State Regulation of Financial Services Market;

• Make appointment via electronic queue system to receive Ukrainian passport and Ukrainian travel passport (10 services);

• Submit reports regarding district heating, district water supply and sewage to the National Commission for State Regulation of Energy and Public Utilities (41 reports from business operators);

• Following links, receive 56 services in electronic form on other websites;

• Pay administrative fees using payment systems EasyPay, Portmone, iPay and PayMaster.

The Portal provides access to information about services and possibility to apply for people with visual impairments.



55

The Government Portal kmu.gov.ua provides access to 118 top-priority services for citizens and business.

In 2018, E-Governance Agency audited the e-service delivery by CEBs. Performance with regard to introduction of online services was assessed in terms of number of services developed at:

• Level III – online application and payment;

• Level IV – fully integrated service.

These requirements for e-service delivery are in line with the UN methodology and were made part of national legislation by the Concept for development of e-services in Ukraine. As of 1 January 2019, 17 services are developed at Level III and 74 services are developed at Level IV.

In the process of digitalization of services, the government prioritizes those services that are most frequently claimed by society and businesses and yield significant anti-corruption effect. Among the key tasks in 2018 was to introduce 100 e-services. This target was achieved – by the end of the year the Government Portal functioning as a ‘single window’ offered 118 e-services.

Services that are already available online include:

• social services: granting of child birth allowance, housing subsidies, some services of the Pension Fund;

• services for business: business registration, issuance of licenses and permits, obtaining abstracts and certificates online;

• services in construction sector: 80% of construction in Ukraine can be launched and subsequently put into operation online (for CC1 class). The first fully automated service without any face-to-face contact with officials has been introduced in this area – launch of construction works for CC1 class;

• services in security and justice sector: it is possible to now receive certificate on absence of conviction, absence of corruption offence, and file application to the court online;

• services for vehicle owners: individual driver’s online account with the functionality allowing owners to check information about their vehicle, driver's license, fines, make appointment using electronic queue to visit service centres of the Ministry of Internal Affairs, etc.;

• services in transport sector: individual transport operator's online account with the functionality allowing operators to issue, extend, qualify and cancel license for passenger and freight carriage and promptly amend the data on their enterprises.



56

C INTRODUCTION OF E-IDENTIFICATION COMMENCED

Provision of modern e-services requires e-identification. The Law on Electronic Trust Services entered into force on 7 November 2018 introducing models and principles of electronic trust services of the EU without interrupting interaction between actors in the area of electronic digital signature established in Ukraine.

The Law will also open up the opportunity for broad launch of such e-tools of identification as MobileID and BankID.

As required by the Law, the E-Governance Agency developed and launched testing of the integrated e-identification system id.gov.ua intended for technological support of user-friendly, accessible and secure e-identification and authentication of individuals and legal entities, support of its functioning, compatibility and integration of e-identification schemes, their interaction with web-portals of other e-services and systems of electronic interaction between public authorities, individuals and legal entities, ensuring information and personal data protection on the basis of common requirements, formats protocols and classifiers.

The integrated e-identification system will connect all e-identification service providers (digital signature, MobileID, BankID), including the Accredited Centre for Key Certification of the State Fiscal Service. This will enable to implement the "single window" principle when providers of services requiring e-identification


E-IDENTIFICATION

Three major mobile operators –Kyivstar, Vodafone and lifecellare ready for full-fledgedimplementation of MobileID.

IntegratedE-Identification Systemid.gov.ua has been launchedconnecting all providersof e-identification services.

IDcardMobileIDBankIDE-signature

The Law onElectronic Trust Servicescame into force on 7 November 2018.


57

(banks, State Treasury, Land Cadastre, Ministry of Social Policy, etc.) will be able to receive information about clients through a single inquiry, without using multiple accounts in different IT systems.

At the end of 2018, Ukrainians received access to the mobile identification service. Using MobileID, users can use their phones to sign electronic documents and applications. All electronic services that are being implemented by default have the possibility to use MobileID access.

C DRIVER'S ONLINE ACCOUNT LAUNCHED ON 21 DECEMBER 2018

Driver's online account provides access to 5 services:

• Receiving up-to-date information on the vehicle and driver's license;

• Checking and paying administrative fines;

• Checking the vehicle by VIN code;

• Sign up for electronic queue to the service centre of the Ministry of Internal Affairs;

• Order customized license plate.

Driver's online account is accessible at e-driver.hsc.gov.ua and the Government Portal at kmu.gov.ua under E-Services.

C THE WORK COMMENCED ON A PACKAGE OF E-SERVICES RELATED TO BIRTH OF A CHILD

Ukraine changes the philosophy underlying development of e-services: Government strives not only to create new e-services but also reengineer them so that they will be organized around life events and business situations of those who require them.

Also, all electronic services that are being implemented by default have the possibility to utilize MobileID access.



58

C TREMBITA, THE SYSTEM OF ELECTRONIC INTERACTION WITHIN THE PUBLIC ADMINISTRATION, LAUNCHED INTO PILOT OPERATION

TREMBITA is one of the key elements of the infrastructure of e-services for citizens and business providing easy and unified access to the data contained in national registries.

It is a system of electronic interaction between Ukrainian public registries allowing institutions to share necessary data in a secure and fast mode in order to have better interaction with citizens and business.

Currently, Ukraine has over 350 public registries held by more than 80 public institutions. Each year, the country spends 500 million UAH of budget funds for maintenance of 25 top-priority national registries, with over 80% of all money going to procurement of supporting equipment. Earlier, public registries were generally created in an ad hoc manner, so now it is a challenge to control their number, purpose and keep track. Only 60% of public registries have attested comprehensive data protection systems, which poses risks as to security of data held in insufficiently protected environment. The data audit initiated by the E-Governance Agency revealed that registries have almost 80% of identical non-technological fields, which means that a lot of personal information about citizens was duplicated and accumulated in multiple databases. TREMBITA offers the capacity to stop duplication and accumulation of redundant information, to structure registries and optimize related costs.

TREMBITA has the following characteristics:

• It is a decentralized system, i.e. fully distributed and fault-tolerant – its use does not require centralization of data and change of owner.

• Different institutions receive access to data from national registries according to their mandate, leading to improved quality of e-services provided to citizens and business.

• It enables easy and unified interaction between IT systems by using a single set of rules and formats.

• It is fault-tolerant due to decentralized installation of elements and direct data sharing between participants without having to pass through interim nodes.

• It has high level of security ensured by use of electronic seal and encryption of all transmitted data as well as having protocols of events, control of access to web-services and measures to counteract denial of service attacks.



59

Following the launch of TREMBITA roll-out, IT systems of public authorities are currently being integrated. The top-priority task in 2019 will be to connect the most important registries, in particular those of the Ministry of Justice, Ministry of Social Policy, Pension Fund, State Fiscal Service, Ministry of Internal Affairs, etc.

In 2018, the development of TREMBITA involved:

• development of the interoperability system;

• deployment and installation of system elements in fully operational, testing and training environments;

• development of a package of documents for the system.

On 10 September 2018, TREMBITA was launched in testing mode and by the end of the year received the expert conclusion of the State Special Communication Service on conformity with technical data protection requirements.

Also, the E-Governance Agency together with the Verkhovna Rada Committee on Informatization and Communication prepared a draft law aimed to streamline the work with public registries in Ukraine – setting-up, functioning and upgrading. Since for some registries their establishment and functioning are regulated by the law, gaining access to them requires respective legislative amendments. So far, the draft is pending its turn to be presented for discussion by parliamentarians (Draft Law #8602 on Public Electronic Registries).

For further details see: trembita.gov.ua



60

C UKRAINE HAS ONE OF THE HIGHEST RATES OF OPENING DATA IN THE WORLD

For four years Ukraine has been actively developing its open data sphere, and each year its importance and popularity is growing. In 2018, Ukraine was ranked the second among the countries demonstrating the biggest progress in publication and use of open data for accountability, innovation and social impact. It was recognized in the Open Data Barometer Report.

Also, Ukraine was ranked the 17th among 30 signatory states of the International Open Data Charter which Ukraine joined in 2016.

Since 2018 was so rich in events in this area, this year could be called the Year of Open Data. Ukrainians received access to some of the most anticipated data sets, from transport sector to local budgets.

Thus, information held by the Ministry of Internal Affairs about registered vehicles were among the most popular, since they show the actual situation in the Ukrainian automobile market. This data fed into online services that have already been used by citizens more than a million times.

Special attention should be given to data on licenses for automobile transportation, both passenger and freight, that also became accessible for general public last year. Now anyone can check license of an operator and make informed decisions about potential cooperation.

