Civil Service Training System in Montenegro

THE REPUBLIC OF MONTENEGROThe Government of the Republic of MontenegroThe Human Resources Management Authority

Civil Service Training System in Montenegro

Podgorica, January 2006

CIVIL SERVICE TRAINING SYSTEM IN MONTENEGRO

Publisher: HUMANRESOURCESMANAGEMENTAUTHORITY

Authors: Doc.Dr.SlobodanDujić,Dr.GozdanaMiglič, mrRadojeCerović,M.A. JadrankaVojinović,M.A., NevenkaPavličić,Spec.ClinicalPsychology

Editor: Doc.Dr.SlobodanDujić

Editorial board: SvetlanaVuković,JadrankaĐurković,

Technical editing: IndiraVujović

Prepress: StudioMOUSE

Printed by: ObodCetinje

Circulation: 500copies

Podgorica, January 2006

This publication has been supported by the project “Support to Public Administration Reform – Central Government/ PARiM-2”, an EU-fun-ded project managed by the European Agency for Reconstruction.

CIP-KatalogizacijaupublikacijiCentralnanarodnabibliotekaCrneGore,Cetinje

.......................(........)SISTEMOSPOSOBLJAVANJAIUSAVRŠAVANJADRŽAVNIHSLUŽBENIKAINAMJEŠTENIKACRNEGORE(Doc.drSlobodanDujić,urednikDoc.drSlo-bodanDujić).-Podgorica:Upravazakadrove,2006(Cetinje:Obod).- ....., ...str.:,tabele,24cm.

Nasl.str.prištampanogprevoda:CivilServiceTrainingSysteminMontenegro–/editorSlobodanDujić:translatedbyIndiraVujovićetal.,-Izvornitekstiprevodštampanisuumeđusobnoobrnutimsmjerovima.–Tiraž500.–Rezime:Resume

a)Sistemosposobljavanjaiusavršavanja-kadrovi–uprava-CrnaGora–Komentar-.................COBISS.CG–ID....................

�PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction

TABLEOFCONTENTS

INTRODUCTORY BY THE EDITOR...................................................9CIVIL SERVICE TRAINING SYSTEM IN MONTENEGRO.........1�1. INTRODUCTION............................................................................152. WHY IS THE ESTABLISHMENT OF A PERMANENT

CIVIL SERVICE TRAINING SYSTEM NECESSARY AND WHICH MODEL IS MOST APPROPRIATE FOR MONTENEGRO?....................................................................152.1.Introduction.................................................................................152.2.Whyisadditionalfunctionaltrainingandprofessional

developmentofcivilservantsnecessary?................................202.�.Typicali.e.“model”approachestocivilservicetrainingin

somedevelopedEuropeancountries........................................222.4.Elementsconstitutingthecivilservicetrainingsystem.........242.5.Thecurrentsituationinthefieldofcivilservice

traininginMontenegro..............................................................�2Legal framework...........................................................................��The institution..............................................................................��The strategy...................................................................................��The advisory body.......................................................................�4The financing system....................................................................�4Conclusion....................................................................................�6

2.6.WhichelementsaretobeparticularlyemphasizedintheLawonCivilServantsandStateEmployeeswithregardtothisarea?............................................................�7

3. NEEDS ANALYSIS FOR FUNCTIONAL TRAINING OF CIVIL SERVANTS AND STATE EMPLOYEES

(2003/2004 FACTUAL ANALYSIS)..............................................41 �.1.Introduction................................................................................41

�.2.EducationalstructureofpersonnelwithinauthoritiesincludedintheTNA...................................................................42

�.�.TrainingCurriculum.................................................................4��.4.Extensionofthetrainees’internshipperiod..........................44

4 PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction

�.5.Additionalqualificationofprofessionals...............................44�.6.Whichtrainingareasandlanguages

arethemostnecessary?..............................................................45�.7.Resourcesallocatedfortraininganddevelopment

ofcivilservants............................................................................51�.8.Permanenttraininginstitutions...............................................52�.9.Thecurrentcivilservicetrainingsystem................................54�.10.Needsassessmentforcivilservicetraining...........................55�.11.Evaluationofeffectivenessofadditionaltraining

ofcivilservants...........................................................................56�.12.Conclusions................................................................................59

4. ANALYSIS OF CURRENT LEGISLATION GOVERNING AFFAIRS OF STATE AUTHORITIES (BASIS FOR PREPARATION OF THE DRAFT CATALOGUE OF TRAINING PROGRAMMES)...................................................6�4.1.Thesphereofstateadministration..........................................67

The Law on State Administration...............................................67The Law on Civil Servants..........................................................69The Law on Civil Servants and State Employees.......................71The Law on Salaries of Civil Servants and State Employees....76Regulation on Office Work in State Administration Authorities....................................................................................78Regulation on Names of Groups of Tasks and Principles for Internal Organization and Systematization of State Administration Authorities, Official Titles, Professions and Promotion of Civil Servants........................................................79Regulation on Recognitions of Civil Servants in State Administration Authorities.........................................................80Regulation on the Government of the Republic Montenegro ........81Regulation on the Organization and Method of Work of State Administration.................................................82Rules of Procedure of the Parliament of the Republic of Montenegro...............................................................84Rules of Procedure of the Government of the Republic of Montenegro...............................................................85

5PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction

Rule Book on the Principles and Procedure of Completion and Assessment of Civil Servants’ Probationary Work ............ 87Rules Concerning the Acting of State Administration Authorities toward Citizens ...................................................... 87Rule Book on Training of Trainees, Professional Exam and Additional Training of Civil Servants ....................................... 88Instruction on the Uniform Principle for Internal Organization and Systematization of State ............................. 90 Administration Authorities ....................................................... 90

4.2.Generaltasksandprocedurallegislation................................9�The Law on General Administrative Procedure ...................... 9�The Law on Administrative Dispute ......................................... 9�The Law on Inspection Control ................................................. 94The Law on the Budget of the Republic of Montenegro ........... 94The Law on the Constitutional Court....................................... 96The Law on the Protector of Human Rights and Freedoms ..... 96Instruction on the Work of the State Treasury ......................... 97

4.�.Classificationofhorizontaltasksintomaingroups..............98Systemic-legal tasks of state authorities and management in state administration.........................................98Systemic-legal issues.....................................................................98Management in state administration.........................................99Preparation of materials in state administration....................100Normative activity and legislative procedure..........................101Administrative procedure and control mechanisms within state administration.......................................................101Human resources management in state authorities................102International Cooperation and the so-called “European Affairs” ................................................................... 104Financial and budgetary aspects of the operation of state administration...............................................................105General and related tasks within state administration...........106IT in state administration.........................................................106Office administration.................................................................107Data protection and data security............................................108Administrative statistics............................................................108


Tasks of Promotion and Development of the State Administration ........................................................................ 109Public relations...........................................................................109Official language at the workplace...........................................109

4.4.Conclusions...............................................................................110

5. COMPLEMENTARY TRAINING NEEDS ASSESSMENT FOR PERSONNEL IN STATE ADMINISTRATION�

(FACTUAL MATERIAL COLLECTED IN 2005)....................115

6. ANALYSIS OF FACTUAL MATERIAL COLLECTED DURING 2003 -2005.....................................................................1�16.1.Analysisoffactualmaterial«EducationandTrainingin

CentralAdministration»200�/2004.......................................1�26.2.Complementarytrainingneedsanalysisfortrainingof

personnelinstateadministrationauthorities(2005inclusive).........................................................................141

7. CATALOGUE OF SEMINARS FOR TRAINING OF CIVIL SERVANTS AND STATE EMPLOYEES THE CIVIL SERVICE TRAINING PROGRAMME (BASED ON THE CONDUCTED ANALYSES)......................15�Programmecontents........................................................................1567.1.Publicadministrationandnoveltiesinthesystemof

functioningofstateauthorities...............................................160Basic concepts and principles in the field of constitutional and administrative legislation in Montenegro.........................160General administrative procedure............................................161Work and communication between authorities and parties in administrative procedure .................................162First instance and second instance deciding upon appeal .....16�Enforcement of administrative acts..........................................16�Judicial control of legality of administrative decisions - conducting an administrative dispute .....................................164

1 ThisanalysiswasconductedbytheHumanResourcesManagementAuthorityduring2005.


Inspection control procedure and rights and obligations of controlled entities.......................................................................166The new civil service system......................................................166Entering service in state administration authorities...............166Performance appraisal of personnel in state administration...................................................................167The Law on the Protector of Human Rights and Freedoms.............................................................................168Civil Service Code of Ethics as an element of modern public management ...................................................................168Execution of comparative analyses of international legislation ................................................................................. 169Nomotechnique in the process of drafting laws and other legal acts ........................................................................ 169

7.2.Managementinstateadministrationauthorities..................170MANAGEMENT IN STATE ADMINISTRATION ...............170Strategic planning of work in state administration authorities...................................................................................170Planning of training of state administration personnel..........171Negotiation and negotiating skills ...........................................172Management of organizational units in the administration....172HUMAN RESOURCES MANAGEMENT IN STATE AUTHORITIES.......................................................17�Human resources management and development..................17�Performance of the hrm function and conducting hrm policy in the state administration ............................................... 174Central personnel record...........................................................175Internal labour market record..................................................175

7.�.Draftingofprojectproposalsinstateadministration..........176Drafting of project proposals in state administration.............176Planning of financial requirements for the realization of projects....................................................................................177Project management in state administration..........................177


7.4.Financialandbudgetaryaspectsoftheoperationofstateadministration...........................................................................178Financial - accounting affairs in state administration authorities ................................................................................ 178Public finances system and the state budget ........................... 179The state budget and its execution .......................................... 179

7.5.Generalandrelatedtasksofstateadministrationauthorities..................................................................................180Office management ................................................................. 180Public relations ........................................................................ 181The purpose of the information system in state administration - e-governance ................................................ 182

7.6.Communicationinstateadministration..............................18�Resolution of conflict situations ............................................. 18�Communication with clients/parties ...................................... 18�Official communication and protocol for technical secretaries ................................................................................. 184

7.7.Internationalcooperationand“Europeanaffairs”...............185The European Union .............................................................. 185The legal system and legal acts of the European Union ......... 186Institutions and method of decision-making of the European Union ........................................................... 186Preparation for accession of Montenegro to the European Union ...................................................................... 187Management of resources obtained through international technical support ..................................................................... 188

7.8.Officiallanguageattheworkplace.........................................188

7.9.Foreignlanguages......................................................................188

8. ANNEX......................................................................................19�QUESTIONNAIRESFOREXECUTIONOFTHETNA...........19�


IntroductorybytheEditor

INTRODUCTORY BY THE EDITOR

Trainingofcivilservantsandstateemployeesrepresentsmaybethemostimportantelement inthepublicadministrationreformprocess.Theadministrativesystemofastatecannotfunctionproperlyandlawfullywithouttrainedcivilservantsandstateemployees,thustrainingisthemostimportantfunctionalelementintheprocessofimplementationofnewadministrativelegislation,andonecansayoftheentirereformaswell.

FollowingtheadoptionoftheLawonCivilServantsandStateEmployeesinMontenegro,theHumanResourcesManagementAuthoritywasestab-lishedandbeganitsoperation.Apartfromhumanresourcesmanagement,thesystemicfunctionofthisauthorityismostofallthetrainingofcivilservantsandstateemployees.However,asthisfunctiondidnotexistinMontenegrobefore,itsdevelopmentshouldinnocasebeapproachedcasually,yetallrelevantaspectsandelementsofthissystemshouldbedevisedanddevelopedcarefully.

Theaimofthispublicationistobringclosertothereadertheenvisageddevelopmentofthissystem,theelementsofthesystemaswellasthebasicoutlinesofthefuturecivilservicetrainingcurriculuminMontenegro.

Thefirstpartofthispublicationpresentssometheoreticalandcompara-tivesolutionsandexperiences,whichdeterminepossibledevelopmentcoursesofthissystemwithrespecttotheexperiencesofsomedevelopedcountriesthatdevisedtheircivilservicetrainingsystemsbefore.Theob-jectiveoftheoverviewistoofferananswertodilemmassuchas:whatarethecurrentcivilservicetrainingsystemsindevelopedcountrieslike,what



aretheobjectivesofthesesystems,whatistheapproachtothequestionofselectionofpersonnelforadditionalfunctionalcivilservicetraining,whichfinancingsystemshouldbechosenforthisimportanttask,andmanyotherquestionsconcerningallrelevantelementsofthissystem.

ThesecondpartofthepublicationprovidesanoverviewofsomeofthemostimportantfindingsobtainedbyatrainingneedsanalysisconductedintheMontenegrincivilservicesystem.MaterialcollectedduringtheimplementationoftheEARproject“PARiM-1”,whichwasanimportantinputforthe“PARiM-2”project,hasbeenprocessedandanalyzed,anditrevealedthattodatetherewasnosystemoftrainingofcivilservantsandstateemployeesinMontenegroandthatthissystemisnowtobedevelopedasarelevantsystemicfunctionof theHumanResourcesManagementAuthority.Hence,onlynowthesystemicprerequisitestoapproachpermanentandfunctionaltrainingofcivilservantsandstateemployeesinMontenegroinacomprehensiveandsystematicwayhavebeenmet.Beforetheestablishmentofthisinstitution,therewasnosys-tematicexecutionofthisfunctioninMontenegro,yetitwaseffectedonanad-hocbasisandunsteadily–differingfromauthoritytoauthorityandindividualpossibilitiesdependingontheavailableresources.TheHumanResourcesManagementAuthoritythusrepresentsasignificantnewagencywithintheadministrativesystemofMontenegro,whichwilllawfully,effectivelyandsystematicallyexecute,amongother,thisimpor-tantfunctioninthefuture.

Thethirdpartofthepublicationdisplaysthefirstdraftofapermanenttrainingprogrammethatistobecomplementedbysomeadditionalre-search,tobefollowedbyorganizationoftrainingassoonaspossible.

Finally,thefourthpartofthepublicationofferssomerecommendationsandsuggestionstotherelevantauthoritiesofMontenegrowithregardtoactionsandinputsthatarenecessaryfortheestablishmentandopera-tionofasustainablepermanentfunctionalcivilservicetrainingsysteminMontenegro.



Onthisoccasion,andatthisstageoftheproject,Iwouldliketoexpressmygratitudetoalltheexpertswhoparticipatedinthepreparationofthissignificantdocument,particularlytotheprojectteamaswellasDr.GozdanaMigličandRadojeCerović,MA,NevenkaPavličić,spec.ClinicalPsychologyandJadrankaVojinović,MA,whoworkedonthedevelopmentofsomeimportantelementsofthispublicationduringthe„PARiM-1“and“PARiM-2”projects.Furthermore,Iwouldliketothankthecivilservantsandstateemployeeswithinthestateauthorities,whohelpeduscarryoutthetrainingneedsanalysisduringthepreviousprojectbytimelyreturningthefilledquestionnairesthatfacilitatedtheexecutionofthisanalysis.

IowespecialthankstothedirectoroftheHumanResourcesManage-mentAuthority,MsSvetlanaVuković,andtheassistantdirector,MsJadrankaĐurković,aswellastothepersonneloftheHRMAforagoodcooperationanduttersupporttotheprojectteamintheprecedingworkonthisproject.