In the area of environmental protection, the biggest impact was from opening the data of monitoring of surface waters by State Agency on Water Resources. The data was published by 16 main indicators from 445 points of collection of water samples on rivers for the last 5 years. According to the latest issue of Global Open Data Index, this data is published only by 15 countries in the world, and now Ukraine is one of them.


Among countriesthat achievedthe biggest progressin opening datain the last 4 years

Among 30 leadingcountries for open datathat joined theInternational OpenData Charter


61

The Ministry of Finance initiated publication of data on 9,683 local budgets on openbudget.gov.ua. Thus, Ukrainians can now control budget spending on the level of region and village.

Public control and oversight authorities opened data on over 143 audits of businesses planned in 2019. Thus, each business owner can find out when specific audit shall take place.

The oversight authorities opened data on over 143 inspections of businesses planned to be carried out in 2019. Thus, each business owner can find out when specific inspection shall take place.

Seeking to improve quality and respectively expand the circle of open data users, the E-Governance Agency upgraded the national data portal data.gov.ua intended as a single platform for all open data sets in Ukraine. The old version gave the initial impetus to the development of open data in Ukraine but was not meeting diverse needs of users and data holders. The upgraded portal switched to CKAN platform which is the most popular among governments throughout the world. This solution is more popular and has more advanced functionality, and thus will better serve the needs of Ukraine in the long run.


EXAMPLES OF PRIORITIZED DATASETS PUBLISHED DURING 2018

Information on registered vehiclesfrom Ministry of Internal Affairs

Data on 42,794 licenses for passengerand freight transportation issuedby State Service on Transport Safety

Data on surface waterfrom State Agencyon Water Resources

Information on 9,683 local budgetsfrom Ministry of Finance publishedon openbudget.gov.ua

Data on over 143,000 businessinspections from oversight authorities


62

The upgraded portal data.gov.ua offers a range of advantages both for users and data holders, making open data more accessible for the public and business community, namely:

• user-friendly navigation and search to work with open data;

• implemented analytical module for work with open data modelled on international experience;

• pre-moderation of open data sets published by data holders ensuring quality of data for further re-use;

• common standards for all users of the single information space regarding posting of information;

• effective two-way communication through feedback channels.

Publication of information by public authorities in the form of open data not only contributes to better transparency of their actions and decisions, but also has noticeable impact on the development of economy. This has been shown by the results of a joint study on such impact conducted by the E-Governance Agency, Kyiv School of Economics and the Open Data Institute based in London using the European Commission methodology.

It was found out that only in 2017 open data brought our country over $700 million or 0.67% GDP, of which $200 million were direct impact and $500 million – indirect impact. Researchers argue that if the drive for more open data continues to gain steam in Ukraine, by 2025 the figure could reach $1.14 billion or 0.92% GDP.



63


In this reform area, the biggest challenge is to have the Verkhovna Rada adopt the Law on Administrative Procedure introduced by the Cabinet of Ministers at the end of 2018. The drafting process took longer than anticipated as it was necessary to take into consideration views and opinions of a wide range of stakeholders and international experts. Facilitation of passing of the law in the Verkhovna Rada is among priority tasks of the PAR Strategy for 2019.

There is also a delay with drafting and adoption of laws addressing empowering of local self-governments to deliver via one-stop-shops services related to issuance of civil registration documents, land plot registration, vehicle registration and issuance of driver's license. The draft law on civil registration has been submitted to the Verkhovna Rada, whereas drafts on land plot registration, vehicle registration and issuance of driver's license are still undergoing reconciliation procedure.

Other challenges will include full-scale roll-out of TREMBITA, connection of electronic registries, further reengineering and simplification of administrative services around life events and business situations, in particular those related to birth of a child.


64


1. Carry out thorough assessment of state of play in public administration (with participation of SIGMA)

OBJECTIVE

1) Design together with SIGMA a methodology for assessment of public administration system

2) Conduct thorough assessment of the public administration system against the Principles of Public Administration developed by SIGMA (hereinafter – Principles of Public Administration)

3) Prepare, agree and approve proposals for amendments to the PAR Strategy and Action Plan for its implementation according to recommendations of the analytical report

4) Develop and submit to CMU a draft act of the Cabinet amending the PAR Strategy and Action Plan for its implementation

ACTIVITY

Methodology designed

Analytical report (assessment results) submitted for consideration of PAR Coordinating Council

Proposals for amendments to the PAR Strategy approved by PAR Coordinating Council

Amendments to the PAR Strategy and Action Plan adopted by CMU

PERFORMANCE INDICATOR

Minister of CMU NACS SCMU

-”-

Minister of CMU NACS MoF MEDT SCMU

Minister of CMU NACS MoF MEDT SCMU

RESPONSIBLE BODY

III Quarter 2018

IV Quarter 2018

IV Quarter 2018

I Quarter 2019

TIMELINES

Completed The methodology was applied to conduct assessment of Ukrainian public administration system.

Completed SIGMA Report on results of the assessment of sate of play in the Ukrainian public administration system was presented at a conference in Kyiv on 11 September. On 8 October 2018, results of SIGMA assessment of Ukraine’s public administration against the Principles of Public Administration were reviewed by the PAR Coordinating Council.

Completed Proposals for amendments to the PAR Strategy considered by the PAR Coordinating Council on 13 December 2018.

Completed The Ministry of Justice, by letter 50297/0/1-18 of 17 December 2018, submitted to CMU the draft ordinance amending the CMU Ordinances of 24 June 2016 No. 474. and of 27 December 2017 No. 1013 that was adopted by CMU on 18 December 2018.

IMPLEMENTATION STATUS

REPORT ON DELIVERY OF THE PAR STRATEGY IMPLEMENTATION PLAN IN 2018 ANNEX 1

65


2. Coordination of the PAR Strategy implementation

3. Strengthen capacities for PAR

4. Establish a structural unit within SCMU responsible for PAR, with sufficient capacities

Ensure regular meetings of PAR Coordinating Council

1) Develop methodology and IT toolkit for monitoring, evaluation and reporting on PARS implementation

2) Implement methodology and IT toolkit necessary for implementation, monitoring and reporting on PARS implementation in the work of government agencies involved in PARS implementation

3) Ensure production of periodic annual reports on PARS implementation and assessment of resources (spent and planned)

1) Design and approve requirements for professional competencies of staff of PAR unit within SCMU

Meetings are held on a regular basis

Methodology and IT tools developed

Methodology and IT tools applied

Reports on PARS implementation prepared and reviewed by PAR Coordinating Council

Professional requirements approved

Minister of CMU CEBs SCMU

Minister of CMU NACS MoRD E-Gov Agency SCMU

-”-


Minister of CMU SCMU NACS

On ongoing basis

IV Quarter 2017

-”-

Annually, starting from I Quarter 2018

IV Quarter 2017

Completed in the reporting period Meetings of PAR Coordinating Council were held on 23 April, 18 June, 25 July, 8 October and 13 December. The working group composed of State Secretaries also meets on a regular basis.

Completed Methodology and technology for monitoring of PARS implementation are designed based on Microsoft Share Point.

Completed All ministries, SCMU, NACS and E-Gov Agency are connected to the electronic system of monitoring of PARS implementation based on Microsoft Share Point.

Completed in the reporting period Report on PARS implementation status for 2017 is published on the official website of CMU in April 2018. Report for 2019 is planned to be reviewed early in 2019.

Completed According to the approved requirements, competition was announced in October 2017 to fill in vacancies in the Directorate for Public Administration.


66


5. Maintain financial sustainability of PARS

6. Communication support to PAR

OBJECTIVE

2) Conduct competitive recruitment for positions according to professional competencies requirements for civil service positions in PAR unit within SCMU

1) Prepare estimates for annual planned expenditures for PARS implementation

2) Review the adopted State Budget of Ukraine for availability of funds planned for PARS implementation

1) Design a plan for communication support to PAR

2) Implement the plan for communication support to PAR

ACTIVITY

Staff appointed

Annual planned expenditures for PARS implementation included in the State Budget of Ukraine for relevant year

Information on availability and allocation of funds for PARS implementation in the State Budget of Ukraine for relevant year reviewed by PAR Coordinating Council

Plan approved by PAR Coordinating Council

Communication campaign carried out


-”-

MoF other CEBs SCMU

MoF other CEBs SCMU

Minister of CMU Ministry of Information Policy SCMU

-”-

RESPONSIBLE BODY

IV Quarter 2017 – I Quarter 2018

Annually in III Quarter

Annually in I Quarter

I Quarter 2018

On ongoing basis

TIMELINES

Completed According to the approved requirements, competitions were conducted to fill in vacancies in the Directorate for Public Administration. 21 persons were appointed, with the staffing plan of 35 employees.