Podgorica,January2006

SlobodanDujić,PhD TeamLeaderofthePARiM-2Project





CivilServiceTrainingSysteminMontenegro


Doc. Dr Slobodan Dujić

1. INTRODUCTION

TheaimofthisdocumentistopresenttheworkaccomplishedtodateintheframeworkofthepublicadministrationreforminMontenegro,withrespecttotheestablishmentofapermanentcivilservicetrainingsystem,aswellastosetdownthebasesfortheadoptionofnecessarydecisionsbasedonwhichthissystemistobeoutlinedandfurtherdeveloped.

2. WHY IS THE ESTABLISHMENT OF A PERMANENT CIVIL SERVICE TRAINING SYSTEM NECESSARY AND WHICH MODEL IS MOST APPROPRIATE FOR MONTENEGRO?

2.1. Introduction

Inthispartofthepublicationwewillexplainthesignificanceofpermanentfunctionaltrainingandprofessionaldevelopment(hereinafter:training)ofcivilservantsandstateemployees(hereinafter:civilservants),aswellasthedifferencesbetweenfunctionaltrainingononesideandformaleducationontheotherside.Besides,wewillgiveabriefoverviewofthecurrentsituationandrecentactivitiesinthefieldofcivilservicetraininginMontenegro,andfinally,wewilldelineatesomefuture,i.e.expectedchangesinthefieldofpermanentadditionalfunctionaltrainingofcivilservants.ThisparticularlyrelatestotheexpectedchangeswithregardtothealreadystartedimplementationoftheLawonCivilServantsandState



Employees.Thislawwasadoptedon21stApril2004(OfficialJournaloftheRepublicofMontenegro,No.27/04).Aconsiderablenumberofactivitiesontheimplementationofthislawhavebeenrealizedsincethen,whilethefirstamendmentsofitarealreadyunderway(May2005).

Withrespecttotheaforementioned,theaimofthisexpertiseisabovealltosetabasisforfindingpossiblesolutionsforthecreationofasystemofpermanentadditionalfunctionaltraininginMontenegro,atthecurrentstageofthePublicAdministrationReformprocess.TheestablishmentofaninstitutionforhumanresourcesmanagementinstateadministrationhasalreadybeenforeseenintheadoptedPublicAdministrationReformStrategy1,whichwasaccomplishedin2004,whenanewadministrativeauthoritywasintroducedintheMontenegrinadministrativesystem–theHumanResourcesManagementAuthority2.Inthisrespect,theStrategyalsoenvisagedan“organizationalbasisfortheestablishmentofanationalinstitutionforhumanresourcesmanagement,whichcomprisesalsoaunitresponsibleforpreparationandexecutionofprofessionalfunctionaltrainingofpersonnelinstateadministration….«�Briefly,besidetheregu-lationofthenormativesystemofthestate,oneofthemostimportanttaskswithintheframeworkofthePublicAdministrationReformwillalsobetheintroductionofanappropriatesystemofpermanentadditionalfunctionalcivilservicetraining.

Whenusingtheterm«civilservants»inMontenegro,ithastobeconsideredthatitisacorpscurrentlycomprisingapprox.10.000personsworkingintheStateAdministration(includingthepoliceandtheeducationsector,aswellasthedifferentservicesoftheParliament,theGovernmentandtheConstitutionalCourtandsomeotherstateauthorities).

1 ThePublicAdministrationReformStrategywasadoptedbytheGovernmentoftheRepublicofMontenegroinMarch200�.TheStrategywasalsopublishedasaseparatebooklet»PublicAdministrationReformStrategyinMontenegro«,Podgorica,March200�,COBISSCGID5�26864.

2 TheHumanResourcesManagementAuthoritywasestablishedinaccordancewithArticle28oftheRegulationontheOrganizationandWorkoftheStateAdministra-tion(OfficialJournaloftheRepublicofMontenegro,No.54/2004).

� Strategy,ibidem,page45.



Attheverybeginning,itisnecessarytoemphasizetheproblemofrela-tionbetweentheadoptionofregulationsandtheiractualimplementa-tion.Thenormativeregulationofastatesetsonlyalegalframeworkfortheoperationofitsinstitutionalsystem4.Theterm‘institutionalsystem’refersofcoursetothesystemofformalinstitutions–authoritiesandorganizations,which,inaccordancewiththeprincipleoflegalityandotherimportantlegalprinciplesandregulations,performvariousfunc-tionsandtasks.Thesetasksareusuallyclassifiedintofourcategoriesinamodernadministration,inparticular:regulative,service,developmentalandauxiliary(supporting)tasks.Ofcourse,thementionedfunctionsarenotperformedbytheinstitutions–theyareactuallyperformedbythecivilservantsoftheseinstitutions.IfweconfineonlytothefieldofPublicAdministration,theadministrativefunctions,i.e.tasks,areperformedbyadministrativepersonnel-civilservantsandstateemployees.

Inrelationtotheabove-mentionedithastobenotedthatitisnecessarytoavoidthedangerofexcessivefetishizationofthelawandlegalnormstothedisadvantageofthesubsequentappropriateimplementationofthelegislation.Thisassertionreferstothefactthatveryofteninpracticetheattentionispaidtothepreparationandadoptionoflegalregulations(whichoftenrepresentseventheeasiestpartofthework),andmuchlessattentionispaidtothepractical,i.e.organizationalandfunctionalaspectsoftheirconsequentimplementation,ortheyareevenneglected.Asaresult,respectivelyduetoabeliefin“omnipotence”oflawandlegalregulations,aseriesofproblemsarise.Amongother,thereistheproblemofnegligenceofthesignificanceofpermanentadditionalfunctionalcivilservicetraining5.SuchamistakeshouldbeavoidedinMontenegro,since

4 Pleasenoteinthiscontextthatagreatmajorityoflegalregulations,e.g.inthefieldofadministration,regulatetheadministrativesystemintheinside:i.e.circumstances,relationshipsandrelationsamongadministrativeinstitutions,aswellascircumstancesi.e.relationsamongpersonnelinthatsystem.Onlyarelativelysmallnumberofleg-islativeandotheractsregulateexternalrelations–i.e.therelationsbetweenthestate(meaningitsinstitutionsandcivilservants)andcitizensandotherpersonssubjecttoprivatelaw.Thisannotationisrelevantinordertounderstandthedimensionsoftherelationswithintheadministrativesystemofthestate,aswellastherelationsbetweenthissystemanditsrelevantsystemenvironment.

5 AsimilarconclusioncanbefoundinthepublicationoftheorganizationOECDi.e.SIGMA,»CountryProfilesofCivilServiceTrainingSystems«,SigmapapersNo.12,



anappropriatelegalframework(whichismostlyadoptedhere)isanes-sential,butinnocasesufficientoreventheonlyprerequisiteforefficientandeffective6operationoftheadministrativesystemofastate.

IthastobenotedthatcurrentlythereisnocivilservicetrainingsysteminMontenegro,althoughsuchasystemrepresentsthekeyelementofahumanresourcesmanagementanddevelopmentsysteminstatead-ministration.Currentideasofpublicinstitutionsmanagementarethatthereisnosuccessfulmodelofhumanresourcesmanagementinpublicinstitutions,ifthereisnolinkagebetween:a)fairandtransparentselec-tionofhumanresources,i.e.theirrecruitmentinpublicadministration,b)thesystemoftheirtraining,c)thesystemofrewardingsuccessfulperformance,andd)thesystemoftheirpromotion.Onlyaninternallycoherentandpurposefullylinkedsystem,whichharmoniouslyconnectsallthementionedelements,yieldsgoodresultsinpractice.Otherwise,anunsynchronizedoperationofthementionedelementsofthesystemcausesalackofoverview,inefficiencyandinefficacyofthefunctioningofthePublicAdministrationSysteminitsprobablymostsignificantpart–thefunctioningoftheso-called‘’humansubstrate”or“humancapital”.

Inthefollowing,itisnecessarytoseekanswerstothequestionofwhatistherolei.e.significanceofadditionaltrainingandprofessionaldevel-opment(intheframeworkoftheintegralfunctionofthe“HRM”and“HRD”–thatis,thefunctionofHumanResourcesManagementandHumanResourcesDevelopmentinPublicAdministration).Hence,itisnecessarytoposethequestionwhetherornotasuccessfulandefficientfunctioningofthepublicadministrationsystemasawholeispossible,ifnoadequatesystemofHRMandHRDisprovided.Thekeyintegralpartofitisasystemofadditionalfunctionalcivilservicetraining.

Theposedquestionrequirestwoadvancenotices:firstly,thatwespeakabout»additionalfunctionaltrainingandprofessionaldevelopment«of

ParisOECD1997,OCDE/GD(97)122.,page.15.6 Withregardtothequestionofmeasuringefficiency,i.e.effectivenessofoperation

ofinstitutionsintheareaofpublicadministrationinMontenegro,theconclusionisthatthereisactuallynosystematicintroductionofaqualitysystem,i.e.systemofmeasuringeffectivenessofworkofpublicadministrationinstitutions.



civilservants,andnotabout»additionaleducation«7,andsecondly,itisnotpossibletosolveeveryproblemofthepublicadministrationsystemoperationmerelywithadditionalfunctionaltraininganddevelopmentofcivilservants.Asthepublicadministrationsystemiscomplex,theanswerstotheproblemsofefficiencyofitsfunctioningmustnecessarilybecomplexaswell.Tosummarize:whenanalyzingissuesofefficiency,i.e.effectivenessofpublicadministrationoperation(oritsparts,hencerelatingaswelltothelevelofindividualadministrativeinstitutions),weunavoidablyhavetoaskthequestion:whatisthecauseforsuchorotherconsequences?Itispossiblethatacertaininstitutionofthepublicadministrationsystemoperatesunsatisfactorily,i.e.inefficientlyduetoaninadequateorganiza-tion,resp.becauseitisnotefficientincontrollingitsbusinessprocesses.Theremightaswellbeotherreasons–e.g.aninadequatelydevelopedsystemofpersonnelmotivationandtherewithassociatedlackofmotiva-tiontoworkandnotduetoinsufficienttraining.

Theabovementionedquestionthusimposesthefollowinganswer:suc-cessfulandefficientoperationofthepublicadministrationsystemasawholeisnotpossible,ifanappropriateandeffectivesystemofhumanresourcesmanagementanddevelopmentsystemintheadministrationisnotprovided.Yet,thefollowingremarkhastobeaddedhere:wecannotseekthecausesforineffectivefunctioningofanadministrativesys-temalwaysorexclusivelyinthenon-existenceofasystemforadditionalfunctionalcivilservicetraining,asthesecausesmaybehidden(apartfromthementioned)inmanyotherfactorsaffectingtheefficiencyandeffectivenessofoperationoftheadministrativesystemofastate.

Alltheabovestatedindicatesanextraordinarycomplexityofthisproblem,whereprobablytheeasiestpartistodraftandadoptanewnormative

7 ‘Education’isatermwhichreferstotheactivitiesofUniversitriesandsimilareducationalorganizations,whicharecompetenttoissuedifferentdiplommas,certificates,etc.Suchdocumentstestifythatapersonhassuccessfullyconcludedaneducationalprogramme.Ontheotherhand,anadditionalfunctional‘training’ofadministrativepersonnelisexecutedinshorterseminars,coursesandworkshops,whichrisethelevelofknowl-edgeandabilityforbetterandmoreeffectiveworkintheirworkingplaces(thisatthesametimemeansthatherewespeakaboutthepersonswhohavealreadysuccessfullyconcludedaformaleducationalprogramandtheyarealreadyemployed).



frameworkfortheoperationofthesystem(althoughwedonotunderes-timatethisaspecteither).However,itisnecessarytoonceagainadmon-ishofthefactthatthenormativeframeworkrepresentsonlyoneoftheelements,i.e.factorsofanefficientoperationofapublicadministrationsystem.Thisappliesinthesameextenttotheoperationonthemacroandthemicrolevelaswell.Fromthispointonwards,aseriesofpracticalorganizationalandotherproblemsisopened,whichhavetobesolvedinthepublicadministrationreformprocess.

2.2. Why is functional training and professional development of civil servants necessary?

Invariousmethodologicalmaterialsfromthedomainofcivilservicetrainingsystem,objectivesofin-servicetrainingaredefinedasto:

Increasetheefficiencyintheoperationoftheentirestate(andbroader–public)administration,

adaptthecivilservants’knowledgetothenewtechnologiesandproceduresofworkintheadministration,

facilitatehorizontalmobilityofcivilservants(reassignment), facilitateverticalmobilityofcivilservants(promotion), increasethemotivationtoworkofcivilservantsintheadministrative

system, improvethepossibilitiesforhumanresourcesmanagementinthe

administrationetc.8

Besidethesegeneralobjectivesofcivilservicetrainingandprofessionaldevelopment,aseriesofother,concreteobjectivesofcivilservicetrain-ingandprofessionaldevelopmentcanbeidentified,suchasadditionaltrainingfortheimplementationofnewregulations,supporttotheexecutionofvariousreforms9,etc.

8 Compareinpublication»PublicServiceTrainingSystemsinOECDCountries«,SIGMAPAPERSNo.16,Paris,France,pg.7-8.

9 Inconnectiontothis, inaprofessionalpublicationwecanfindthefollowing:



Aparticularlyimportantfactordeterminingtheneedforintensivead-ditionalfunctionalcivilservicetrainingandprofessionaldevelopmentisthefactthatinso-called»transition«countrieswecanwitnessagenuinerevolutioninthefieldofchangesofthelegalandinstitutionalsystemofthestate.Eachyearamultitudeofnewlegalregulationsareenacted,duetowhich,civilservantsconstantlyencounternewregulations,whichhavetobeunderstoodcorrectlyandimplementedaccordingly.Thisisanotherreasonwhyadditionalfunctionalcivilservicetraininganddevelopmentisofanextraordinarysignificance–evenmoresoinso-calledtransitioncountriesthanin»countriesoflong-lastingdemocracy«,whoselegalandinstitutionalsystemsareinarelativelystablecondition(herewespeakaboutlegalsystems,whicharenotundergoingradicalchangesintherecentyears,becausesuchprocessesarealreadycompleted)10.

InOECDcountries,thegeneralreasonsforsuchtrainingandprofessionaldevelopmentarespecifiedastheneedfor:

supportingandfacilitatingthechangesinthepublicadministrationsystem(ofparticularsignificanceisthesupporttovariousreformprocesses)

moreefficientservicetothepublici.e.citizensandlegalentities(animportantawarenesshereisacertainchangeinthementality:civilservantsarenothierarchicallyabovethecitizensandotherpersonsofcivil law-theyarenotsuperiortothem,yettheyshallrenderparticular»services«-hencetheterm»civilservants«)

»…Publicsectorreformasawholewillnotsucceedunlessitisbuttressedbyapolicyofcomprehensiveandcontinuouspublicservicetraining,whichinturnwillenablethepublicsectorstafftomeetthechallengeofimplementingreforms…«.SeemoreindetailinpublicationoftheSIGMAorganization,»CountryProfilesofCivilServiceTrainingSystems«,ibidem.,p.5.

10 Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,p.2.SimilaralsointhepublicationoftheSIGMAorganization»CountryProfilesofCivilServiceTrainingSystems«,ibidem,p.�,wherethefollowingtextcanbefound:»…AstheeconomicsituationcallsforrapidchangesinPublicAdministrationandasresourcesfortrainingarelimited,itisanimportantissueforallcountriesintransitiontodisposeofaneffectiveandefficientcivilservicetrainingsystem,whichwillenablestafftocarryouttheirnewtasksandthussupporteconomicdevelop-ment…«).



increasingefficiencyandeffectivenessinthepublicadministration–particularlytakingintoaccountthatthesystemsofPublicandStateAdministrationareencounteringbudgetrestrictionsandsimultane-ouslywithdemandsforprovisionofbetterqualityservicetocitizensandlegalpersons11.

Alltheabovementionedinformationmustnecessarilybetakenintoaccountwhendecidingontheimplementationoftheplannednewcivilservicetrainingandprofessionaldevelopmentsystem,whichisantici-patedinthenewLawonCivilServantsandStateEmployeesandinotherregulationsinthisfield12.

2.3. Typical approach to the question of civil service training and professional development in some developed European countries

TheneedforadditionalfunctionalcivilservicetrainingandprofessionaldevelopmenthasbeenignoredforalongtimeevenindevelopedEuro-peancountries,OECDmemberstates1�.However,systemsoffunctionalcivilservicetrainingandprofessionaldevelopmenthavebeenstartedtobeestablishedinthesecountriesduringthesecondhalfofthe1960-ies,thoughtheapproachwasquitediverse:thesystemsvariedfromcoun-trytocountry.Centralizedsystemsprevailedinunitarystates,whileinfederations,i.e.othercompositestates,decentralizedsystemswerepre-

11 ChangesinthefieldofmanagementinPublicAdministrationreferespeciallytotheinclusionofsomeimportantelementsoftheso-called»NewPublicManagement«.Thoseelementsrefertothedemandsforchangingthemanagementmethodsinthepublicsector.Here,thefollowingissuesareofanutmostimportance:betterbudgetarymanagement,decreaseoftheimportanceofhiarerchicalstructuresandanintroduc-tionoftheprinciplesofteam-work,introductionofinterlinkedprojectteams,etc.Inthisrespect,theprocessoftheextensionofresponsibilityforresultstothelowerlevelsofthesystemofPublicAdministrationisaveryimportantnovelty.Here,investmentintheHRDisofanutmostimportance.

12 Article115ofthelaw.1� Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,

ibidem,p.6.

2�PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


dominant(intermsofterritorialdistributionofresponsibilityforcivilservicetrainingandprofessionaldevelopment).

ThegeneralpersonnelsysteminOECDcountrieshadaninfluenceontheestablishmentofthetrainingsystem.Incaseswhicharebasedontheso-calledcivilservice‘CareerSystem’,thereisadifferenceincomparisontotheapproachoftheso-called‘PositionSystem’.Thecareersystemrequiresacivilservicetrainingsystemthatsupportscareerdevelopmentofcivilservants.Inthepositionsystemthetrainingmodelistoacertainextentlessimportant.However,thisdifferentiationhasbecomelesssignificantinrecentyears,duetothetrendofconvergencei.e.thecombinationofthosetwosystems.Thecombinationoftwoormoresystemscanproducesynergyastheadvantagesofonesystemcanbeusedandtheimpactoftheweakpointsoftheothersystemcanbelevelledoffatthesametime.

WhatisinterestinginthisdomaininOECDcountries,isthequestionofpersonnelpolicy,i.e.philosophy:inthemajorityofthesecountries,thenewcivilservantsareemployedwithveryspecificeducationalback-ground(predominantlylegalandeconomicgraduates),whileontheotherhand,inothercountriesonlythelevelofprofessionaleducationmatters,andthepreferenceisnotgiventoaspecificbackgroundofprofessionaleducation(ase.g. inGreatBritain).ThisiswhyinGreatBritaintheimportanceofadditionalfunctionaltraining(theso-calledon-the-jobtraining)wasunderstoodmuchearlierthaninothercountries.Initialfunctionaltrainingofnewlyemployedcivilservantsisanobligationinthiscountry,whileitisofmuchlessimportanceinsystems,wheretheyrecruitfirstofalllawyersandeconomists(herethequestionofsubstanceoftheundergraduatestudycurriculaoftheeducationalinstitutionsisveryimportant14).

14 Inthisrespect,wecanmakeathesisthatinMontenegrotheundergraduateedu-cationalcurriculadonotcontainsufficientlypracticalmatters,whichwouldenablelatereffectiveinclusionofthegraduatesintotheworkingenvironmentinpublicadministration.Thisisthereasonwhy,lateron,thereisaneedforarelativelylongperiodofinceptiontrainingofthenewstaffinpublicadministrationauthorities.Therefore,herewecanreachtheconclusionthattheneedsofPublicAdministrationandeducationalcurriculashouldbeinter-linked.Universitiesandotherhigherlevel



2.4. Elements constituting the civil service training system

Expertshaveascertainedthefollowingfactors toberelevant inthedeterminationofthecontentsofcivilservicetraining,i.e.professionaldevelopment,forOECDcountries:

definitionoftheobjectivesoftrainingandprofessionaldevelop-ment

appropriatelegalframeworksfortheimplementationoftrainingsufficientfinancialsupportexistenceofatraininginstitutionandappropriatestatusofsuchan

institution regulationofstatusofpersonswhoperformthecivilservicetrain-

ing determinationofthecontentsofthetrainingcurricula,aswellas

executionofcomprehensiveTrainingNeedsAnalysesandalike15.Someexpertsaddthefollowingelement,i.e.questiontotheabovemen-tionedfactors:whichcategoriesofcivilservantsshouldattendthemostintensiveadditionalfunctionaltraining,i.e.professionaldevelopmentprograms?16Thisdiffersmuchfromcountrytocountry:insomesystemsintensiveadditionalfunctionaltrainingisaprivilegetoonlythehighestlevelswithinthecivilservicesystem,whileinothersystemsadditionalfunctionaltrainingisprovidedforthemiddleandlowercivilservicepersonnelaswell,apartfromthe“topmanagement”.Itdependsonthetraditionofacountryandonotherfactorshowthisissueistreated,butitcertainlyhastobeemphasizedthatamodernapproachtomanage-mentinadministrativesystems–amongotherthetrendofdevolution

educationalinstitutionsshouldincludeintheireducationalcuricula,asmuchaspos-sible,alsothematterswhichareimportantandrelevantforsubsequentsuccessfulworkoftheirgraduatesinthesystemofpublicadministration.

15 Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,p.7.

16 SeeSIGMApublication»CountryProfilesofCivilServiceTrainingSystems«,ibidem,p.17-18.



ofresponsibilitytolowerlevelsoftheadministrativesystem–requirescertainadditionalfunctionaltrainingforalllevelswithinthecivilservicesystem.

TheadoptionofacertaingovernmentalpublicpolicyconcerningeachofthesefactorsdeterminestoasignificantextentthefeatureofaconcretecivilserviceTrainingSystem.Ofcourse,eachofthesefactorsaffectsthefeatureofaconcretesystemasawhole–thechangeofoneelementofthesystemunavoidablyaffectstheotherelements,aswellasthesystemasawhole.Particularlyrelevantistheadditionalfunctionalcivilservicetrainingwhenacountryheadstowardslarge-scopereformsofthepublicadministrationsystem17.ThisawarenessisofutmostimportancealsoforCEEcountries,whichareinthereformprocessoftheirsystemsaswellasintheprocessofaccession,i.e.integrationintheEuropeanUnion.Allthishastobeborneinmindwhenconsideringthefeatureofacivilservicetrainingsystem(particularlywhendecidingontheallocationofbudgetfundsintendedforthispurposewhenplanningthebudget).

TheobjectivesofcivilservicetrainingandprofessionaldevelopmentinOECDcountriesareusuallydefineddirectlyinthelegislation,whichregulatestheHumanResourcesManagement,i.e.Developmentintheadministration(thatis,inthelawgoverningthecivilservicesystem,orinanotherregulation18,governingthefieldofcivilservicetrainingand

17 InNorthernandWesternEuropesuchreformswereexecutedin70.and80.yearsofthepreviousCentury,buttherewereimportantdifferencesamongtheobjectivesofthesereforms.Theobjectiveswerequiteheteronomous,e.g.:democratizationoftheState(Spain),»de-bureaucratization«(Germany),de-centralization(France),etc.Thenew»wave«ofpublicadministrationreformsstartedinthelate90iesofthepreviouscentury,especiallyinAnglo-Saxonstates(»ReinventingGovernment«inUSA,»PublicService2000«inCanada,»NextStepsAgencies«inGreatBritain,andsimilarreformshavealsobeencarriedoutinAustralia,NewZealand,etc.).

18 Insomecountriesthesearesecondaryregulations,whileinSpain,FranceandItalythisfieldisregulatedincollectiveagreements(thoughithastobenotedthattherearecertainprovisionsinpublicregulations).Collectiveagreementsusuallyregulatemorepreciselytherightsanddutiesofpublicservantswithregardtotraining.Ontheotherhand,e.g.inGreatBritainthereisnolegislationtoregulatethisissue(whichisinlinewiththesituationregardinglegalregulationinthiscountry),butitdoesnot



professionaldevelopment).Somememberstatesoftheabovementionedintegrationhavelegallyregulatedobligatoryadditionalcivilservicetrain-ing19.Thereby,ithastobenotedthatthemajorityoflegalregulationsinOECDcountriesregulatestherightandobligationofcivilservantstoadditionalfunctionaltrainingandprofessionaldevelopmentinageneralmanner.Onlyinexceptionalcasestheregulationsinvolveaconcretiza-tionofthisright,i.e.obligationintermsofquantification,i.e.extentoftrainingandprofessionaldevelopment20.

Oneofthemostimportantobjectivesofadditionalcivilservicetrain-inginthementioneddevelopedcountrieswastolinktheadditionalfunctionalcivilservicetrainingwiththedevelopmentoftheircareers.However,thisobjectivehasnotbeenachievedanywhereyet–additionaltrainingandprofessionaldevelopmenthasbeendefinedasanecessaryrequirementforpromotionofcivilservantstohigherrankedpositionsonlyinexceptionalcases21.Thereasonforthisliespartlyinacertainextentofpolitizationofthequestionofdecisionmakingonpromotiontothehighestcivilservicepositionsintheadministrativesystem,towhichnoadministrativesystemisimmune.Thesefactorsmayaswellbeunderstoodfromtheaspectoffinancialconsequences:ifadditionalfunctionaltrainingisstipulatedasaconditionforpromotiontoacertainhigherrankingpost,equalopportunitiesforapplicationtoadditionaltrainingandprofessionaldevelopmentprogramshavetobeofferedtoall interestedcandidates.Thisisusuallyassociatedwithgreatinterestintraining,andconsequentlywithhugeexpenses.Asaresponsetothisproblem,somecountrieshaveintroducedtheobligationtoadditional

meanbyfarthatnosignificanceisattributedtoadditionalfunctionaltrainingofcivilservantsinthiscoutnry.

19 Additionalfunctionaltrainingofcivilservantscanbedividedintotwomainconstitu-ents:trainingpriortoenteringpublicservice,the»pre-servicetraining«andtrainingduringemploymenti.e.»in-servicetraining«.OntheseissuesseemoredetailsinthefrequentlymentionedSIGMApublication,»CountryProfilesofCivilServiceTrainingSystems«,ibidem,pg.20.

20 AnexceptioninthisregardisFrance,wheretheextentofcivilservants’rightstoadditionalfunctionaltrainingisdefined.

21 Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,page10.



trainingonlyfollowingthepromotiontoacertainpost.Thepromo-tionistherebydeterminedconditionallybyanadministrativedecision-andtheconditionissubsequentsuccessfulcompletionofanadditionalfunctionaltrainingprogramoftheemployees,oftenwithaspecificexamattheendofthetrainingprogram22.Apartfromthis,insomecountriesitispracticedthatthecivilservantsbearpartofthecostsofadditionalfunctionaltrainingthemselves.

Oneofthekeyquestionsforthedeterminationofthefeatureofacivilservicetrainingsysteminacountryisundoubtedlythequestionoffi-nancingofsuchasystem.InOECDcountries,generally,therearetwosystemsoffinancinginthisfield:

asystem,inwhichthefinancialresourcesforadditionalfunctionaltrainingofcivilservantsaredecentralized(whichmeansthattheresourcesareapprovedtoindividualinstitutionsofthestateadmin-istrationsystem);

asysteminwhichthefinancialresourcesforadditionalfunctionaltrainingofcivilservants isdecentralized(whichmeansthattheresourcesareprovidedtoacertaininstitutionatthecentrallevelofthestateadministrationsystem–inthissystemtheparticipationofcivilservantsintrainingprogrammesisfreeofcharge)2�.

Itisimportanttoemphasizethatamoderntrendinthisfieldisacertaincombinationofbothmodels–i.e.theformingofakindof»mixed«fi-nancingsystem.Thismeansthattheresourcesforadditionalfunctionaltrainingofcivilservantsarepartlydecentralizedanddisbursedtopreciselytarget-orientedhorizontalprograms,24andpartlytheresourcesremain

22 InFrance,asanexample,therearetrainingprogrammesthatfacilitatethepreparationforinternalcompetitionforpromotiontoahighercivilserviceposition.Althoughsuchprogrammesareformally,i.e.legally,notobligatory,itisalmostimpossibletopasstheforeseenexamwithoutpriorattendanceofsuchadditionalfunctionaltrain-ingprogrammes.InGermanythereisasimilarcivilservicetrainingprogrammeattheFederalAcademyforPublicAdministration.

2� Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,page12.

24 InOECDmembercountriesitisinterestingthattheexecutionofcertain»horizon-



inthestateadministrationauthorities(fortraining intheso-called»verticalareas«).Theadvantageofthismodelisperfectlyclear:firstly,thegovernmentholdsaninstrument,bywhichitcandirectlyinfluencethequalityofits»humansubstrate«,andsecondly,thismodelfacilitatesthesatisfactionofparticular(»vertical«)needsforadditionaltraininginindividualstateadministrationauthorities.Atthesametime,theprob-lemsthatarise,ifthereisnocombinationofthesemodelsinpractice,areapparent.Thebasicproblemofthecentralizedmodelisthatthereisnotsufficientflexibilityandthatitdoesnotenablethesatisfactionofspecificneedsofindividualstateauthorities.Ontheotherhand,thebasicdeficiencyofacompletelydecentralizedsystemisthattheeffectsofadditionalfunctionaltrainingarescatteredandthattheresourcesarespentonirrelevantcontents,whilethereisnoevaluationofthedegreeofeffectsofsuchtraininginpractice.Besides,inacompletelycentralizedsystem,theGovernmentasthecentralelementoftheadministrativesystemhasnoeffectiveinstrumenttoinfluencethequality,i.e.substanceofknowledgeofitscivilservants.Thisisduetothefactthatindividualstateauthoritiestotallyindependentlydecideonwhereandwhichkindofknow-howtobuywithinthetrainingmarket.ThisisnotabigprobleminhighlydevelopedadministrativesystemswithsophisticatedmethodsofHumanResourcesManagement.Butitiscertainlyaprobleminad-ministrativesystemsthatarenotsufficientlydeveloped.