Completed in the reporting period The 2018 State Budget of Ukraine stipulates financing of the programme “Support to implementation of the comprehensive public administration reform” in the amount of 1,630.7 thousand UAH.

Completed in the reporting period The 2019 State Budget of Ukraine stipulates financing of the programme “Support to implementation of the comprehensive public administration reform” in the amount of 1,230,698.4 thousand UAH, including 820,244.6 thousand UAH for salaries.

Completed On 8 October 2018, PAR Coordinating Council approved the Concept for PAR communication strategy.

Completed Communication campaign has been rolled out on TV, radio and in the Internet.



67


7. Strengthen strategic capacity of CMU

8. Improve the system of strategic planning, monitoring and evaluation

3) Conduct periodic monitoring of effectiveness of communication support to PAR

1) Develop and submit to CMU a draft law on transfer of CMU’s non-essential powers to ministries and other central executive bodies

2) Facilitate passing of the draft law on transfer of CMU’s non-essential powers to ministries and other CEBs by Verkhovna Rada

1) Develop and submit to CMU a draft legal act on amendments to the CMU Rules of Procedure on policy alignment, strategic planning and securing agreement on draft acts of CMU

Report reviewed by PAR Coordinating Council

Draft law approved by CMU

The law adopted

Legal act of CMU adopted

-”-

Minister of CMU MEDT MoJ MoF other CEBs SCMU

Minister of CMU MEDT MoJ MoF other CEBs SCMU

Minister of CMU MEDT MoJ MoF SCMU

From 2018 on – on quarterly basis

IV Quarter 2017

I-II Quarters 2018

IV Quarter 2017

In progress

In progress The following draft laws have been developed and submitted to CMU: “On Amending the Tax Code of Ukraine concerning transfer of non-essential tasks from the Cabinet of Ministers of Ukraine”, “On Amending the Budget Code of Ukraine concerning transfer of non-essential tasks from the Cabinet of Ministers of Ukraine” and “On Amending some legislative acts of Ukraine concerning transfer of non-essential tasks from the Cabinet of Ministers of Ukraine”. These draft laws have been presented to the Government for consideration.

In progress An inter-agency working group is set up to elaborate changes to the Rules of Procedure. The draft is planned to be fully finalized in spring 2019. On 1 July 2018, amendments to the Rules of Procedure came into force mandating assessment of impact on stakeholders.


68


9. Develop a system of strategic planning, monitoring and evaluation

10. Improve policy development methodology, including assessment of quality of regulation drafting

OBJECTIVE

2) Deliver training to staff of CEBs as regards new procedures of CMU work

1) Design a methodology for development of strategic planning documents, monitoring their implementation and conducting impact assessment based on the analysis of stay of play in the ministries’ areas of responsibility; design templates of standard documents

2) Deliver training to civil servants within ministries on application of methodology for designing strategic documents and methodology for strategy implementation monitoring and impact assessment

1) Conduct analysis of the existing practice of development of programmatic and strategic documents of public policy

ACTIVITY

Training delivered

Methodology and document templates

Training delivered

Relevant proposals developed


-”-

Minister of CMU MEDT MoJ SCMU

Minister of CMU NACS MEDT MoJ SCMU

Minister of CMU MEDT MoJ MoF SCMU

RESPONSIBLE BODY

IV Quarter 2017 – II Quarter 2018

IV Quarter 2017

IV Quarter 2017 - II Quarter 2018

IV Quarter 2017

TIMELINES

In progress Training was delivered on impact assessment methodology for about 150 civil servants. In addition, 122 reform staff received training on general principles of policy-making.

In progress The draft methodological guideline has been sent to CEBs for suggestions (letter No. 19135/0/2-18 of 12.10.2018). SCMU is finalizing development of strategic planning guidelines and policy-making tools.

In progress



69


11. Implement electronic document management system

and preparing proposals on creating a system of programmatic documents based on international best practices

2) Develop a methodology and templates for programmatic and strategic documents of public policy, identifying their distinctive features and purpose within the public policy development, implementation and monitoring

3) Deliver training to civil servants within ministries on application of a methodology for programmatic and strategic documents of public policy

1) Conduct the analysis of current status of implementation of electronic document flow in the system of CEBs, including legal framework

2) Prepare and approve a project plan for implementation of electronic document flow in the system of CEBs

Methodology and templates for standard documents designed

Training delivered

Analytical report prepared

Plan approved

-”-

-”-

Minister of CMU E-Gov Agency other CEBs SCMU

-”-

IV Quarter 2017 - I Quarter 2018


IV Quarter 2017

-”-

In progress The draft methodological guideline has been sent to CEBs for suggestions and comments (letter No. 19135/0/2-18 of 12.10.2018).

Completed E-Gov Agency prepared an Analytical Report on the status of implementation of electronic document flow in the system of CEBs (No. 51773/0/1-17 of 22.12.2017).

Completed Ordinance “On transfer of some budget allocations stipulated for the State E-Governance Agency in 2017” was approved on 12.07.2017 No. 462-r. Based on the allocated resources, the E-Governance Agency developed a


70


OBJECTIVE

3) Develop legal acts regulating electronic system of document flow

4) Implement a system of automated interagency electronic document flow in CEBs

5) Implement a system of automated inter-agency electronic document flow in local executive agencies

6) Evaluate effectiveness of implementation of the electronic system for automated interagency electronic document flow

ACTIVITY

Legal acts developed

All CEBs integrated into the system of electronic interaction of government agencies

All local executive agencies integrated into the system of electronic interaction of government agencies

Evaluation conducted


Minister of CMU E-Gov Agency SCMU other CEBs

Minister of CMU E-Gov Agency other CEBs SCMU

-”-

-”-

RESPONSIBLE BODY

-”-

IV Quarter 2018

IV Quarter 2020

I Quarter 2020

TIMELINES

project plan for implementation of electronic document flow in the system of pilot CEBs participating in the comprehensive public administration reform.

Completed CMU adopted Resolution of 18.08.2017 No. 608 “Some issues concerning preparation of draft legislative acts in electronic form”.

Completed All CEBs work in the system of electronic document flow.

In progress All city councils in cities of regional significance, 336 district state administrations, 8 cities of regional significance and 12 amalgamated communities are connected to the system of electronic interaction. Currently new users are in the process of integration: district state administrations and territorial communities.

In progress Data on the effectiveness of inter-agency electronic document flow and their preliminary analysis are carried out in the course of implementation of



71


12. Adopt secondary legislation and effectively implement the Civil Service Law

13. Establish a highly qualified and competent group of civil servants occupying civil service positions that have responsibilities for implementation of key national reforms and are entitled to a special salary arrangement within the general salary system (hereinafter – reform staff)

1) Develop and agree with SIGMA a methodology to evaluate effectiveness of implementation of the Civil Service Law

2) SIGMA to carry out evaluation of successfulness of implementation of the Civil Service Law

1) Define special professional requirements and competency levels for reform staff

Methodology agreed

Evaluation report prepared

Legal acts adopted

NACS MoF MEDT Ministry of Social Policy

NACS SCMU

NACS SCMU MoF

I Quarter 2018

I Quarter 2018

IV Quarter 2017

projects on introduction of electronic document flow in CEBs, development of the system of electronic interaction of government agencies, modernization of legal framework underlying the automated inter-agency electronic document flow.

Completed Methodology designed and agreed with SIGMA.

Completed NACS was involved in the work of SIGMA mission. Report on successfulness of implementation of the Civil Service Law is part of SIGMA Report (Chapter III) presented on 11 September 2018.

Completed NACS ensured the development and adoption of the following legal acts: - Recommended pool of HRM experts (NACS Order of 4 September 2017 No. 182 (amended)); - Standard items checking professional knowledge (NACS Order of 19 September 2017 No. 189); - Approved list of items checking competencies (NACS Order of 30 October 2017 No. 221).


72


14. Carry out civil servants’ salary reform to increase salaries while ensuring sustainability of public finance

OBJECTIVE

2) Conduct competitions for reform staff positions in line with the Civil Service Law

3) Design a professional development plan for reform staff

1) Develop proposals for a comprehensive salary scheme for civil servants based on job classification and compliant with the Principles of Public Administration; calculate costs for civil servants’ salary reform

ACTIVITY

Reform staff appointed

Plan approved

Proposals regarding civil servants’ salaries developed


NACS other CEBs SCMU

-”-

Ministry of Social Policy MoF NACS SCMU

RESPONSIBLE BODY

On ongoing basis – starting from IV Quarter 2017

I Quarter 2018

IV Quarter 2017

TIMELINES

In progress Competitions are underway. 532 reform staff members have been appointed through competitions as of 31 December 2018. 18,703 citizens participated in RSP competitions, submitting about 30,000 applications. The competition was on average 25 candidates per position.