Eachofthementionedmodelsrequiresacertainmonitoringandcontrolsystem–particularlyfromtheaspectofassessmentwhethertheobjec-tivesoftheadditionalfunctionaltrainingofcivilservantsareactuallyachieved.Relativetothis,itisnecessarytoapplyanadequatemethodologyofneedsassessmentforadditionalfunctionaltraining(TNA–TrainingNeedsAssessment)ononehand,andontheotherhanditisnecessarytoprovideanadequatemethodofevaluationofthescopeofeffects(ac-tuallyachievedresults)oftheexecutedcivilservicetrainingprograms.

tal«civilservicetrainingprogrammesisoftencentralized.Theterm»horizontal«programmesrelatesabovealltothosetopicsthatarerelevantforallcivilservants,regardlessoftheconcretestateauthoritytheyareemployedin(e.g.humanresourcesmanagement,organizationandpanningofwork,budgetfinancing,draftingofnewlegalregulations,foreignlanguages,computerliteracyandalike).



Particularlyimportantinthiscontextistoensurethattheexistingfi-nancialresourcesintheadministrativesystem,intendedforadditionalfunctionalcivilservicetraining,donotspillover,i.e.arelaterusedforotherpurposes.Suchariskisrealistic–eveninverydevelopedsystems–particularlyiftheheadsofcertaininstitutionsarenotentirelyawareofthesignificanceofadditionalfunctionaltrainingofemployees(thatiswhyexistingresourcesareusuallytransfusedtoother,momentarily»moreimportant«purposes).

Moderntrendsinsomehighlydevelopedcountries(e.g.GreatBritain)showthatinstitutionswhichareinchargeofadditionalfunctionalcivilservicetrainingaremoreandmoreexpectedtocovertheexpensesoftheiroperationthemselves–partlyorevenentirely.Thismeansthatsuchinstitutions(forpermanentfunctionalcivilservicetraining)havetocompetewithothersuppliersofsimilartrainingservices.Theiradvantageiscertainlythattheyarealreadylocatedintheveryframeworkofthepublicadministration,andthusareinthesituationtobetterunderstandtheproblemsandneedsofthepublicsectorthantheircompetitors(e.g.organizationsfromtheprivatesector).However,ontheotherhand,thisforcessuchinstitutionstorationalizeanddecreaseexpenses,i.e.tomaximizetheirprofit,whichmightinextremecasesevenleadtocertaindysfunctionsintheexistingcivilservicetrainingsystem25.Suchaproblemarisesinpublicadministrationinstitutionsthathirethetrainersthemselves(suchastheBritishCivilServiceCollege),butnotinsmallercountries,inwhichagovernmentaltraininginstitutiononlyplansandorganizestherealizationofacertaintrainingprogrammeforcivilservants,whileitengagesauniversityunit,trainingprovidersfromtheprivatesectororevencivilservantsfortheexecutionoftheprogramme.

EvenindevelopedOECDcountriesthereissometimesalackofrelevantdataonthescopeoffinancialresourcesinthePublicAdministrationthatareallocatedforadditionalfunctionalcivilservicetraining.Availabledataforsomecountriesshowthattheresourcesspentforthispurposeareinthe

25 Sucha»dysfunction«ise.g.anexcessivecommercializationandnegligenceofneces-sarybut»lowprofit«programmes.

�0 PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


amountofapprox.2–6%oftheresourcesspentforcivilservants’salariesintheadministration26.Intransitioncountriesthisamountshouldinnocasebelessthan2%,asaminimum,sincetheneedfortraininginthesecountriesiscertainlymuchgreaterthaninbetterdevelopedcountries,forreasonsalreadymentionedinthistext.

Asregardsthequestionofstatusoftheinstitutionshavingthefunctionofadditionalfunctionalcivilservicetraining,thereisnouniformmodelintheworld.Ononehand,thereareorganizationalmodelsinformofso-called»administrativeacademies«orsimilarlydesignatedinstitutions,whichareorganizationallylocatedwithinministriescompetentforaffairsofpublicadministration27,whilesomewhereelsetheseinstitutionsare»expelled«tothewiderperipheryofthepublicsector(andhavee.g.thestatusofpublicinstitutes,agencies,etc.).Eventually,insomeadministrativesystemsthereisnosuchinstitution,buttheadditionalfunctionalcivilservicetrainingisentirelydecentralized,i.e.itisleftuptoeachauthorityandorganizationoftheadministrativesystemtoprovidefortheadditionaltrainingoftheirpersonnelontheirown28.Consideredfromthisaspectitcanbeconcludedthatthereisnopredominantmodel,thoughitcanbeascertainedthattherearecertainadvantagesinthemodel,wheresuchaninstitutionistightlylinkedwiththeadministrativesystemofthestate.Inthiswayrelevantinformationareavailabletothisinstitution,facilitat-ingittobewellacquaintedwiththeneedsforadditionalfunctionalcivilservicetraining.Besides,literaturedealingwiththisissueofferscertaincriteriafortheassessmentofpotentialeffectivenessofsuchinstitutions.Thesecriteriaareasfollows:

26 ThedataforGreatBritainfortheperiodbetween1989-1990is6%,whileinFrance2%oftheresourcesallocatedforsalarieshavebeenspentonthispurposein1992and�,2%in1994.Compareinmoredetailinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,page1�.

27 E.g.inFrance,SpainandSloveniaitiswithintheministriescompetentforpublicadministrationandpublicsectorreform,andinGermanyandHollandwithintheministriesofinterior.InGreatBritainthereisaspecialgovernmentalcommission(»CivilServiceCommission«)iscompetentfortheseaffairs.Formoredetailsseethepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,page15.

28 Accordingtoavailableinformation,thisisthecaseinHolland.

�1PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


- theinstitutionshouldhaveacertaindegreeoffunctionalindepen-dence(intermsofcurriculumelaboration

- certainresourcesforthedevelopmentoftheinstitutionanditstrain-ingcurriculashouldbeensured)

- itisfavorablethattheinstitutionbeexposedtoacertaindegreeofcompetitionwithotheralike

- institutions(thisforcestheinstitutiontoarelativelyfastreactiononnewtrainingneedsofemployees)

- certainresourcesforactiveparticipationinvariousnationalandinternationalinstitutionalandprofessionalsymposiumsshouldbeprovidedtotheinstitution,whichfacilitatesthefollowingofthedevelopmentoftheprofession

- theinstitutionshouldhaveacertainadvisorybody,throughwhichitcanestablishcontactswiththebeneficiariesofitsservices,i.e.throughwhichitdeterminestheneedsforadditionalfunctionalcivilservicetraining.29

- Eventually,itisnecessarytotreatthefollowingquestion:whichcat-egoriesofcivilservantsneedmostintensiveadditionalfunctionaltraining?Inthisrespect,therearethreegeneralmodels,i.e.approaches,indevelopedcountries:

theso-called»elitistapproach«,whichadvocatesthemostintensiveadditionalfunctionaltrainingonlyforthehighestrankingcatego-riesofcivilservants;thismeansa»productionofanadministrativeelite«- i.e. formingasmallbynumber,butexceptionallytrainedadministrativeelite(anillustrationofthismodelistheoperationoftheFrench»EcoleNationald’Administration«);

theso-called»Anglo-Saxonapproach«,whichinvolvesanintensivecomprehensionofthebusinessexcellencemodelintheoperationofthepublicsector(the»NewPublicManagement«approach);

29 Compareinthepublication»PublicServiceTrainingSystemsinOECDCountries«,ibidem,page16.



theso-called»Germanapproach«whichatfirstsightseemsthemostacceptableatthisstageofdevelopmentofCEEcountries;thismodelinvolvesapartialcomprehensionoftheso-called»elitistapproach«(intensivetrainingoftheadministrativeelite, i.e.thehighestcat-egoriesofcivilservants),whereasthetrainingofmediumandlowercategoriesofcivilservantsisnotignoredeither�0.

Theexistenceornon-existenceofall thesesystemrequirementsandpresumptionscanbereviewedinthesequenceofthisexpertise.Whatremainstobeconsideredrelativetothis,isthequestionwhetherthereisarecognizablesystemofcivilservicetraininginMontenegroatthistime,andwhataretheplansinthisregardintheframeworkoftheforthcomingelaborationoftheLawonCivilServantsandStateEmployees.

2.5. The current situation in the field of civil service training in Montenegro

Currentlyitisnotpossibleyettospeakintermsofatraining»system«intheMontenegrinadministration,sinceseveralimportantprerequisitesfortheexistenceofa»system«,mentionedintheprecedingpartofthistext,aremissing.However,theadoptionofthenewlawgoverningcivilservicecreatedthepreconditionsforthedevelopmentofthissystem.

Asmentionedintheprecedingpartofthistext,theexistenceofa»system«requiresthefollowingsystemelements:

theprovisionofanadequatelegalframework(legalbasis)fortheexecutionofthecivilservicetrainingfunction

theexistenceofaninstitutionthatperformsthefunctionofplanning,organizingandexecutionofadditionalfunctionaltrainingprogramsforemployeesintheadministration

�0 SeemoredetailsintheSIGMApublication»CountryProfilesofCivilServiceTrain-ingSystems«,ibidem,pages17-18.

��PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


theadoptionofastrategyforthedevelopmentofthissystemwithdefinedobjectivesofthecivilservicetraining,aswellaswithsetprioritiesastowhichcategoriesofcivilservantsshouldattendthemostintensiveadditionalfunctionaltrainingintheshort-termandinthelong-termperiod

theestablishmentofaspecialbodyforthecoordinationofactivitiesinthisfield(fortheharmonizationofinterestsofdifferentadmin-istrativeauthorities)

theprovisionofanadequate(stable)financingsystemfortheex-ecutionofanadoptedcivilservicetrainingprogram.

Legal framework

ThelegalframeworkforthefunctioningofthesystemofpermanentfunctionalcivilservicetraininghasbeenestablishedbytheLawonCivilServantsandStateEmployees,whichincludesallrelevantissueswithinthisfield,thus,thissystemprerequisitehasbeenmet.

The institution

InearlyMarch200�theMontenegringovernmentadoptedthe»StrategyforPublicAdministrationReforminMontenegro2002-2009«.ThisdocumentanticipatestheestablishmentofaspecialAgencyforHumanResourcesManagementinPublicAdministration,andthemainthreefunctionsofthisinstitutionwillbe:a)HumanResourcesManagementintheadministration,b)performanceofthefunctionofadditionalfunctionaltrainingofcivilservants,andc)thedevelopmentofmethodsandtech-niquesofworkintheadministration.TheHumanResourcesManagementAuthoritywasestablishedin2004anditcoversallimportantfunctionsinthefieldofhumanresourcesmanagementanddevelopmentinstateadministration.Thus,thissystemrequirementhasalsobeenmet.

The strategy

Besidetheadoptionofthelegalframeworkandtheestablishmentoftheinstitutionalstructureforthefunctioningoftheadditionalfunctionalcivil



servicetrainingsystem,itisnecessarytoadoptaspecificgovernmentalstrategyinthisfield.Thisdocumentshouldmorepreciselydefineabovealltheobjectivesofthecivilservicetraininginaparticulartimeperspective,thecurriculawhichshouldbeofpriority,aswellasthequestionwhichtargetgroupsoftheadministrativeapparatusaretobemostintensivelyadditionallyandfunctionallytrained.Thissystemrequirementhasnotbeenmet,asthestrategyhasnotbeenadopted,butpursuanttotheLawonCivilServantsandStateEmployeestheHumanResourcesManagementAuthorityhastheobligationto“definethetrainingcurriculum”.�1Thiscurriculumshouldbedefinedanditsrealizationshouldbestartedassoonaspossible.

The advisory body

Thisbodyisanimportantelementofthesystem,sinceithastocoordinatethevariousneedsoftheadministrativeauthorities.Itshouldconsistofrepresentativesofthecivilservicetraininginstitution,aswellasofrep-resentativesofministriesandotherstateadministrationauthorities.Thiswillensurethecoordinationofworkrelatingtotheassessmentofneedsforpermanentfunctionaltrainingaswellastothelogisticcoordinationofworkandselectionofcivilservantstoattendtheindividualtrainingprogrammes.SuchanadvisorybodyhasalreadybeenestablishedintheMontenegrinstateadministration:ontheinitiativeoftheHumanResourcesManagementAuthority,»contactpersons«havebeenappointedineveryministryandotherstateadministrationauthority,aswellasinotherstateauthoritiesthatfallunderthesystemofuniformhumanresourcesmanage-mentinMontenegro.So,thissystemrequirementhasalsobeenmet.

The financing system

Finally,oneofthekeysystemicprerequisitesofthissystemistheexistenceofaregulatedandstablefinancingsystemoftheadditionalfunctionalcivilservicetrainingIntherecentyearsthisquestionhadnotbeenregulatedatall,andvariousadhocactionsofcivilservants’trainingmostlyrelied

�1 Article9�/2oftheLawonCivilServantsandStateEmployees.



uponresourcesofinternationaldonorinstitutions.Itisessentialtomakeasubstantialchangethere,becauseknowledgemustbecomeoneoftheprincipalstrategicprioritiesintheadministrativesystemofMontenegroandintheMontenegrinsocietyingeneral.Particularlyinthecomingyearstheaccentwillhavetobeputonadditionalfunctionalcivilservicetraininginsome»horizontal«areas(»Europeanissues«,management,administrativeprocedures,publicfinancesandtheexecutionofthebudget,elaborationofqualitylegalregulations,foreignlanguagecourses,etc.)Alongwithallthis,ithastobeconsideredthatmoredevelopedcountriesprovidefinancialresourcesfortheadditionalfunctionalcivilservicetrainingthatreachtheextentofapprox.2–6%ofsalariesofemployeesintheadministration.Equallyimportanttostateisthatinthesecountriesthemodeloffinancingisacombinedone.Thismeansthatthefinancingsystemisneitherentirelydecentralized(ase.g.inSlovenia),norentirelycentralized.The»combined«systemactuallymeansthattheadministrativeauthoritiesdisposethemselveswithapartoftheresourcesforadditionalfunctionaltrainingoftheircivilservants(they“buytheknowledge”onthetrainingmarketwithit,regardlessofwhotheconcretesupplierofthisknowledge–apersonoftheprivateorthepubliclaw-is),andontheotherhand,apartoftheseresourcesforthispurposearecentralized.Theotherpartoftheseresourcesisatthedisposaloftheinstitutionprovidingadditionalfunctionalcivilservicetraining(accordingtoguidelinesandadjustmentsofthecurriculaatthementionedadvisoryinter-ministe-rialbody).Inthiswaythegovernmenthasaninstrumenttopreventthegravestdeficienciesintheadministrativesystem–deficiencies,whichcanbepreventedbyadditionalfunctionaltrainingofemployees.Theadvantageofthis(combined)systemisthattheadministrativeauthori-tiesstilldisposethemselveswithpartoftheresourcesforthispurposeandcovertheirspecificneedsforadditionalfunctionaltraining,whileapartoftheseresourcesisusedfortheexecutionofthesaid»horizontal«functionaltrainingoftheemployees.Thisfacilitatesaplannedtrainingofcivilservantsinmattersthatrequireadditionaltraining,determinedbyadministrativecontrolandbyatrainingneedsanalysis,withaviewtoabetterfunctioningoftheadministration.

Duringtheinitialdevelopmentphaseit ispossibletousearelatively



uncomplicatedmodeloffinancingtheadditionalfunctionalcivilservicetraining.Theelementsofthismodelarethefollowing:

Theparticipantsof thetrainingpayrelatively lowfees for theirparticipationinseminarsandotherprogrammestothetraininginstitution,

Thetraininginstitutionorganizesandexecutesseminarsandothertrainingprogrammes,whilethelecturersareexpertsfromthead-ministration,highereducationinstitutionsandtheprivatesector,

Thelecturersconcludecontractsontheexecutionoftrainingpro-grammeswiththetraininginstitution.

TheabovepresentedrelativelysimplesystemwasusedinSloveniaintheinceptionphase,whileintherecentyearsashifttowardstheaforemen-tionedso-called»combined«financingsystemhasbeenconsidered.

InaccordancewiththenewLawonCivilServantsandStateEmployees,itisevidentthatadecentralizedfinancingmodelhasbeenadoptedinMon-tenegro,sincethelawdeterminesthat»theexpensesoftrainingofacivilservantorstateemployeeshallbebornebythestateauthority«andthesameappliestothebearingofexpensesoftheso-called»specialtraining«withinstateauthorities.�2ThismeansthattheparticipationofcivilservantsintrainingprogrammesdeterminedbytheHRMAwillbeprovidedbytheindividualstateauthorities,respectivelytheseauthoritieswillalsobearthetrainingexpensesfortheiremployees.Fromthisaspectitcanbeascertainedthatthissystemrequirementhasalsobeenmet(ofcourse,italsohastobeascertainedwhichamountoftheresourceswillbeplannedandactuallyallocatedbythestateauthoritiesforthetrainingoftheiremployees).Inthenextfewyears,foreigndonationswillcertainlycontinuetobeasignificantfactor,asthebudgetresourcesareverylimited.

Conclusion

Atthismomentalmostalltheabovementionedminimumrequirementsforapermanentfunctionalcivilservicetraining»system«havebeenmet

�2 SeeArticles9�and94oftheLawonCivilServantsandStateEmployees.



inMontenegro.Thereforeitisnecessarytoadoptassoonaspossibleacertaingovernmentalstrategy,i.e.prepareacurriculumoffunctionalcivilservicetraining,wherebyallnecessaryrequirementsfortheexistenceofthissystemwillbemet.Thisshouldbefollowedbytheconcreterealiza-tionoftheadoptedcurriculumandthesubsequentmaintenanceofthissystemaswellasitsqualitativeandquantitativedevelopment.

Briefly,thefollowinghasyettobeprovidedfortheestablishmentandbeginningoffunctioningofthissystem:

Adoptionofanadequategovernmentalstrategyrespectivelyfunctionalcivilservicetrainingcurriculum,

Selectionofanappropriatemodelofpermanentfunctionalcivilservicetraining(trainingtobeintendedforthehighestcivilservicestructuresinthefirstplace,orevenlyforallcivilservantsandstateemployees)

Determinetheamountofresourcestobeallocatedforthispurpose(theseresourcesaretobeplannedwithintheindividualstateauthori-tieswhenplanningthestatebudgetforthefollowingyear),

Inaddition,itwillbenecessarytoclearlyaspossiblelinktheper-manentfunctionaltrainingofcivilservantswiththesystemoftheirpromotion(e.g.bymeansofprovisionsinlegalregulationsstipulatingthatpromotionisdirectlyconditionedwithpreviouslycompletedadditionalfunctionaltrainingandalike).

Finally,thequestionis:howshouldthefutureMontenegrinpermanentfunctionalcivilservicetrainingsystembedesigned?

2.6. Which elements should be particularly emphasized in the Law on Civil Servants and State Employees with regard to this area?

Withinthenewsystem,theinstitutionprovidingadditionalfunctionalcivilservicetraining–theHumanResourcesManagementAuthority–willhavetoprofessionallyperformprimarilythefollowingtasks:



• Continuouslyperformperiodic trainingneedsanalyseswithregardtomattersrelatingtogeneral(»horizontal«)civilservicetrainingprogrammes(performperiodicTNAsbasedonthepreviouslyadoptedmethodology)

• Preparei.e.determineannualorlongerperiodgeneralcivilservicetrainingcurricula��

• Organizetherealizationofthegeneralcivilservicetrainingprogramme

• Evaluatetheeffectivenessofrealizationofthegeneralcivilservicetrainingprogrammeandcontinuouslyadjustthecontentsofthegeneraltrainingprogrammeaccordingtotheseevaluations.

Consideringalltheabovestated,theconclusionisthatpermanentfunc-tionalcivilservicetrainingshouldbetreatedasanextremelyimportantelementinthepublicadministrationreformprocess.Thereforeithastobepreventedthatthismechanismbetreatedasanunnecessaryexpenditure,thismattermustnotbeapproachedonanadhocbasisandbeisolatedfromotherconstituentelementsofthehumanresourcesmanagementanddevelopmentsystemintheadministrativesystemofthestate.Inthisrespectpermanentfunctionalcivilservicetrainingshouldbedefinedasarightofcivilservantsandtheirobligation.Itisimportanttoensureastablefinancingsystemofthisarea,asitisaninvestmentintoknowledgeandnotanunnecessaryexpenditure.Finally,thecivilservicetrainingsystemshouldbelinkedtothesystemofrewardsandpromotioninthestateadministration.OnlyinthiswayadditionalfunctionaltrainingcansignificantlysupporttheachievementofthesetobjectivesofthePublicAdministrationReforminMontenegro�4.

�� ObligationunderArticle9�oftheLawonCivilServantsandStateEmployees.�4 CompareintheSIGMApublication»CountryProfilesofCivilServiceTraining

Systems«,ibidem,p.19.

NEEDS ANALYSIS FOR FUNCTIONAL TRAINING OF CIVIL SERVANTS AND

STATE EMPLOYEES

(2003/2004 – FACTUAL ANALYSIS)




NeedsAnalysisforFunctionalTrainingofCivilServantsandStateEmployees

3. NEEDS ANALYSIS FOR FUNCTIONAL TRAINING OF CIVIL SERVANTS AND STATE EMPLOYEES

(2003/2004 – FACTUAL ANALYSIS)

3.1. Introduction

Atthebeginningofthe»PARiM-2«Project,ananalysisofthefactualma-terialcollectedduringtheimplementationofthe»PARIM-1«Projectwasexecuted.Theresearchincluded�5stateadministrationauthoritiesatthecentrallevel,whoserepresentativesfilledapreviouslypreparedquestion-naire,whileinaddition,theprojectteamconductedaseriesofinterviewswiththecivilservantsandstateemployeesworkinginthevariousstateauthorities.Therelativelysmallsample(�5stateauthorities)representsacertainmethodologicalshortcomingofthisanalysis,despitethefactthatitcomprisedalmostallauthoritieswithinthestateadministrationsystemofMontenegro.Acertainnumberofstateadministrationauthoritiesfailedtodelivercompleteanswerstoallquestions,whichinconsequencereducestoacertainextentthequalityoftheachievedresults.

Theobtaineddatahavebeenenteredinadatabaseandaspecialanalysishasbeencarriedoutsubsequently.Forthenominalvariables,adescriptiveanalysisaswellasacalculationoffrequencies(descriptivesandfrequen-cies)hasbeenmade.Aspartofthedescriptiveanalysis,thefollowingmeasureshavebeencalculated:sum�5,valueandarithmeticmean�6.Forordinalvariables,thefrequencieshavebeencalculated(theappearancefrequencyofaunitunderobservationinthesample).TheSPSS(Statisti-calPackageforSocialSciences)hasbeenappliedforthepreparationoftheanalysis.

�5 Thesumisameasurerepresentingthetotalofallvaluesvariableinthesample.�6 Thearithmeticmeanisameasureofcentraltendencyandcalculatestheaveragevalue

ofallelementsinthesample.



3.2. Educational structure of personnel within the state authorities included in the Training Needs Analysis

Thesituationon1stJuly200�withrespecttotheeducationoftheperson-nelintheanalyzedministriesandotherstateadministrationauthoritieswasasfollows:6ministerswereholdersofaPhDdegree,1ministerhadapostgraduatedegree,1hadcompletedaspecialization,9ministershadauniversitydegree,whileothereducationallevelsonthispositionwerenotrepresentedintheprocessedmaterial.

Thenextpositionisthatoftheheads of other state administration au-thorities,whereinthementionedperiodtherewas1headofsuchanauthoritywhohadaPhDdegree,onehadapostgraduatedegree,14hadauniversitydegreeand2hadahighereducationdegree(2-yearstudy).Theothereducationallevelshavenotbeenrepresentedonthisposition,wherebyithastobenotedthatonly18answerstothisquestioninthequestionnaireswerereceived.

Thepositionofsecretary-general of an authoritywasfilledby2postgradu-atedegreeholdersand1�individualswithuniversitydegree.

Thepositionofassistant to the head of a state administration authority wasfilledby�PhDdegreeholders,6postgraduatedegreeholders,1specializationinterneeand57individualswithuniversitydegree.Thetotalnumberofcivilservantsonthispositionwas76.

Thepositionofhead of an organizational unit wasfilledby5postgraduatedegreeholders,�specializationinternees,126individualswithuniversitydegree,�withhighereducationand4withsecondaryeducation,whichmakesatotalof141individualsonthispositionin�2authoritiesthatreplied.

Thestatusofpermanent employee,accordingtotheobtaineddata,had6PhDdegreeholders,22postgraduatedegreeholders,80specializationinternees,1,9�7individualswithuniversitydegree,6�8individualswith



highereducation,�.74�individualswithsecondaryeducation,1.�29withvocationalsecondaryeducationand�2withelementaryeducation,whichmakesatotalof8.064employeesonapermanentbasisin�4authoritiesthatrepliedtothisquestion.

Thestatusoftemporary employee,accordingtotheobtaineddata,had:1postgraduatedegreeholder,281universitygraduates,4�individualswithhighereducation,4�2withsecondaryeducation,58withvocationalsecondaryeducation,5�withelementaryeducationand�81individualwithsomeothertypeofeducationinaltogether�4authoritiesthatre-spondedtothisquestion.

3.3. Civil service training curriculum

Acurriculumandtrainingprogramexistedin17,4%oftheauthoritiesthatrepliedtothisquestionnaire.

Theremainingstateauthoritiesspecifiedthefollowingreasonsforthenon-existenceofacivilservicetrainingcurriculum:a)thereisnoneedforsuchcurriculaandtrainingprograms(expressedby21%oftheques-tioned),b)thefinancialsituationdoesn’tallowit(statedby41%ofthequestioned)andc)“other”(�8%oftheanswers).

Chart �: Reasons for the non-existence of a civil service training curriculum

21%

41%

38%no need

other



3.4. Extension of the training period for trainees

Accordingtothedataobtained,thetotalnumberoftraineeswas:165withuniversitydegree,59withhighereducation,and68withsecondaryeducation–thesenumbersapplyingto2�authoritieshavingreplied.Thetrainees’internshipperiodwasextendedfor80individualswithuniversitydegree,4�individualswithhighereducationandfor�6ofthemwithsecondaryeducation.Thenumberoftraineeswhopassedtheprofessionalexaminthefirstattemptwas94withuniversitydegree,6withhighereducationand65individualswithsecondaryeducation.Thismeansthatsomewhatmorethan50%ofthetraineespassedtheprofessionalexamsuccessfullyinthefirstattempt.

3.5. Additional qualification of personnel

Withregardtoadditionalqualificationofthepersonnelinstateadminis-trationintermsofvariousprofessionalexams,theobtaineddatashowedthat1ministerhadpassedthejudicialexam,2ofthemhadpassedtheprofessionalexamforworkinpublicadministration(in26authoritieshavingrepliedtothisquestion).2headsofstateadministrationauthoritieshadpassedthejudicialexamand10ofthemhadpassedtheprofessionalexamforworkinpublicadministration.�secretaries-generalofministrieshadpassedthejudicialexamand8ofthemhadtheprofessionalexamforworkinpublicadministration.4assistantstotheheadofapublicadministrationauthorityhadpassedthejudicialexam,�7hadpassedtheprofessionalexamforworkinpublicadministrationand2ofthemadifferenttypeofexam.4headsoforganizationalunitshadpassedthejudicialexam,95theprofessionalexamand9ofthemanothertypeofexam.44employeesonapermanentbasishadpassedthejudicialexam,1,678ofthemhadpassedtheprofessionalexamand6ofthemanothertypeofexam.

Thereceivedinformationrelatingtocompletionofadditionalfunctionaltrainingamongthehighestmanagementpersonnel,wasasfollows:one



ministerattendedtraininginthefieldofEuropeanissues,English,Ger-manandFrenchlanguage.Oneheadofanadministrativeauthorityeachattendedtraininginbudgetmanagementandmethodologicalskills,threetooktrainingincomputerskills,whiletwoattendedanEnglishlanguagecourse.Threesecretaries-generaltoministriesattendedtraininginthefieldofbudgetmanagement,twooftheminfinancialmanagement,oneinprojectmanagementandoneattendedtrainingincomputerliteracy.Oneassistanttotheheadofastateadministrationauthorityeachtooktraininginbudgetmanagement,financialmanagement,managementinpublicadministration,2oftheminprojectmanagement,15tooktrainingincomputerliteracyand9ofthemattendedanEnglishlanguagecourse.Thesedatashowthatthemanagementpersonnelexploitsthepossibilityofadditionalfunctionaltrainingtoarelativelylowextent.

3.6. Which are the most important training areas and foreign languages?

Inlinewiththeobtaineddata,theintervieweesexpressedtheopinionthatthemostimportantareasoftrainingareasfollows:forthepositionofaministeritisplanningofworkandstrategicplanningin55,6%,in11,1%itisorganizationandfunctioningoftheadministration,inanother11,1%itisqualityandefficiencyofworkoftheadministration,whileanother11,1%statedEuropeanissuesandafinal11,1%statedcomputerliteracy.

Chart 2: The most important training areas for the position of a minister

55,6%

11,1%

11,1%

11,1%

11,1%0,0%

planing of work and strat planing

organiz. and functioningof state administration

computer literacy



Themostsignificantforeignlanguageforministers,headsofstateadminis-trationauthoritiesandforotherofficials/functionaries,secretaries-generaltoministries,forassistantstoheadsofadministrativeauthorities,managers,permanentemployees,employeesonatemporarybasisandfortraineeswastheEnglishlanguage–statedbya100%oftheinterviewees.

Chart 3: The most important language for all positions

100%100%

100%100%

100%100%

100%100%

100%

0%10%20%30%40%50%60%70%80%90%

100%

min

isters

head of s

tate

auth

.

secre

tarie

s-genera

l

assis

tants

to head

s of s

t. auth

.m

anag

ers

perman

ent em

ploye

es

tem

porary

emplo

yees

train

ees

Accordingtotheobtaineddata,themostimportanttrainingareasforthepositionofheadofastateadministrationauthorityis:implementa-tionoflegislation(in7.7%),financialmanagement(in7.7%),planningofworkandstrategicplanning(in7.7%),qualityandefficiencyofpublicadministrationoperation(in15.4%),methodologicalknowledgeforworkintheadministration(in15.4%)andcomputerliteracy(in46.2%).



Chart 4: The most important training areas for heads of state administra-tion authorities

16,7%

33,3%16,7%

33,3%

implementation of legislation

management in administration

computer skills

Themostimportanttrainingareasforotherofficials(functionaries)isimplementationoflegislation(in16.7%),managementinadministra-tion(in��.�%),qualityandefficiencyofpublicadministrationwork(in16.7%)andcomputerliteracy(in��.�%).