Completed Professional development plan for reform staff is designed following the assignment of Prime Minister of 24 November 2017 No. 46223/1/1-17. With the endorsement of NACS Head, Director of the All-Ukrainian Centre for In-Service Training approved the Training Programme for In-Service Training of Reform Staff on 16 November 2017 (Modules 1 and 2).

In progress To increase civil servants’ salaries while ensuring sustainability of public finance, Ministry of Social Policy designed a draft law amending the Law on Civil Service. The draft has been sent to stakeholder institutions for agreement: to MoF, MEDT, NACS (letter of 07.08.2018 No. 15371/0/2-18/52), the joint representative body of employers, the joint representative body of trade unions (letter of 07.08.2018



73


15. Define optimal headcount of civil servants with regard to functions and organizational structure of public administration bodies, carry out rightsizing of public administration

2) Present proposals regarding civil servants’ salaries to PAR Coordinating Council for review

3) Adopt relevant legal acts for civil servants’ salary reform

1) Design and approve a methodology for transparent and prompt monitoring of headcount and staff costs in public administration

Proposals regarding civil servants’ salaries approved

Legal acts adopted

Methodology approved

Ministry of Social Policy MoF NACS SCMU

-”-

NACS MoF Ministry of Social Policy SCMU

I Quarter 2018

II Quarter 2018

IV Quarter 2017

No. 15372/0/2-18/52); Confederation of Employers of Ukraine (letter of 07.08.2018 No. 15374/0/2-18/52).

Completed NACS Order of 21 October 2016 No. 223 approved the form for headcount reporting (quarterly) “Civil Servants’ Headcount Report” and guidelines on its completion (registered with the Ministry of Justice on 14.11.2016, No. 1477/29607). In order to define the optimal headcount of civil servants with regard to functions and organizational structure of public administration bodies, carry out rightsizing of public administration, in 2016 NACS launched test-mode operation of automated headcount of civil servants via ksds.nads.gov.ua. Actual headcount of civil servants is carried out by NACS on a quarterly basis (through headcount system).


74


OBJECTIVE

2) Determine the actual headcount of public administration employees according to the approved methodology and publish reports on the Unified Portal of Executive Bodies

3) Design and approve a plan of rightsizing in public administration, considering target headcount indicators for 2018-2020

4) Implement modern IT tools in the work of public administration to enable prompt monitoring of headcount and staff costs in public administration

5) Implement the plan of rightsizing in public administration, considering target headcount indicators for 2018-2020

ACTIVITY

Analytical report published

Plan approved

A registry of public administration employees (with information about salaries) created

Number of public administration employees reduced


-”-

-”-

NACS MoF Ministry of Social Policy SCMU

NACS MoF Ministry of Social Policy SCMU other central government

RESPONSIBLE BODY

-”-

II Quarter 2018

III Quarter 2018

IV Quarter 2020

TIMELINES

Completed The number of employees in public administration is determined and published in the NACS Report for 2017.

In progress The World Bank agreed Technical Specifications and announcement for software procurement. Software procurement tender is announced. It is planned that in December 2018 a contract with the winning bidder will be signed.



75


16. Establish HRM units in ministries and other CEBs

1) Adopt updated secondary legislation defining the role, functions and structure of HRM units in CEBs

2) Define professional requirements and level of competency for civil servants in HRM units in CEBs

3) Carry out competitive recruitment for vacant positions in HRM units in CEBs

4) Develop a programme and deliver training to HRM staff on implementation of the civil service legislation and introduction of common HRM standards and methodology in CEBs

Legal acts approved

-”-

Staff appointed

Programme developed and training delivered

NACS SCMU

-”-

NACS other CEBs SCMU

-”-

IV Quarter 2017

-”-

I-II Quarters 2018

On ongoing basis – starting from II Quarter 2018

Completed Typical Regulation on HRM Unit was approved by NACS Order of 03.03.2016 No. 47 (Registered with the Ministry of Justice on 23.03.2016 No. 438/28568).Regulation on Civil Service HRM Council under NACS was approved on 15 February 2018 No. 47.

Completed Professional requirements and level of competency for civil servants in HRM units in CEBs are defined by the Law on Civil Service and Typical Regulation on HRM Unit approved by NACS Order of 03.03.2016 No. 47.

Completed in the reporting period Recruitment to vacant positions in HRM units in CEBs is underway. Vacancies are being filled.

Completed in the reporting period Training of HRM staff on implementation of the civil service legislation and introduction of common HRM standards and methodology in public administration was delivered. In 2016-2017, with support from the German International Cooperation Agency (GIZ) within the project “Reform Advisory Fund”, workshops were delivered for State Secretaries in ministries and heads of HRM units in ministries, other CEBs and public administration bodies dedicated to the topic of HRM in Ukraine. On 12 May 2017, the All-Ukrainian


76


17. Establish an integrated information IT-based system for HRM in civil service

OBJECTIVE

5) Establish and ensure activity of the Civil Service HRM Council under NACS composed of heads of HRM units in CEBs

1) Select a technical solution and conduct a tender to procure goods, works and services required to build and operationalize an integrated information IT-based system for HRM in civil service

ACTIVITY

Civil Service HRM Council established

Contract for implementation of an IT system signed


NACS other CEBs

NACS E-Gov Agency MoF SCMU

RESPONSIBLE BODY

IV Quarter 2017

-”-

TIMELINES

Centre for In-Service Training hosted a cluster workshop “Development of Effective Selection Skills – Addressing Competencies”, with participation of representatives of HR Policy Department, EUAM “Advising for Trust”. A Workshop “Building Professional, Sustainable and Politically Impartial Civil Service – The Role of Transformational Leadership and Organizational Culture” was held on 1-2 June 2017 as part of the PAR Panel within the Eastern Partnership Platform on Democracy, Good Governance and Stability.

Completed Civil Service HRM Council established (NACS Order of 7 December 2017 No. 248) to include heads of HRM units in CEBs. Regulation on Civil Service HRM Council under NACS was approved on 15 February 2018 No. 47.




77


18. Reform the system of professional training of

2) Put into operation an integrated information IT-based system for HRM in civil service at NACS, with phased implementation of corresponding modules

3) Connect ministries to the IT-based system for HRM in civil service

4) Connect CEBs (other than ministries) to the IT-based system for HRM in civil service

1) Develop and submit to CMU a draft legal act approving a concept for reforming the system of civil servants’ professional training

2) Develop and approve a methodology for designing a generic individual programme on enhancement of professional competency of civil servant

The system operational at NACS

The system operational in ministries

The system operational in CEBs

Legal act of CMU adopted

Methodology for designing an individual programme on enhancement of professional competency of civil servant, template for an individual programme on enhancement of

NACS E-Gov Agency MoF SCMU

NACS MoRD other ministries E-Gov Agency SCMU

NACS MoRD E-Gov Agency other CEBs SCMU

NACS SCMU

-”-

I Quarter 2018

II Quarter 2018

IV Quarter 2019

IV Quarter 2017

-”-


Completed NACS designed a concept for reforming the system of professional training for civil servants, heads and deputy heads of local state administrations, local self-government officials and members of local councils, approved by Ordinance of CMU of 1 December 2017 No. 974.

Completed Individual programme on enhancement of professional competency of civil servant is approved by Resolution of CMU of 18 August 2017 No. 640. Methodology for designing an individual programme on enhancement of professional competency of civil


78


19. Increase institutional capacity of NACS to ensure effective implementation of the Civil Service Law and civil service reform

OBJECTIVE

3) Develop standards for in-service training of civil servants and local self-government officials

1) Define professional requirements, level of competencies and special requirements for civil servants in the updated organizational structure of NACS

2) Define reform staff positions within NACS structure

3) Carry out competitive recruitment for vacant civil service positions within NACS, including RSP

ACTIVITY

professional competency of civil servant

Common standards for in-service training of civil servants and local self-government officials designed

Requirements approved

RSP positions defined

Staff appointed to positions


-”-

NACS SCMU MoF

-”-

-”-

RESPONSIBLE BODY

-”-

IV Quarter 2017 р.

-”-

IV Quarter 2017 - I Quarter 2018

TIMELINES

servant is approved by NACS Order of 30 March 2018 No. 74.