Chart 5: The most important training areas for other officials

9,1%18,2%

45,5%

9,1%

9,1%

9,1%

project management

human resources management

organization of state administration

quality and efficiency

communication skills

computer skills

Themostimportanttrainingareasforsecretaries-generaltoministriesare:projectmanagement(in9.1%),humanresourcesmanagement(in27.�%),organizationofworkinpublicadministration(in45.5%),qual-ityandefficiencyofpublicadministrationwork,communicationandcomputerliteracy(eacharearepresentedby9.1%).



Chart 6: The most important training areas for secretaries-general to ministries

5,3%15,8%

5,3%

5,3%

5,3%21,1%

10,5%

5,3%

10,5%

15,8%


budget management

management in administration

human resources managementplanning of work



methodological skills

computer skills

Themostimportanttrainingareasforassistantstoheadsofstateadmin-istrationauthoritiesare:implementationoflegislation(in5.�%),budgetmanagement(in15.8%),managementinadministration,humanresourcesmanagementandplanningofwork(each5.�%),organizationofworkinpublicadministration(in21.1%),qualityandefficiencyinpublicad-ministrationwork(in10,5%),communication(in5,�%),methodologicalknowledgeforworkinpublicadministration(in10,5%)andcomputerliteracy(in15,8%).

Chart 7: The most important training areas for assistants to heads of state administration authorities

17,6%

5,9%

5,9%

5,9%11,8%11,8%

5,9%

11,8%

5,9%

5,9% 11,8%


budget management

management in state administration

human resources management

planning of work




computer skills



Themostessentialtrainingareasforothermanagingpersonsinstateadministrationauthoritiesare:implementationoflegislation(in17,6%),budgetmanagement,financialmanagementandmanagementinpublicadministration(in5,9%),humanresourcesmanagementrespectivelyplanning(eachin11,8%ofthecases),organizationofpublicadminis-trationoperation(in5,9%),qualityandefficiencyinpublicadministra-tionoperation(in11,8%),communication(in5,9%)methodologicalknowledgeforworkinpublicadministration(in5,9%)andcomputerliteracy(in11,8%).Chart 8: The most important training areas for other managing persons within state administration authorities

4,3% 4,3%4,3%

4,3%

8,7%

4,3%

4,3%26,2%4,3%

4,3%

13,1%

17,5%

implementation of legislatio n

deciding in administrative procedur e

budget management

project management

planning of wor k



information technology


computer skills

Themostimportanttrainingareasforthecategory“employeesonaper-manentbasis”inpublicadministrationare:implementationoflegislation,decisionmakinginadministrativeprocedure,budgetmanagement,finan-cialmanagement,planningofwork,organizationoftheadministration(eachin4,�%ofthecases),projectmanagement(in8,7%),qualityandefficiencyofpublicadministrationoperation(in26,1%),communicationandcomputerliteracyforstateadministrationauthorities(in4,�%foreach),methodologicalknowledgeforworkinpublicadministration(in1�%)andcomputerliteracy(in17,4%).



Chart 9: The most important training areas for “employees on a permanent basis” in state administration

4,3% 4,3%4,3%

4,3%

8,7%

4,3%

4,3%26,2%4,3%

4,3%

13,1%

17,5%


deciding in administrative procedur e

budget management

project management

planning of wor k





computer skills

Themostessentialtrainingareasforthecategory„employeesonatem-porarybasis“are:organizationoftheadministration(in16,7%),qualityandefficiencyofworkinpublicadministration(in25%)informationtechnology(in8,�%),methodologicalknowledgeforworkinpublicadministration(in16,7%)andcomputerliteracy(in��,�%).

Chart �0: The most important training areas for „employees on a temporary basis“ in state administration

16,7%

25,0%

8,3%16,7%

33,3%

organiyation of state administration



computer skills

Themostimportanttrainingareasfortraineesare:implementationoflegislationandorganizationoftheadministration(in7,1%ofthecasesforeach),qualityandefficiencyofworkinpublicadministration(in21,4%),



informationtechnology(in14,�%),methodologicalknowledgeforworkinpublicadministration(in7,1%)andcomputerliteracy(in42,9%).

Chart ��: The most important training areas for trainees in state adminis-tration

7,1% 7,1%

21,4%

14,3%7,1%

42,9%





computer skills

3.7. Resources allocated for education and training of civil servants and state employees

Chart �2: Planned for education and training (2003/2004)

200 500

59785,5

2580 10000

10000

20000

30000

40000

50000

60000

man

ager

s

per

man

ent

em

plo

yees

tem

por

ary

emp

loye

es

trai

nee s

training



Chart �3: De facto spent on education and training (2003/2004)

05000

1000015000200002500030000350004000045000

education

training

manager

permanent e

mployees

tem

porary em

ployees

trainees

3.8. Permanent training institutions

ThisquestionwasaimedatdeterminingwhichinstitutionsinMontenegroarethemostsignificantwithregardtotheimplementationofpermanentfunctionaltrainingofprofessionals.Accordingtointerviewswithministers,theseareprivateorganizations(ina100%).Inthecaseofheadsofstateadministrationauthorities,thesearespecificschoolsorothereducationalorganizationsin��,�%andprivateorganizationsaccordingto66,7%oftheinterviewees.Accordingtotheotherofficials,theseareinternationaleducationalorganizationsin50%andprivateorganizationsaccordingtotheother50%oftheinterviewees.



Chart �4: Private organizations

min

ister

head

of s

tate

aut

horit

yse

cret

ary-

gener

al

assis

tant

to th

e he

ad o

f st.

auth

.m

anag

er

perm

anen

t em

ploye

e

tem

porar

y em

ploye

etra

inee

100%

67%

50% 50%

33% 33%19%

50%

25%

0%10%20%30%40%50%60%70%80%90%

100%

Chart �5: Other educational and training institutions

33,30%

16,70%

33,30%

6,30%

0%5%

10%15%20%25%30%35%

head o

f sta

te au

thorit

y

assis

tant t

o the h

ead o

f st.

auth

.

man

ager

perman

ent em

ploye

e

Asregardssecretaries-generaltoministries,theanswerwasinternationalandprivateorganizations(eachby50%).Inthecaseofassistantstoheadsofstateadministrationauthoritiestheanswerwasinternationalorgani-zations(in50%),otherschoolororganization(in16.7%)andprivateorganizations(in��.�%).Accordingtomanagersinstateadministra-tionauthorities,therepliesincludedtheownunitsfortrainingoftherespectiveauthorityandtheLawFaculty(eachrepresentedby16.7%)



andsomeotherschoolororganizationaswellasprivateorganizations–eachrepresentedby��.�%inthereplies).

Inthecaseofemployeesonapermanentbasis,theowntrainingunitsandprivateorganizationswererepresentedby18.8%,internationalorganizationsby4�.8%,theLawFaculty,otherschooli.e.organizationand‘other’by6.�%.

3.9. The current civil service training system

Accordingtothereceivedreplies,trainingofcivilservantsandstateemploy-eesisplannedwithinthestateauthoritiesin7�,1%ofthecases.Amid-termtrainingplanisnotmadeatall.Ashort-termtrainingschemeexistsin�4,8%oftheexaminedauthorities.Employeeswhotakechargeoftheirtrainingthemselvesappearin20%oftheexaminedcases.Theplanningrunsattheleveloftheinternalorganizationalunitin65,2%,whiletheprofessionalde-velopmentisplannedforallemployeeswithinthepersonneldepartmentinastateadministrationauthority–in��,�%oftheexaminedcases.

Chart �6: Education and training of personnel

73,10%

0,00%

34,80%

20,00%

65,20%

33,30%

0%10%20%30%40%50%60%70%

training planned in

state

authorit

ies

mid-te

rm tr

aining plan

short-

term

training plan

employees t

ake charg

e of tra

ining...

planning runs i

n the in

tern

al org

. ...

developm. p

lanned in th

e centra

l...



3.10. Civil service training needs assessment

Aregularandsystematicneedsassessmentregardingeducationandtrain-ingofprofessionalsisperformedinonly�9.1%oftheexaminedcases(i.e.authoritiesthatrenderedareplytothisquestion).Trainingneedsarenotdeterminedintheremaining60.9%,becauseofthefollowing:a)therearenofinancialmeansallocatedforit–statedby75%oftheinterviewees,andfor‘other’reasons(notspecified)–statedby25%.Chart �7: Reasons for non-performance of training needs assessment

0%

75%

25%no need

no resources aliocated

other

Needsforeducationandtrainingofprofessionalsaredeterminedinthefollowingmanner:bymeansofregularannualquestionnairesin25%;superiorscollectinformationin5�.8%;superiorsdetermineemployeestoattendadditionaltrainingin69,2%;theemployeesapplyontheirowninitiativein75%;thehumanresourcesdepartmentproposestheemployeestoattendadditionaltrainingin��,�%oftheexaminedcasesandinternationalorganizationsofferprogramsofadditionalfunctionaltrainingin40%ofthesurveyedcases.



Chart �8: Education and training needs of professionals

25,00%

53,80%

69,20%75,00%

33,30%40,00%

0%10%20%30%40%50%60%70%80%

regular a

nnual quest.

..

superio

rs colle

ct inf. .

..

superio

rs dete

rmin

e...

emplo

yees’ own in

iti. ..

.

HRM departm

ents

extern

al org

anizatio

ns

3.11. Evaluation of effectiveness of additional training of civil servants and state employees

Asystemforevaluationofthetrainingexistsinonly17.4%ofthesur-veyedauthorities.

Thereasonsforthenon-existenceofatrainingevaluationsystemintheotherauthorities(inmorethan80%)arethefollowing:a)because“thereisnoneedforit”in17,6%ofthecasesandb)“other”intheremaining82.4%.

Chart �9: Reasons for the non-existence of a training evaluation system in an authority

17,6%

82,4%

no need

other



Theeffectivenessoftrainingofprofessionalsisfollowedupby:theim-mediatesuperior in47.1%;thepersonneldepartment in11,8%;theimplementingauthorityofthetrainingin2�,5%andnobodyin17,6%oftheexaminedcases.

Chart 20: The effectiveness of training is followed up by

47,1%

11,8%

23,5%

17,6%

immediate superior

personnel department

training provider

nobody

Themethodologyusedtoassesstheeffectivenessoftrainingisasfollows:a)conductingaquestionnairein16,7%;b)interviewwiththepersonhavingattendedtrainingin22,2%;c)followupofthesubsequenteffectivenessin27,8%,andd)writtenreportsin11,1%.Theeffectivenessisnotassessedin16,7%and»other«in5,6%oftheexaminedcases.

Chart 2�: The determination of effectiveness of civil service training

16,7%

22,2%

27,8%

11,1%

16,7%5,6%

by interviews

written reports

by questionnaires

no assessment

subsequent follow up of impact

other



Thecriteriausedtodeterminetheeffectivenessoftrainingofprofessionalsareasfollows:quantitativein11,8%,qualitativein41,2%,examspassedin29,4%,whiletherearenocriteriain17,6%oftheexaminedcases.

Chart 22: Criteria for evaluation of effectiveness of civil service training

11,8%

41,2%29,4%

17,6%

quantitative

qualitative

exams passed

no criteria

Theacquiredknowledgeisimplementedbymeansoflecturesin��.�%andwritteninformationforotheremployeesin64.�%.

Chart 23: Implementation of the acquired knowledge

33,3%

64,3%

0%

10%

20%

30%

40%

50%

60%

70%

lectures written information

Personswhohaveattendedtrainingareliabletostayintheirrespectiveauthorityaftercompletionofthetraining:foraperiodequivalenttothedurationofthetrainingprogram(in�,7%)orfortwicetheperiodofdurationofthetrainingprogram(in�,7%).Someothertimespanisdeterminedin11,1%ofthecases,whilethereisnosuchobligationineven��,�%oftheexaminedauthorities.



Chart �4: Obligation after completion of the training process

3,7%

3,7%

11,1%

33,3%33,3%

14,9%period equivalent toduration of trainin g

2 x the period of duratio nof training performedsome other time span

no such obligation

no such obligation

no data available

3.12. Conclusions

Takingintoconsiderationalllimitationsregardingthequalityandquantityoftheobtaineddata,itisyetpossibletodrawsomerelevantconclusionsonthebasisoftheseinformation:

- averysmallnumberofstateadministrationauthoritieshadaspecificplanandprogrammefortrainingoftheirpersonnel(only6administrativeauthoritiesoutof�4questioned),whichleadstotheconclusionthatthisfunctionhasbeengivenlittleattentioninthestateadministrationauthorities(themainreasonforthenon-existenceoftheseplansi.e.programmes,asstatedmostfrequentlybythestateauthorities,wastheexistingeconomicsituation,duetowhichitmakesnosensepreparingsuchprogrammes,astherearenofinancialresourcesfortheimplementationofthesame),

- stateauthoritiesdonotdesignanymid-termplansfortrainingofcivilservantsandstateemployees,

- theneedsforpermanentfunctionalcivilservicetrainingareusuallynotdeterminedinstateadministrationauthorities(suchareplywasobtainedevenin60%ofthesurveyedauthorities),

- themajorityoftheintervieweesrepliedthatthemostimportantforeignlanguageessentialforworkintheadministrativesystem



istheEnglishlanguage(almostallthemanagingpersonnel),andaswelltrainingincomputerskills,

- somewhatlessthan2%ofthetotalamountofresourcesallocatedforsalariesofpersonnelisallocatedforcivilservicetraining,whichislittleconsideringtheneedforintensivetrainingofthecivilservicepersonnelinMontenegro,

- therearenoadequatetraininginstitutionsinMontenegrothatcouldofferqualityprogrammesforpermanentfunctionalcivilservicetraining(exceptfortraininginforeignlanguagesandcomputerskills),

- theadministrativeauthoritieshavenosystemofevaluationoftheeffectivenessoftrainingofthepersonnel(aftercompletionofseminarsorotherformsofcivilservicetraining).

CONTENT ANALYSIS OF CURRENT LEGISLATION REGULATING THE TASKS OF

STATE AUTHORITIES (BASIS FOR DRAFTING OF A TRAINING CURRICULUM)


ContentAnalysisofCurrentLegislationRegulatingtheTasksofStateAuthorities



4. CONTENT ANALYSIS OF CURRENT LEGISLATION REGULATING THE TASKS OF STATE AUTHORITIES (BASIS FOR DRAFTING OF A TRAINING CURRICULUM)37

Theaimofthepreparationoftheanalysisoflegalactsregulatingthesocalled”horizontal”(general)tasksofcivilservantsi.e.”horizontal”tasksofpublicadministrationauthoritieswastofacilitatetheexecutionofaqualitytrainingneedsanalysisandlateronaqualitycivilservicetrain-ingcurriculum.ThisanalysisiscomplementarytotheTNAexecutedbymeansofquestionnairescommentedonintheprecedingpartofthispublication.

Whenspeakingaboutthehorizontaltasksperformedbytheadministra-tiveorotherstateauthorities,wehaveinmindallthoseadministrativetaskswhichmoreorlessappearinallorinthemajorityofthepublicadministrationorotherstateauthorities.Or,ifweapplythisstatementtothelevelofanindividualcivilservant,wehaveinmindthosetypicaltasksperformedbythemajorityofcivilservantsatthesamehierarchicallevelorofthesameprofessioninexecutingtheirdailyworkwithinthepublicadministration.