Completed Procedure regulating organization of in-service training of civil servants and local self-government officials in education institutions contracted by NACS is designed and approved by NACS of 19 April 2017 No. 86 (registered with the Ministry of Justice on 10 July 2017 No. 832/30700).

Completed Procedure for definition of special requirements for candidates to civil service positions in categories B and C is approved by NACS Order of 06.04.2016 No. 72 (registered with the Ministry of Justice on 27.04.2016 No. 647/28777).

Completed In line with the RSP Concept (Ordinance of CMU of 18 August 2017 No. 580), NACS introduced reform staff positions, specifically General Department for HRM in Civil Service is established.

Completed Competitive recruitment has been conducted for vacant civil service positions within NACS, including RSP. Staff members have been appointed.



79


20. Define mission, areas of responsibility, functions and tasks of ministries and other CEBs, including SCMU. Remove duplication of mandates and functions

4) Deliver training to NACS staff on modern tools of HRM in civil service

1) Design a draft legal act defining requirements for establishment of structure of the apparatus in ministry and approve standard regulations on structural units in ministries created to ensure policy development in ministries’ areas of responsibility

Training delivered

Legal acts of CMU adopted

NACS SCMU MoF

NACS SCMU MoJ MoF

I-II Quarter 2018

IV Quarter 2017

Completed 15 seminars, conferences and workshops have been conducted for HRM staff of public administration bodies and NACS staff dedicated to implementation of civil service legislation and modern HRM tool, including monitoring and evaluation. On 12 April 2018, training of chief specialists of NACS territorial bodies was conducted as part of the seminar “Practical application of the Law on Civil Service and other legal acts related to civil service”. On 19-20 June 2018, General Department of NACS, in collaboration with the All-Ukrainian Centre for In-Service Training, Kyiv School of Economics and Universal Examination Network, conducted in-service training for staff of General Department of NACS “Development of Test Items on Special Legislation and Answer Options”.

Completed CMU approved the Concept for optimization of central government by Ordinance of 27.12.2017 No. 1013.


80


OBJECTIVE

2) Develop (update) methodological guides for conducting functional reviews, defining mission and areas of responsibility in CEBs

3) Carry out functional reviews in ministries

4) Update regulations on ministries and structures of ministries’ apparatus on the basis of functional review results

5) Carry out functional reviews of the system of CEBs (other than ministries)

6) Update regulations on CEBs (other than ministries) and structures of their apparatus on the basis of functional review results

7) Carry out analysis of key business processes in CEBs (preparation, agreement and adoption of decisions, organization of work with applications from citizens and businesses, organization of work and control of

ACTIVITY

Methodological guides developed

Functional review reports prepared

Regulations and structures of ministries approved

Functional review reports prepared

Regulations and structures of CEBs approved

Analytical report and proposals based on results of analysis of key work processes prepared


Minister of CMU NACS other CEBs SCMU

Minister of CMU ministries SCMU

-”-



Minister of CMU SCMU NACS other CEBs

RESPONSIBLE BODY

IV Quarter 2017


III-IV Quarters 2018

I-IV Quarters 2019

I-II Quarters 2020

IV Quarter 2018

TIMELINES

Completed Methodological guides have been reviewed and approved by the PAR Coordinating Council.



81


21. Establish clear lines for steering and coordination of activity of CEBs by CMU through corresponding ministers

22. Systematize rules of general administrative procedure with safeguards in line with Public Administration Principles

assignment implementation, etc.)

8) Develop recommendations derived from the analysis of business processes

1) Carry out analysis of the system of CEBs and their areas of responsibility

2) Develop proposals on building an effective system of CEBs with clear lines of steering and coordination of activity of CEBs by CMU through corresponding ministers

3) Develop and submit to CMU draft legal acts on updated system of CEBs

1) Develop and submit to CMU a draft law on administrative procedure

Relevant recommendations prepared


Proposals on the new system of CEBs designed

Legal acts adopted

Draft law approved by CMU and submitted to Verkhovna Rada

-”-

Minister of CMU SCMU NACS MoJ MoF

-”-

Minister of CMU SCMU NACS MoJ MoF

MoJ MoF MEDT other CEBs

I Quarter 2019

IV Quarter 2019

I Quarter 2020

I-II Quarters 2020

IV Quarter 2018

In progress The working group task with drafting of the law on administrative procedure has conducted 23 meetings. Following SIGMA comments and recommendations (in early October 2018), the draft is being finalized and agreed with key stakeholders.


82


OBJECTIVE

2) Facilitate passing of the draft law on administrative procedure by Verkhovna Rada

3) Carry out awareness building and training of civil servants and local self-government officials on implementation of the Law on Administrative Procedure

4) Develop draft laws amending sectoral legislation that regulates administrative procedures according to the general principles of the Law on Administrative Procedure; agree the draft laws with stakeholders

5) Facilitate passing of draft laws amending laws of Ukraine that regulates administrative procedures in order to align them with the Law on Administrative Procedure by Verkhovna Rada

6) Develop and submit to CMU draft laws on aligning the permissions and licensure legislation with the Law on Administrative Procedure

ACTIVITY

Law adopted

Awareness building and training activities implemented

Draft laws approved by CMU and submitted to Verkhovna Rada

Laws adopted

Draft laws approved by CMU and submitted to Verkhovna Rada


MoJ SCMU

MoJ NACS MoF MEDT other CEBs

Ministries, other CEBs

Ministries

MEDT other CEBs

RESPONSIBLE BODY

II-IV Quarters 2019

II Quarter 2020

III Quarter 2020

-”-

TIMELINES IMPLEMENTATION STATUS


83


23. Ensure accessibility of administrative services

7) Facilitate review of draft laws on aligning the permissions and licensure legislation with the Law on Administrative Procedure by Verkhovna Rada

8) Develop and submit to CMU draft secondary legislation aimed to facilitate implementation of the permissions and licensure legislation according to the Law on Administrative Procedure

1) Design and implement a system to evaluate performance of administrative services centres and monitor satisfaction of service users’ needs

2) Evaluate administrative services centres’ performance and develop proposals to increase their efficiency

Laws adopted

Secondary legislation adopted

System for evaluation of administrative services centres performance and monitoring of service users’ satisfaction implemented

Analytical report and proposals based on evaluation prepared

-”-

MEDT other CEBs

MEDT local state administrations local self-governments (by agreement)

-”-

-”-

IV Quarter 2020

IV Quarter 2017

Annually in IV Quarter

Completed MEDT conducts ongoing monitoring of performance of administrative services centres created according to the Law on Administrative Services by collecting relevant information from local governments and district state administrations through regional state administrations. Detailed information about administrative services centres is provided on MEDT website under the heading “Activity” (sub-heading “Administrative Services”). There is continuous evaluation of quality of services provided to users, including e-services.

In progress In partnership with the GIZ Project “Reform of Municipal Services in Eastern Ukraine II”, an IT-based


84


OBJECTIVE

3) Bring performance of administrative services centres up to legally established requirements with regard of proposals based on evaluation of their performance

4) Develop and submit to CMU a draft law devolving powers on administrative service delivery to local self-governments for these services to be delivered through administrative services centres concerning issuance of the following documents:

ACTIVITY

Report on activity prepared

Draft law approved by CMU and submitted to Verkhovna Rada


MEDT MoRD local state administrations local self-governments (by agreement)

RESPONSIBLE BODY

-”-

TIMELINES

monitoring system has been designed and is being piloted by administrative services centres. Also, as reported by regional state administrations, administrative services centres continuously evaluate quality of services provided to users, including e-services.

In progress This work is being carried out as part of monitoring of administrative services centres’ performance. Detailed information about administrative services centres established according to the Law is provided on the MEDT website under the heading “Activity” (sub-heading “Administrative Services”).



85


land registration;

vehicle registration and issuance of driver’s license

State Geo-Cadastre

Ministry of Internal Affairs

I Quarter 2018

-”-

Completed The State Geo-Cadastre elaborated the draft Law of Ukraine “On amending the Law of Ukraine “On State Land Cadastre” (to extend the list of persons authorized to make entries to and provide information from the State Land Cadastre)” (registration number 8049 of 22.02.2018). The draft law proposes to delegate performance of land registration to certified land management engineers. It is also envisaged that that entry of information to the State Land Cadastre will be based on the principle of extraterritoriality. MEDT is of the opinion that the proposed draft law does not resolve the transfer of respective services to local self-governments.

In progress Ministry of Internal Affairs has elaborated the draft Law of Ukraine “On amending some laws of Ukraine (concerning implementation of legislation and defining a list of services provided by territorial bodies of the Ministry of Internal Affairs)” that stipulates amendments in the Law of Ukraine “On Road Traffic” that would authorize administrative services centres to receive applications for exchange of driver’s license in cases defined by legislation, registration of new vehicles and re-registration of vehicles in cases defined by legislation (e.g. inadequate condition of such


86


OBJECTIVE

5) Facilitate passing by Verkhovna Rada of a draft law devolving powers on administrative service delivery to local self-governments for these services to be delivered through administrative services centres concerning issuance of the following documents:

civil registration;

ACTIVITY

The Law adopted


MoJ

RESPONSIBLE BODY

IV Quarter 2017

TIMELINES

documents or change of holder’s name). MEDT is of the opinion that the proposed draft law does not resolve the transfer of respective services to local self-governments.

In progress Ministry of Justice has elaborated the draft Law of Ukraine “On amending the Law of Ukraine “On state registration of civil acts” and some other legislative acts of Ukraine (concerning decentralization and bringing civil registration services closer to citizens)” that has been introduced to the Verkhovna Rada for deliberations (registration number 6150 of 28.02.2017). Currently, having been reviewed by parliamentary committees, the draft law is pending its first reading. The draft law proposes to extent the authority of executive bodies of rural



87


land registration;

vehicle registration and issuance of driver’s license

6) Ensure connection of administrative services centres to state registries

80% administrative services centres connected to registries

State Geo-Cadastre

Ministry of Internal Affairs

Ministry of Internal Affairs State Migration Service MEDT other CEBs, local state administrations,

II Quarter 2018

-”-

IV Quarter 2017

and city councils concerning delivery of administrative services in the area of civil registration. It is also envisaged to define the list of administrative services in the respective area and set administrative fees, introduce the principle of extraterritoriality in reception of applications, provide the possibility to submit applications electronically and shorten application review period. Thus, the draft law envisages that civil registration offices of the Ministry of Justice will be gradually withdrawing from delivery of services in this area, up to 1 January 2023. It is envisaged that territorial bodies of the Ministry of Justice shall retain their function of civil registration in cities of regional significance, preserve the archives and ensure making of relevant changes in entries, their renewal or revocation.

Completed According to the information provided by the Ministry of Internal Affairs, the State Migration Service provided access to the Unified State Demographic Registry to enable issuance of Ukrainian passport in the form of ID card and


88


OBJECTIVE

7) Revise requirements for ensure no-barriers environment in administrative services centres

8) Deliver training (workshops, round tables) on implementation of basic administrative services

ACTIVITY

80% of administrative services centres comply with requirements

Training and outreach delivered


local self-governments (by agreement)

MEDT local state administrations local self-governments (by agreement)

MEDT other CEBs, local state administrations, local self-governments (by agreement)

RESPONSIBLE BODY

-”-

Annually – starting from IV Quarter 2017

TIMELINES

Ukrainian passport for travel abroad to 113 administrative services centres and their local branches operating 239 work stations. Connection of administrative services centres to the state registries is based on their technical readiness to such interaction and is subject to agreements, according to the Law of Ukraine “On Information Protection in Information Communication Systems” and powers defined in the Law of Ukraine “On the Unified State Demographic Registry and documents certifying Ukrainian citizenship, person’s identity or special status”.

Completed The Government adopted Resolution of 31 August 2016 No. 565 and Resolutions of 22 September 2016 No. 652 amending the Indicative Regulation and Rules for administrative services centres, specifying additional requirements for set-up and equipment of such centres, including accommodations for people with physical disabilities, and requirements for setting up administrators’ remote work stations.

Is being implemented Seminars and workshops on administrative services delivery are conducted regularly. Thus, in June



89


9) Promote administrative services centres

Outreach campaign delivered


On ongoing basis

this year, an international conference “Open Space – Innovations of Communities” was held with support of the GIZ Project “Reform of Municipal Services in Eastern Ukraine II”. Ministry of Economy and Ministry of Regional Development held conferences in 2016 and 2017, and in October 2018, with support of the GIZ Project “Reform of Municipal Services in Eastern Ukraine II”. These events were attended by representatives of administrative services centres set up by local governments, including amalgamated communities, and local state administrations, representatives of CMU, Ministry of Internal Affairs, Ministry of Social Policy, State Migration Service, E-Gov Agency, State Construction and Architecture Inspection, State Geo-Cadastre, civil society and international organizations, parliamentarians, representatives of administrations from Georgia and Armenia.

Promotion of administrative services centres is ensured through outreach campaigns carried out by: - Ministry of Justice, State Migration Service, local executive bodies, local governments and NGOs – by posting in the Internet, including own websites, and presenting in mass media (national TV) new opportunities in terms of receiving administrative services related to property and business registration, issuance of Ukrainian passport and place


90


24. Reduce excessive administrative burden

OBJECTIVE

1) In consultations with the public, identify 15 most frequently claimed administrative services for optimization of their delivery procedure

2) Establish a working group on optimization of delivery procedure for 15 most frequently claimed administrative services (hereinafter – WG)

3) Identify and describe stages of implementation of 15 most frequently claimed administrative services (following the principles of one-stop-shop for each life event, data exchange in

ACTIVITY

A list of 15 services identified

WG established



MEDT MoF MoRD MoJ NGOs (by agreement)


MEDT other CEBs NGOs (by agreement)

RESPONSIBLE BODY

IV Quarter 2017

-”-

I Quarter 2018

TIMELINES

of residence registration; - MEDT and NGOs – by posting information in the Internet and own website about administrative services centres to be opened, including those set up in amalgamated communities. Thus, following MEDT proposal, the Ministry of Information policy invited the Ukrainian national TV channels to include in their broadcasting schemes public service advertising of administrative services centres.

Completed MEDT together with the Office of administrative services reform under MEDT (supported by EDGE), with involvement of NGOs, identified 15 administrative services for optimization of their delivery procedures.

Completed A working group on optimization of procedures for administrative services delivery is established.

Completed On the basis of analysis of procedures for delivery of identified administrative services, Analytical report is prepared with definition and description of optimization steps and Optimization Plan containing activities for



91


25. Implement automated data exchange between IT systems of government agencies (electronic interaction)

back-office, no applications filled) and predict reduction of administrative burden

4) Prepare a plan for optimization of delivery procedure for 15 most frequently claimed administrative services and proposals for amendments to legislation, in particular, on reduction of administrative burden on service users

5) Implement a plan for optimization of delivery procedure for 15 most frequently claimed administrative services (first stage, including training of civil servants)

6) Implement a plan for optimization of delivery procedure for 15 most frequently claimed administrative services (second stage, including training of civil servants)

1) Develop, implement and support operations of the system for electronic interaction of government IT resources

Optimization plan and proposals prepared

Simplification of procedures and cost savings ensured

-”-

System for electronic interaction of government IT resources fully operationalized

MEDT WG (by agreement) CEBs NGOs (by agreement)

MEDT WG (by agreement) CEBs

-”-

E-Gov Agency other CEBs

II Quarter 2018

III Quarter 2019

III Quarter 2020

IV Quarter 2020

simplification of service delivery, performance indicators, timelines and responsible institutions.

Completed On the basis of analysis of procedures for delivery of identified administrative services, Analytical Report is prepared with definition and description of optimization steps and Optimization Plan containing activities for simplification of service delivery, performance indicators, timelines and responsible institutions.

In progress As part of the U-LEAD support EGOV4UKRAINE project and Swedish and Estonian development cooperation programmes, procurement “Systems for electronic interaction of government IT resources for the State E-Governance


92


26. Ensure administrative service delivery in electronic form according to levels

OBJECTIVE

2) Create a comprehensive system of information security for the system for electronic interaction of government IT resources

3) Carry out phased connection of CEBs to the system for electronic interaction of government IT resources

1) Develop and submit to CMU a draft legal act to define a mechanism of e-identification of citizens enabling to receive

ACTIVITY

Comprehensive system of information security for the system for electronic interaction of government IT resources created

All CEBs integrated into the system for electronic interaction of government IT resources

Legal act adopted


E-Gov Agency Administration of State Special Communications Service Ukrainian State Archive, other CEBs

E-Gov Agency other CEBs

E-Gov Agency MEDT MoJ MoF

RESPONSIBLE BODY

-”-

-”-

IV Quarter 2017

TIMELINES

Agency of Ukraine” was conducted and the respective contract was signed. The contract envisages development of a system for electronic interaction of government IT resources (interoperability); deployment and installation of respective system components in operational, pilot and educational settings; and designing of corresponding documentation package. CMU approved the Procedure for organization of electronic interaction of government IT resources by Resolution of 10 May 2018 No. 357.