Alegalanalysisofrelevantlawsandotherregulationswasanimportantpreliminaryelementinconductingaproperanalysisofneedsforad-ditionalandfunctionaltrainingofcivilservantsinMontenegro.Otherelementsoftheanalysiswerethefollowing:

• Thementionedresearchbymeansofappropriatequestionnairesthathavebeensenttothevariousstateauthorities(TNA)and

• Executionofinterviewswithinpersonnelandotherdepartmentsinvariousstateauthorities(whichwillbeextendedbymeansof

�7 ThisanalysiswaspreparedduringtheimplementationofthePARiM-1projectin200�,whensomeveryimportantcurrentlegalactswerenotadoptedandenforcedyet.



permanent“contactpersons”withinalltheauthorities,whohavebeenassignedforliaisonwiththeHumanResourcesManagementAuthority).

Theexecutionof theanalysisofhorizontaladministrativetaskshasdeterminedthecourseofconductingtheresearchontheviewsamongcivilservantsregardingtheirneedsforpermanentfunctionaltrainingononehand,whileontheotherhandthisanalysisenabledaclearerideaoftherealneedsfortrainingofcivilservantswithregardtotheiractualworkingtasksdefinedbypositiveregulations.Inthiswayweavoidedthesituationinwhichthetrainingneedsanalysismightproduceonlyalonglistofdifferent‘’trainingwishes”,i.e.civilservants’subjectiveestimatesregardingadditionaltraining.

Thebasicmethodologicalinstrumenttodeterminewhethertoincludeacertainhorizontalfunctioni.e.taskinthesubsequentanalysiswasthequestion“Doestheobservedfunction/taskappearinalloratleastinthemajorityofthepublicadministrationauthorities?”.Ifthereplywasposi-tive,thefunctioni.e.taskwasincludedinthelist,otherwiseitwasnot.

TheneedforananalysisofhorizontaltasksoriginatedfromthestrategicdeterminationtoprepareastartingpointfortheestablishmentofacivilservicetraininginstitutionwithintheMontenegrinstateadministra-tion.Thisinstitutionistoprovideinparticulartheknowledgeandskillsthatareofsignificancetothemajorityofauthorities,i.e.civilservants(“horizontaltrainingcontents”).Suchaninstitutionhasbeenestablished(theHumanResourcesManagementAuthority)anditisabouttostartitsactivitiesinthisarea�8.

Thelegalanalysiscomprised22lawsandothergenerallegalactsdeter-miningthemostimportantareasofoperationofthestateadministrationsystem,aswellasthehorizontalfunctionswithinthestateadministra-tionauthorities,respectivelytasksperformedbycivilservantsandstateemployees.

�8 SeeArticle4oftheRuleBookonInternalOrganizationandSystematizationoftheHumanResourcesManagementAuthority.



Thenextimportantstartingpointofthisanalysiswasthefactthatsomeofthefunctions,i.e.tasksaredeterminedbylawsandotherlegalactsasexplicit,whereassomeotherscanbeascertainedonlyindirectly,i.e.implicitly–byassociatingcertaintasksintologicalentities.Thiswasatthesametimeastartingpointforthefollowingmethodologi-callyrelevantfinding:thehorizontalfunctionsandtaskscomprisedintheanalysisappearedatdifferentlevelsofgenerality(horizontalappearance).Thismeansforinstancethatacertainhorizontalfunction,i.e.task,isconstitutedbyseveraldifferent(interconnected)functionsortasks.

Bearinginmindtheaimofthisanalysis,itisclearthatthisinquirywasfocusedonthefunctionsoftheadministrativesystemofMontenegro.Theanalysiscomprisedthosehorizontaltasksthatappearinallorinthemajorityofstateadministrationauthorities(suchashumanresourcesmanagement,financialmanagement,draftingoflegalactsandalike).Ontheotherhand,itmeansthattheaimofthisanalysisisnottotheascertainmentofsomegeneraltasksthatareperformedbyadministrativeauthoritiesforthebenefitofprivateorganizations(suchascertification,issuingoflicences,andsimilar)orindividualsi.e.citizens(suchaskeep-ingregisters,issuingpermissions).

Atanyrate,itcanbesaidthatanimportanthorizontalfunctioni.e.task,fromtheaspectofthisinquiry,istheaccurateandlawfulmannerofprepa-rationandissuanceofadministrativeactsandotherconcretedecisions,orthefunctionoflawfulinterpretationoflegalregulations.

Thelegalanalysiswill,asmentionedbefore,befocusedonthefollowingmainspheresofthestateadministrationsystem:

• Stateadministration,• Generalandprocedurallaws,• Otherlegalactshavinganimpactontheworkofallstateadmin-

istrationauthoritiesi.e.civilservants.



Sphere of the state administration

• LawonStateAdministration(OfficialJournaloftheRepublicofMontenegro,No.�8/0�)

• LawonCivilServants(OfficialJournaloftheRepublicofMon-tenegro,No.45/91,50/91)

• LawonCivilServantsandStateEmployees(seconddraft,22May,200�)

• LawonSalariesofCivilServantsandStateEmployees(seconddraft,21July,200�)

• RegulationonOfficeWorkinStateAdministrationAuthorities(OfficialJournaloftheRepublicofMontenegro,No.61/92)

• RegulationonTitlesofTaskGroupsandPrinciplesforInternalOrganizationofStateAdministrationAuthorities,OfficialRanks,ProfessionsandPromotionofCivilServants(OfficialJournaloftheRepublicofMontenegro,No.9/92,26/96)

• RegulationonRecognitionsofCivilServantsinStateAdministra-tionAuthorities(OfficialJournaloftheRepublicofMontenegro,No.21/96)

• RegulationontheGovernmentoftheRepublicMontenegro(OfficialJournaloftheRepublicofMontenegro,No.15/94,and4/97)

• RegulationontheOrganizationandMethodofWorkoftheStateAdministration(OfficialJournaloftheRepublicofMontenegro,No.8/9�,��/01,09/0�,19/0�)

• RulesofProcedureoftheParliamentoftheRepublicofMontene-gro(OfficialJournaloftheRepublicofMontenegro,No.�7/96,16/97,24/97)

• RulesofProcedureoftheGovernmentoftheRepublicofMon-tenegro(OfficialJournaloftheRepublicofMontenegro,No.45/01)

• RulesconcerningtheActingoftheStateAdministrativeAuthoritiestowardCitizens(OfficialJournaloftheRepublicofMontenegro,No.1/9�)

• RuleBookonthePrinciplesandProcedureofCompletionandAssessmentofCivilServants’ProbationaryWork(OfficialJournaloftheRepublicofMontenegro,No.18/96)



• RuleBookonTrainingofTrainees,ProfessionalExamandAddi-tionalTrainingofCivilServants(OfficialJournaloftheRepublicofMontenegro,No.18/9�,�1/95,5�/01)

• InstructionontheUniformPrincipleforInternalOrganizationandSystematizationofStateAdministrationAuthorities(OfficialJournaloftheRepublicofMontenegro,No.11/92)

General tasks and procedural legislation

1.GeneralAdministrativeProceduresAct(OfficialJournaloftheFederalRepublicofYugoslavia,No.��/97,�1/01)

2.LawonAdministrativeDispute(OfficialJournaloftheFederalRepublicofYugoslavia,No.46/96)

�.LawonInspectionControl(OfficialJournaloftheRepublicofMontenegro,No.�9/0�)

4.LawontheBudgetoftheRepublicofMontenegro(OfficialJournaloftheRepublicofMontenegro,No.40/01and44/01)

5.LawontheConstitutionalCourt(OfficialJournaloftheRepublicofMontenegro,No.21/9�)

6.LawontheProtectorofHumanRightsandFreedoms(OfficialJournaloftheRepublicofMontenegro,No.41/0�)

7.InstructionontheWorkoftheStateTreasury(OfficialJournaloftheRepublicofMontenegro,No.64/01).

Mainfindings–listofhorizontaltasksinindividuallegalsources

4.1. SPHERE OF THE STATE ADMINISTRATION

The Law on State Administration(Official Journal of the Republic of Montenegro, No. 38/03)

EXPLICITLY

− decision-makingwithinadministrativeauthoritiesonadministrativematters(applicationofthegeneralandspecialadministrativeproce-



dures,supervisionoftheexecutionoflegalregulationsconcerningadministrativeprocedures)(general;Articles19,20,21)

− preparationofmaterials fortheGovernmentof theRepublicofMontenegro:

o laws,o otherregulationsandgenerallegalacts,o reportsandothermaterial,aswellaso performanceofotherprofessional tasksorderedbythe

GovernmentoftheRepublicofMontenegrotoanadminis-trativeauthority(Articles�8,�9,40,60,61,62,6�)

− executioni.e.implementationoflaws,otherregulationsandlegalactsoftheParliament,aswellasregulationsandlegalactsoftheGovernmentoftheRepublicofMontenegro(Articles11,14,15,�8,�9,40,60,61,62,6�,7�)

o preparationandissuingofadministrativeregulations,o preparationandissuingofadministrativeandotherlegal

acts(regulations,instructions,decisionsandother),− executionofadministrativetasks,e.g.participationinpolicymak-

ing,executivetasks,inspectioncontrol,monitoring,developmentaltasks,facilitatingpublicservices(Articles11,12,1�,27)

− executionof inspectioncontrolovertheimplementationof laws(Articles11,15,16,17,18,19)

− ensuringtheperformanceofaffairsofpublicinterestthatarewithinthesphereofcompetenceofthecentralgovernmentandprovisionofcontroloverthelegalityofoperation,aswellassupervisionoftheprofessionalperformanceoftasksofpublicinterest(Articles11,15,16,18,2�,26)

− promotionofeconomic,social,cultural,ecological,andgeneralsocialdevelopment(Article27)

− managementandrepresentationofanadministravieauthority(Ar-ticles41,42,4�,44,45,46)

− supervisionofthelegalityofworkoflocalgovernmentauthoritiesandsupervisionoftheappropriatenessandprofessionalismofworkoflocalself-governmentauthoritiesinthecaseoftransferredcom-petencies(Article�4)



− decidingonappealsinadministrativeproceduresinthefirstandsecondinstance(Article70)

− submissionofreportstotheGovernmentoftheRepublicofMonte-negroontheconditionsinacertainareathatisunderthecompetenceoftherespectiveauthority,submissionofreportsontheexecutioni.e.applicationoflawsandotherlegalactsaswellasgovernmentalinstructions(Articles72,7�,74)

− cooperationwithotherministriesandotheradministrativeauthori-ties(Articles65,66,67,68,69)

− cooperationwiththecourts,localself-government,publicinstitutions,non-governmentalorganizations(Articles75,76,77,78,79,80)

− dataprotectionanddatasecuritywithinadministrativeauthorities(Article7�)

− collection,processing,arrangementandpreparationofdataandinformationwithinstateadministrationauthorities(Article2�)

IMLICITLY

− interpretationoflegalactsbeforeissuingdecisionsandotherconcreteadministrativeacts

− knowledgeonandperformanceofactivitiesofthelegislativei.e.normativeprocedure

− knowledgeonandimplementationoforganizationofworkinad-ministrativeauthorities

− implementationofmodernmanagementmethodsinadministrativeauthorities

The Law on Civil Servants(Official Journal of the Republic of Montenegro,

No. 45/91, 50/91)

EKSPLICITLY

− conditionsofemploymentofcivilservantsandarrangementofwork-ingrelationswithinthestateadministration(Articles4,5)



− testingperiodandpreliminarytestingofworkingabilitiesoftheemployeesbeforestartingtoworkwithinthestateadministration(beforethefirstemployment)(Article5)

− opencompetition–concurs(Article6)− apprentices,apprenticeshiptrainingandperiod(Articles10-12,

6�)− arrangementofworkingrelationsandconditionsforreplacement

civilservantstoanotherpost(Articles1�-15,61)− rearrangementoftheemployeesandconclusionofworkingrelations

foralimitedperiod(apartofthepersonnelfunctionwithinthestateauthorities)(Article16)

− decision-makingandissuingofthedecisionsconcerningworkingrelations(Articles1�,5�,54)

− decision-makingoftherightsandobligationsofcivilservants(Articles17-�1)

− disciplineresponsibilitiesofcivilservants,disciplinemeasure,offenceandprocedures;executionoftheprocedureoffinding(out)inap-propriatenessofanemployeeandoffinding(out)thefacts(Articles�2-41)

− appointmentandadvancementofcivilservants,conditionsandwayofadvancementofcivilservants(Articles44,45)

− professionalqualificationofcivilservants(Article44)− assessmentofperformanceoftheemployeeswithinthestateadmin-

istration(performanceappraisalasapartofthepersonnelfunctionwithinthestateauthorities)(Article45)

− keepingandmaintainingofthepersonnelrecordsandotherdatawhichareneededfortheexecutionofthepersonnelpolicywithinthestateauthorities(personnelevidencesasapartofthepersonnelfunctionwithinthestateauthorities)(Article46)

− determinationoftheworkingtimeforcivilservantsandemployeeswithinthepublicadministration(Articles47-50)

− arrangementofworkingrelationsandsalariesanddeterminationofsubstitutesandotherincomesofthecivilservants(Articles51-52,61)



− civilservants’complainstotheadministrativeinspection(Article55)

− cancellationoftheemployment(Articles57-6�)− civilservants’obligationtopasstheprescribedproficiencyexam

(Article58)− determinationoftheemploymentpolicyanddecision-makingabout

replacementsofemployeesforthereasonsofworkreorganisationandrationalizationofoperationofstateauthorities(Article62)

IMPLICITLY

− determinationofappropriatei.e.rational internalorganizationwithintheauthoritiesofthestateadministration

− executionofthetrainingfunctionforcivilservants− obligationtoundergotheprofessionaltraining–employeesofthe

authoritiesofthestateadministrationduringtheworkingrelation− co-operationwithindifferentcommissionsandotherworkingbodies− executionoftheapprenticeshiptrainingwithintheauthoritiesof

thestateadministration− decision-makingofworkobligationsoftheemployeeswithinthe

authoritiesofthestateadministration− disciplinaryresponsibilitywithinthestateadministration(conduct-

ingthedisciplinaryprocedures− protectionofrightsoftheemployeeswithinthestateauthorities

The Law on Civil Servants and State Employees(second draft, 22 May, 2003)

EXPLICITLY

− familiaritywiththecontentsoftheLawonCivilServantsandStateEmployees–workingmaterialasawhole

− familiaritywithprovisionsconcerningtherightsandobligationsofcivilservants(Article1)



− determinationandexecutionoftasksofthecivilservantsandstateemployees(Article�)

− functioningofthetradeunionwithinthestateadministrationandadministrativeauthorities(Article10)

− codexofethicsandresponsibility(Articles11,12)− rightsforcareerdevelopment(Article1�)− obligationofpreparingtheactontheinternalactonthesystematisa-

tionofworkingplaceswithinanauthorityofthepubliclaw(Articles18,21)

− employmentprocedure–conditions,publicconcourse,selection,probationperiod(Articles17-��,40)

− parttimeemployment(Article�4)− classificationofcivilservantsandstateemployees(ChapterIV)− workingplaces–conditionforthecivilservantsandstateemployees

(Article�5)− appointmentsofcivilservantstothepositionsfortheexecutionof

specialauthorizationsandresponsibilities–classification,conditions,procedureofanappointmentanddisplacement(Articles�6-�9,46)

− classificationandappointmentoftheofcivilservants intotitles(Articles40,41)