Completed The Government approved the Concept for the development of e-governance in Ukraine (CMU Ordinance of 20.09.2017 No. 649-r).



93


of development of electronic administrative services defined on the basis of the EGDI UN methodology

`

administrative services in the electronic form

2) Ensure operations of a single platform for administrative service delivery on the basis of the Unified State Portal of Administrative Services, including e-identification (Bank ІD, ID Card Mobile ID), payment gate, personal user’s office, monitoring satisfaction with quality of administrative service delivery in the electronic form

Accessibility of a single platform providing information about services, identification mechanisms, tools for processing payments and analysis on received services ensured

MEDT E-Gov Agency MoF National bank (by agreement)

IV Quarter 2018

One of the areas in achievement of the goal of the Concept is development of e-identification and trust services.

In progress The Unified State Portal of Administrative Services has been operationalized and is under continuous development. The following information is made available on the Portal: - Information about more than 1,000 administrative services (legal acts regulating service delivery, electronic application forms (doc and pdf), other required documents, place and regime of delivery, etc.); - 44 public authorities and over 750 administrative services centres, their location, working regime and links to websites (if available). The user can: - Create a personal account using login and password, electronic digital signature or Bank ID of the National Bank of Ukraine; - Apply for and receive electronically 99 administrative services (15 services of MEDT, 73 services of the National Commission for State Regulation of Energy and Public Utilities, 4 services of the Ministry of Internal Affairs, 2 services of the State Committee on Television and Radio Broadcasting, one service of State Geo-Cadastre, one service of the Ministry of Ecology, one service of the Ministry of Social Policy, one service of State Labour Service,


94


OBJECTIVE ACTIVITY PERFORMANCE INDICATOR

RESPONSIBLE BODY

TIMELINES

one combined service of the National Commission for State Regulation of Financial services Market (in 11 areas and 64 sub-areas); - Make appointment via electronic queue system to receive Ukrainian passport and travel passport (10 services); - Submit reports that are required from businesses as regards district heating, district water supply and sewage to the National Commission for State Regulation of Energy and Public Utilities (43 reports); - Following links, receive 50 services in electronic form on other websites; - pay administrative fees using payment systems EasyPay, Portmone, iPay and WebMoney. CMU Resolution of 23.05.2018 No. 395 amended the Procedure regulating the Unified State Portal of Administrative Services approved by CMU Resolution of 03.01.2013 No. 13, namely: - the scope of Portal utility has been expanded to include other public services and access to respective information; - new sub-systems and modules have been added to the Portal architecture; - responsibilities of the owner and administrator of the Portal are defined; - mechanism has been clarified for service providers to join the Portal, etc.



95


3) Implement electronic services

At least 30% of service users receive services electronically

E-Gov Agency MEDT other CEBs

IV Quarter 2020 In progress E-Governance Agency together with relevant entities charged with governance introduced more than 100 e-services in the following areas: - welfare (14); - construction and real estate (10); - land and environment (20); - registration and conduct of business (27); - citizenship and migration (8); - finance and taxes (28); - transport (7); - security and justice (4). All e-services is accessible on the Government Portal kmu.gov.ua under the heading “E-Services”. Driver’s online account was launched on 21 December 2018. This online service was created in collaboration between Main Service Centre of the Ministry of Internal Affairs and the E-Governance Agency with support of the TAPAS project – Transparency and Accountability in Public Administration and Services and the Eastern Europe Fund. Driver’s online account provides access to 5 services: 1. Receiving up-to-date information on the vehicle and driver’s license; 2. Checking and paying administrative fines; 3. Checking the vehicle by VIN code; 4. Sign up for electronic queue to the service centre of the Ministry of Internal Affairs; 5. Order customized license plate.


96


27. Ensure development of open data

OBJECTIVE

1) Create, launch and maintain the Single State Open Data Portal

ACTIVITY

Single State Open Data Portal fully operationalized


E-Gov Agency CEBs, local state administrations local self-governments (by agreement)

RESPONSIBLE BODY

-”-

TIMELINES

Driver’s online account is accessible at e-driver.hsc.gov.ua and the Government Portal at kmu.gov.ua under E-Services.

Completed As part of the USAID international technical assistance programme “Transparency and Accountability in Public Administration and Services” (TAPAS), the E-Governance Agency upgraded the Single State Open Data Portal. The E-Governance Agency issued the Order of 13 September 2018 No. 62 establishing the Commission on transfer and acceptance of documentation and software of the upgraded Single State Open Data Portal that launched test-mode operations of the Portal and transferred it under administration of the state enterprise “State Centre of Information Resources of Ukraine”. The upgraded Single State Open Data Portal offers a range of advantages both for users and data holders, making open data more accessible for citizens and business, namely: - user-friendly navigation and comprehensive search enabling work with open data for data holders and users; - analytical module enabling work with open data based on international practices;



97


2) Publish prioritized sets of government data in the form of open data on national and regional levels

3) Monitor publication and updating of data sets on public authorities’ official websites and on the Single State Open Data Portal

Single State Open Data Portal publishes at least 20,000 data sets

Monitoring report prepared

-”-

E-Gov Agency other CEBs, local state administrations local self-governments (by agreement)

-”-

Annually in IV Quarter

- pre-moderation of open data sets published by information holders to ensure their quality for further re-use; - common standards for posting information by all users of the common information space; - effective two-way communication through feedback channels.

Completed The upgraded Single State Open Data Portal (data.gov.ua) has more than 48,000 data sets and more than 3,500 registered information holders.

Completed Publication of prioritized data sets of executive bodies and local self-governments in the form of open data was carried out in accordance with the CMU Resolution No. 835 (amended). Monitoring report on publication and updating of data sets on public authorities’ official websites and on the Single State Open Data Portal is posted on the official website of the E-Governance Agency e.gov.ua/ua/news/pidsumok-vikonannya-postanovi-835-u-2018-roci and Single State Open Data Portal data.gov.ua/blog/vykonannia-postanovy-kmu-835-v-2018-rotsi.



98

ACHIEVEMENT OF PAR STRATEGY PERFORMANCE INDICATORS*

ANNEX 2

1.

2.

3.

4.

5.

6 .

7.

8.

9.

Conduct baseline assessment of public administration and prepare assessment report

Revise the PAR Strategy and Implementation Plan on the basis of baseline assessment

Implement a comprehensive institutional action plan

Develop methodology and IT tools for PAR implementation, monitoring and reporting

Define PAR implementation costs in the process of drafting the State Budget of Ukraine for corresponding year

Implement the action plan on PAR communication support

Share of sectoral strategies adopted after 1 January 2017 meeting strategic planning standards

Share of annual strategy implementation reports meeting strategic planning standards

Establish a unit responsible for strategic planning and policy coordination, with sufficient capacity


100

100

70

70

100

100

100

100

100

100

100

63

100

100

100

0

0

100

Implemented

Implemented

Partially implemented

Implemented

Implemented

Implemented

Not implemented

Not implemented

Implemented

Target value for 2018, %

Actual value as of end 2018, %

Status (implemented / not implemented)

Reform area 1. PAR Strategic Framework

Reform area 2. Strategic planning, policy development and coordination

*Indicators with established targets for 2018.


99

ACHIEVEMENT OF PAR STRATEGY PERFORMANCE INDICATORS

10.

11.

12.

13.

14.

15.

16.

Share of draft laws and regulations submitted to the Cabinet of Ministers elaborated according to the improved methodology

Share of central executive bodies performing automated electronic document management (integrated to the system of e-documentation flow)

Share of documents exchanged by central executive bodies electronically

Share of local executive bodies performing automated inter-agency electronic document management (integrated to the system of inter-agency e-documentation flow)

Ratio of supplements and bonuses in average civil servants' pay (according to the Law on Civil Service)

Downsizing of central executive bodies resultant from more effective performance (not counting employees that moved from central executive bodies to work in local self-governments and/or other public authorities) (annually at least by 2.5% of headcount as of 1 January 2016 – 250,000 persons).

Ensure functioning of HRMIS modules for civil service competitions; share of executive bodies using these modules

30

100

80

60

35

5

30

0

100

80

60

30

5

0

Not implemented

Implemented

Implemented

Implemented

Implemented

Implemented

Not implemented

Reform area 3. Civil service and human resource management

ANNEX 2


100


17.

18.

19.

20.

21.

Ensure functioning of HRMIS modules for calculation and payment of salaries and financial analysis; share of executive bodies using these modules

Ensure functioning of HRMIS modules for staff management processes (preparation of documents on admission to civil service, service history, career development, appraisal, competencies, training, exit from civil service); share of executive bodies using these modules

Share of central executive bodies steered and coordinated directly by the Cabinet of Ministers

Adoption and implementation of the law on general administrative procedure

Share of one-stop-shops meeting requirements defined by the law

30

30

0

100

50

0

0

13

50

50% of one-stop-shops at district state administration with area 50 m2 and more; 63% of one-stop-shops at LSG with area 50 m2 and more;

Not implemented

Not implemented

Not implemented

Partially implemented

Implemented

Reform area 4. Accountability – organization, transparency, oversight

Reform area 5. Administrative services delivery and administrative procedure

ANNEX 2






101


22.

23.

Share of one-stop-shops delivering mandatory administrative services

Share of service users satisfied with quality of administrative services delivered via one-stop-shops

80

40

47% of one-stop-shops at LSG with area 70 m2 and more; 30% of one-stop-shops with area 100 m2 and more

8% of one-stop-shops deliver more than 200 services; 15% of one-stop-shops deliver from 150 to 200 services; 29% of one-stop-shops deliver from 100 to 150 services; 38% of one-stop-shops deliver from 50 to 100 services; 10% of one-stop-shops deliver less than 50 services

No money allocated for survey in 2018, survey planned for 2019

Implemented

In progress

ANNEX 2


102


24.

25.

26.

27.

Share of central executive bodies integrated into the electronic interaction system

Share of requests for data in electronic form via the electronic interaction system

Number of administrative services implemented at level IV

Number of data sets published as open data on the government open data portal, thousand units

50

50

25

7

0

0

74

4.5

Not implemented

Not implemented

Implemented

Implemented

ANNEX 2





103


#

1

2

3

4

5

6

7

8

9

10

11

12

13

Institution

Ministry of Agrarian Policy

SCMU

Ministry of Energy

Ministry of Finance

Ministry of Culture

NACS

Ministry of Infrastructure

Ministry of Social Policy

E-Governance Agency

Ministry of Justice

Ministry of Healthcare

Ministry of Regional Development

Ministry of Education

TOTAL

Reform staff appointed as of

01.01.2018

1

12

4

1

2

5

0

10

1

15

0

20

2

73

Reform staff working as of

31.12.2018

17

76

44

8

23

16

24

109

16

60

28

44

67

532

Reform staff (category A) as

of 31.12.2018

1

6

1

1

1

3

1

1

3

1

1

1

1

22

Reform staff dismissed from 01.01.2018 to

31.12.2018

0

3

1

0

0

3*

5

3

0

5

2*

4

3

27

Functional according to

order on their launch as of 31.12.2018

2

5

3

1

2

2

3

7

1

2

2

4

7

41

Functional according to order on their launch as

of 31.12.2018

2

5

4

6

4**

2

3

7

1

4

5

8

7

58

Number of directorates

within institution

2

4

3

1

4

2

2

6

1

3

4

4

7

43

Number of directorates within institution

DATA ON RSP RECRUITMENT IN 2018 ANNEX 3

* Including 1 person transferred to a non-RSP position ** In the Ministry of Culture 3 directorates are not reflected in the staffing plan.


104

Following the CMU Resolution of 11 July 2018 No. 556 concerning government commissioning of training of specialists, research and academic professionals and skilled workforce, in-service training and retraining in 2018, NACS organized and conducted competitive selection of contractors to deliver in-service training of civil servants and local government officials. 17 higher education institutions were selected as contractors to deliver in-service training for 7,850 civil servants and local government officials on anti-corruption commissioned by NACS:

• 7 higher education institutions delivered in-service training for 1,660 civil servants and local government officials by professional programmes commissioned by NACS;

• 10 higher education institutions delivered in-service training for 6,190 civil servants and local government officials by short-term programmes commissioned by NACS;

• 8 higher education institutions delivered in-service training for 1,000 civil servants and local government officials by training programmes financial management commissioned by NACS.

In-service training for civil servants commissioned by NACS in 2018 in the area of civil service was delivered by education institutions under the Ministry of Social Policy, Ministry of Justice, National Academy of Pedagogical Sciences, Ministry of Ecology, State Service on Financial Monitoring, NACS, without competition. In-service training was delivered on the following topics:

• Social policy and welfare – 900 civil servants trained at the In-Service Training Centre for staff under the Ministry of Social Policy;

• Legal issues – 1,500 civil servants working in the justice sector, legal departments of ministries and other CEBs at the Institute of Law and Post-Diploma Education under the Ministry of Justice;

• Education – 239 persons were trained within the programme for civil servants working in education departments at the Education Management University within the National Academy of Pedagogical Sciences;

• Environmental management – 340 civil servants at the State Ecological Academy for Post-Diploma Education and Management under the Ministry of Ecology;

• Prevention and combatting money laundering, terrorist financing and financing of proliferation of weapons of mass destruction – 600 civil servants working under the State Service on Financial Monitoring.

IN-SERVICE TRAINING OF CIVIL SERVANTS IN 2018 ANNEX 4


105

In 2018, the National Academy of Public Administration under the President of Ukraine, operating under the State General Affairs Department, delivered in-service training for civil servants and local government officials as follows:

• 4100 persons were trained on anti-corruption;

• 4185 persons were trained from salary groups 1-5;

• 80 persons were trained on financial management.

In 2018, the All-Ukrainian In-Service Training Centre for civil servants and local government officials operating under NACS delivered in-service training as follows:

• 168 persons were trained according to programmes targeting senior civil servants;

• 697 persons were trained according to programmes targeting managers of HRM units;

• 3322 civil servants from CEBs in salary groups 6-9;

• 2697 civil servants from institutions under the State Fiscal Service;

• 1776 civil servants improved proficiency in the official language of the state;

• 185 authorized officials on anti-corruption were trained according to anti-corruption programme;

• 715 civil servants from CEBs were trained in foreign languages;

• 23 civil servants who are members of RSP selection commissions received relevant training;

• 82 civil servants were trained as part of annual national competition on Best Civil Servant;

• 300 e-governance specialists received relevant training.

Therefore, in 2018 the number of civil servants, local government officials, heads, first deputy heads and deputy heads of local state administrations who received in-service training commissioned by the government is lower (30,991 persons admitted, 30,391 persons completed) than what was commissioned by the government (31,424 persons admitted, 30,795 persons completed). This is linked with such factors as loss of civil service status or exit from civil service; non-attendance, including failure to send staff to be trained; failure to deliver on training plan.

.

IN-SERVICE TRAINING OF CIVIL SERVANTS IN 2018

ANNEX 4


106

Financing of in-service training commissioned by the government in 2018

IN-SERVICE TRAINING

TOTAL

In-service training of civil servants in salary groups 1-5 and local government officials in categories I-IV, heads, first deputy heads and deputy heads of local state administrations

In-service training of civil servants on financial monitoring in the area of money laundering and terrorist financing

In-service training of civil servants of units within local state administrations responsible for social protection and welfare, enterprises, institutions and organizations falling under the Ministry of Social Policy

In-service training of staff in legal departments of ministries and other CEBs

In-service training of civil servants in education departments

In-service training of civil servants and local government officials on anti-corruption

In-service training of civil servants and local government officials on environmental management

In-service training of civil servants and local government officials on financial management

In-service training in foreign languages for civil servants from CEBs and other institutions

In-service training of senior civil servants

In-service training of civil servants and local government officials on HRM

In-service training of civil servants in salary groups 6-9 from CEBs and other institutions

EXPENDITURE, UAH

53 030 342,08

4 100 000,00

2 431 200,00

1 690 900,00

3 177 200,00

545 000,00

2 823 122,03

189 100,00

870 620,05

4 339 400,00

275 800,00

1 390 700,00

7 553 100,00


ANNEX 4


107

In-service training of civil servants of authorized officials on anti-corruption

In-service training of civil servants to improve proficiency in the official language of the state

In-service training of reform staff

In-service training of civil servants who are members of RSP selection commissions

In-service training of civil servants in State Fiscal Service

In-service training of civil servants – participants of Stages II and III of the competition “Best Civil Servant”

In-service training of civil servants on ICT

1 355 500,00

5 278 100,00

1 828 900,00

33 700,00

12 954 900,00

200 100,00

1 993 000,00


ANNEX 4


108

This report was produced with the financial support of the European Union.Its contents are the sole responsibility of the Government of Ukraine

and do not necessarily reflect the views of the European Union.

Report prepared by Directorate for Public Administration,Secretariat of the Cabinet of Ministers of Ukraine

PROJECT FUNDED BY EUROPEAN UNION

MOVING FORWARD

TOGETHER

public administration reform office/03_zvit_en… · public administration reform (par) continues...

Documents