− classificationofstateemployees(Article42)− conditionsfornominating/obtainingthetitlesofcivilservants(Ar-

ticles4�,44)− rightsandobligationspfcivilservantsandstateemployees(Chapter

V)− executionofthetasksconcerninginstructionsanddirections(Article

47)− executionoftheextratasks(Articles48-52)− teamworkandintroductionofnewworkingmethods(Article51)− humanresourcemanagementfunction(Article58)− nominationandresponsibilitiesofthecommissionforcomplains

(Articles59,60,61)− civilservants’andstateemployees’responsibilities(ChapterVII)



− determinationoftheworkingorderanddisciplineresponsibilitiesofthecivilservantsandstateemployees(Articles62-6�)

− disciplineprocedures,disciplinecommissionanddecision-makingconcerningthedisciplinaryresponsibilityofemployees(Articles64-7�)

− temporaryprohibitionofwork(Articles74-76)− disciplinaryresponsibilityofthecivilservantsandstateemployees

anddecision-makingconcerningthedisciplinaryresponsibilityofemployees(Articles77-81)

− transfersofthecivilservantsandstateemployees(ChapterVIII)− condition,reasonsandlimitationsoftransfer,procedureinthecase

oftransfersduetoworkrequirements(Articles8�-86)− terminationofemployment(ChapterIX)− reasonsforcancellationofthecontractofemployment,cancellation

oftheemploymentonthepartofemployeroremployees,cancella-tionofthecontractofemploymentforthereasonsofservice,e.g.reorganisational,structionalorfinancialreasons,reductioninthescopeofpublictasks(Articles88-91)

− promotionperiod,conditionsforpromotionandstandardsofevalu-ation(Articles97-100)

− assessmentof theofficials,promotionsandacknowledgements(ChapterX)

− educationandtrainingofthecivilservantsandstateemployees(ChapterXII)

− obtaininganadditionalformaleducation(Article112)− obtaininganadditionalfunctionalandspecialknowledge(Article

11�)− additionalin–servicetraining(Article11�)− in–servicetrainingprogram(Article114)− monitoringofthecareerandprofessionalismattheworkofthecivil

servantsandstateemployees(Article115)− periodicaltestingofthetheoreticalandpracticalknowledgeofthe

civilservantsandstateemployees(Article115)− passinganappropriateproficiencyexam(Articles45,116-118)− apprenticeandapprenticeshipperiod(Articles119-120,122)



− apprenticeshiptrainingprogram(Articles121)− scholarshipforgiftedpupils(Article12�)

IMPLICITLY

− obligationofinformingthegeneralpublicaboutexecutionofpub-lictasksandabouttheresultsofsuchwork,aswellasobligationofinformingtheusersaboutchangesintheoperationofanauthorityofthepublicadministration

− obligationofkeepingthepersonalrecordforeachemployeewithintheauthorityofthepubliclaw

− providingofdataonthefilledpersonalrecordstotheministries− preparationofgenerallegalactswhichaffectworkingrelationswithin

theauthorityofthepubliclaw− determinationoftitleswithinthestateadministration− executionofadvisory,organizational,andprojecttasks− determinationofthesystematizationofworkingplaceswithinthe

stateadministration− determinationoftitlesandpositionswithinthestateadministra-

tion− issuingoftheactsconcerningthefirstsystematizationaccordingto

thisLaw− executionoftherationalizationofoperationwithintheauthoritiesof

thepubliclaw,onthegroundofthefirstsystematizationofworkingplaces

− introductionofnewworkingmethodswithintheauthoritiesofthepubliclaw

− introductionofdifferentmethodsofthesupervisionofwork− determinationoftheemploymentpolicyanddecision-makingabout

replacementsofemployeesforthereasonsofwork− decision-makingontherationalizationofoperationofauthoritiesof

thepubliclaw− determinationofcriteriaandstandardsformeasuringtheperformance

ofemployeeswithintheauthoritiesofthepubliclaw− co-ordinationoftheexecutionofpublictasks



− leadershipoftheinternalorganizationalunitsoftheauthoritiesofthepubliclaw

− executionoftheauthorizationofdeputizinghigherofficials(civilservants)

− conclusionofworkingrelationwithintheauthoritiesofthepubliclaw(conclusionoftheemploymentcontracts)

− executionofadvisorytasks− executionoforganizationaltasks− executionofprojecttasks(teamwork)− decision-makingconcerningtheemploymentwithintheauthorities

ofthepubliclaw− preparationofemploymentplanswithintheauthoritiesofthepublic

law− collectingdataaboutpossiblecandidatesforconcludingtheworking

relation− nominationofthecommissionforperformingaspecialselecting

procedureforchoosingthecandidateforthenewworkingplacewithintheauthoritiesofthepubliclaw

− obligationofusinganewprofessionalknowledgeintheworkofcivilservantswithintheauthoritiesofthepubliclaw

− operationinaccordancewiththeinternalrulesoftheworkingorderanddiscipline,whicharedeterminedbytheemployer

− executionofworkingoperationswhichbelongtoaworkingplace(toacertainjobdescription)

− providingoftheoralinstructions(orderingofthework)− obligationofinformingthedirectsuperioraboutessentialcircum-

stanceswhichinfluenceorcouldinfluencetheexecutionofhisworkingoperation

− obligationofanemployertooverviewtheworkofemployeesandenablethosewhoareassessedasexcellentonestotakeanadditionaleducation

− providingtheenforcementoftherightsandobligationsoftheem-ployeesconcerningtheadditionalprofessionaltrainingandfunctionalperfection

− conclusionofthecontractsaboutanadditionaleducation− passingtheprescribedproficiencyexam



− obligationofassessingoftheworkingandprofessionalqualitiesofemployees

− findingoutconditionsanddecisionmakingonthepromotionofemployeeswithinthepublicadministration

− executionoftheprocedureoffinding(out)inappropriatenessofanemployeeandoffinding(out)thefacts

− reasonableusageofprovisionsofthegeneraladministrativeproce-dureformakingdecisionsaboutthedisciplinaryresponsibilityofemployees

− leadingtheadministrativedisputesinconnectionwithworkingrela-tionswithinthepublicadministration

− decision-makingongivingnoticeoftheemploymentcontract− replacementofemployeestoanotherpost− executionoftheinspectionforthecivilservantssystem− preparationofwrittenanalysesoftheextentsofworkingcompetences

fromthepointofviewofneededexecutors− obligationofkeepingtheofficialandthebusinesssecret

The Law on Salaries of Civil Servants and State Employees (second draft, 21 July, 2003)

EXPLICITLY

− familiaritywiththecontentsoftheLawonsalarysystemofcivilservantsandstateemployees(workingmaterialasawhole)

− methodofdeterminationandpaymentofsalarieswithintheminis-triesandadministrativeauthorities(Articles�,5)

− determinationofcriteriaandstandardsformeasuringtheperformanceofemployeeswithintheministriesandadministrativeauthorities(Article6)

− performanceoftheorganizational,financial,accountancy,informa-tion,professionally–technicalandotherauxiliaryjobs(Article6)

− determinationofsalariesandotherincomesconcerningthecivilservants’relations(Articles7-10)



− obligationofpreparingtheinternalactonthesystematizationofworkingplaceswithintheministriesandadministrativeauthorities(Articles�,11)

− knowledgeoftheInstructionissuedbytheMinisterofFinancecon-cerningstatementsofincomesandpaymentsincludingownincomesoftheusersofthestatebudget(Article1�)

− keepingoftheemployees’recorddeterminationandpaymentofsala-rieswithintheobligationofministriesandadministrativeauthorities(Article20)

− inclusionoffunctionsandworkingplacesoftheemployeesintosal-arybrackets(Article16)

− determinationofsubstitutesandotherincomesoftheemployees(Article18)

− executionoftheinspectionservice(Article22)− leadingtheadministrativedisputesinconnectionwithsalariesof

civilservantsandstateemployees(Article19)

IMPLICITLY

− keepingofthepersonnelrecords− promotionofemployeeswithintheministriesandadministrative

authorities− checkingoftheconditionsforthepromotionofemployeeswithin

theministriesandadministrativeauthorities− preparationoftheactonorganizationandsystematizationofworking

placeswithintheministriesandadministrativeauthorities− classificationofworkingplacesintotariffgroupsandsalarybrack-

ets− responsibilityforlegality,justification,andappropriatepurposefor

spendingthebudgetarymeans− keepingtherecordsandpreparationofthefinancialreportstothe

MinistryofFinance− knowledgeofthelawonexecutionofthestatebudget− executionoftheadministrativeproceduresandknowledgeofthe

GeneralAdministrativeProcedureActandregulationswhichde-terminespecialadministrativeprocedures



Regulation on Office Work in State Administration Authorities

(Official Journal of the Republic of Montenegro, No. 61/92)

EXPLICITLY

− executionofofficeoperation(generalactivities)–keepingofrecords,classification,takingcareofterms,resolvingtheadministrativemat-tersandkeepingarchivesofthedocumentarymaterialwithintheadministrativeauthorities,dealingwithsecretmatters(Articles2,7-9,11,12,16,17)

− makingdocumentsconcerningworkwithintheadministrativeau-thorities(Articles2,7-9,11)

− keepingofofficialrecordsandfileswithintheadministrativeauthori-ties(Articles2,18,19,20,21)

− acceptance,inscriptionofadministrativemattersanddocumentsintotheadministrativerecord,arrangementofpostanddocuments(Articles2,12-14)

− deliveryofpost(Article15)− protectionitemsanddocuments(Articles16,17)− protectionofstate,military,business/officialsecrets(Article10)− executionofdisciplinaryprocedureswithintheadministrativeau-

thorities(Article5�)

IMPLICITLY

− computerliteracy− knowledgeofprovisionsoftheexecutiveregulationsissuedonthe

basisoftheneedforprotectionofthenaturalandculturalheritage



Regulation on Names of Groups of Tasks and Principles for Internal Organization of State Administration Authorities, Official Ranks, Professions and Promotion of Civil Servants

(Official Journal of the Republic of Montenegro, No. 9/92, 26/96)

EXPLICITLY

− groupsoftasksofstateadministrationauthorities:administrative-normativetasks–determineanddefinesystemmeasuresandlegisla-tiveproceduresinpolicyimplementation,problemsolving,foresightconsequencesinpolicyimplementation,strategicplanning,prepara-tionoflawsandotherregulationsandgenerallegalacts,preparationstatebudget(Articles2,�)

− executiontasks–executionandimplementationofthelawsandotherregulations,monitoringandcontrol,assessingandassuringconditionforexecutionoflawandotherregulations;executionadministrativeprocedureanddecisionmakingwithintheadministrativeprocedure(Articles2,4)

− controltasks–controlovergenerallawandotherregulationsexecu-tion(Articles2,5)

− researchandscientifictasks–differentprofessional,technicalandscientificknowledge,e.g.projectmanagement;automation,moderni-sationandimplementationofinformationsystems,archivaltasks,librarianship,publishing,journalism,translating,readmanuscriptsforpublisher,workingoutmethodologies,instructionsandstandardsetting;tasksinthefieldsofstatistics,hydrometeorology,seismologyandgeology,geodetictasks;collecting,testing,checking,arrangingandprocessingthedata(Articles2,6)

− officetasks–knowledgeandexecutionoftheproceduresofofficeoperationwithinthepublicadministration;executionoftasksofthemainofficewithinanauthorityofthepublicadministration;acceptanceofthedocumentsandrequests,invitationstothepartiesofanadministrativeprocedure;classificationofthematerialandadministrative;



− keepingthelistsandoverviews;arrangingofthearchivesanddocu-mentarymaterial;

− keepingarecordanddeliveryofpost;archivingthedocumentarymaterial;keepingarecordoftheadministrativematters,financialoperations(Articles2,7)

− stenotypistandtypisttasks(Articles2,8)− officialranksofcivilservants,educationandworkexperiences(Ar-

ticles20-22)− professionsofcivilservants(Articles2�-25)− promotionofcivilservants,appraisalofcivilservants,salariesofcivil

servants,salarygrades(Articles28-�8)

Regulation on Recognitions of Civil Servants in State Administration Authorities


EXPLICITLY

− typesofrecognitionsincivilservice(Articles2,�)− requirementsforawardingofrecognitions–professional,effective

andefficientwork(Article4)− decision-makingandprocedureofawardingrecognitiontocivil

servants(Article5)− personnelrecord(Article5)

IMPLICITLY

− monitoringandevaluationofthecivilservants’performance− performancestandardsandcriteria− leadership− negotiationskills− internationalco-operationwithintheworkingfunctionsofanau-

thorityofthestateadministration− executionofthepersonnelfunctionwithintheauthoritiesofthestate

administration



Regulation on the Government of the Republic of Montenegro

(Official Journal of the Republic of Montenegro, No. 15/94, and 4/97)

EXPLICITLY

− initiationandpreparationoflaws,regulationsandothergenerallegalacts(Articles7,12)

− obligationoftheministriestoinforming(providinginformation)theGovernmentoftheRepublicofMontenegroconcerningquestionsthatareimportantfordeterminingandexecutingofgovernmentalpolicy(Article7)

− policyexecutionandexecutionoflawsandotherregulationsaswellasgenerallegalacts–executedbyministriesandotheradministrativeauthorities(Articles12,21,22,2�)

− issuingofaccordanceconcerningcontentsofacceptanceofregula-tionsandothermeasures(Articles12,16,17)

− preparationofopinionsconcerninglawsandotherregulationswhichwerenotpreparedbytheGovernmentoftheRepublicofMontenegro(Articles16,17)

− preparationofpositionsconcerninginitiativesandproposalsoftheParliamentoftheRepublicofMontenegrofromthesphereofcom-petenciesoftheGovernmentoftheRepublicofMontenegro(Article14)

− preparationofanswerstothequestionsoftheMembersoftheParlia-ment(Article14)

IMPLICITLY

− preparationofreportsonexecutionoflaws,otherregulationsandgenerallegalacts,andaboutothermeasuresfromitssphereofcom-petenciesandabouteffectsofsuchmeasures

− co-operationintheworkoftheParliamentoftheRepublicofMon-tenegroanditsworkingbodiesinpassinglawsorotherregulations,



whichhavebeenproposedbytheGovernmentoftheRepublicofMontenegro

− acceptanceoforganizationalmeasures− acceptanceofpersonnelandothermeasures− guidanceoftheworkofholdersofthepublicauthorizationswithin

theworkingfieldofaministry− leadershipwithintheadministrativeauthorities

Regulation on the Organization and Method of Operation of the State Administration

(Official Journal of the Republic of Montenegro, No. 8/93, 33/01, 09/03, 19/03)

EXPLICITLY

− executionofpublicfunctions(tasks)onbehalfofthestate(inthefieldinwhichanauthorityisactive)(Article�8a)

− executionofprofessional,technical,organizational,developmental,andpromotionaltasksinthefieldofcompetenceofanadministrativeauthority(Article�8i)

− co-operationandco-ordinationofworkwithintheadministrative/stateauthorities(Articles�6,�7)

− providinginformationanddatatotheparliament,otherauthorities,generalpublic,andcitizensabouttheworkoftheauthority–»PublicRelations«function(Article�5,�6)

− operationoftheadministrativeauthoritiesaccordingtoprovisionsofGeneralAdministrativeProcedureActandotherregulationswhichregulatesomespecialadministrativeprocedures(Articles2,�8v)

− executionandimplementationofconstitution, laws(e.g.generaladministrativeprocedures)andotherlegalacts(Articles2,�8a,�8v,�8g,�8u,�8f)

− executionofaninspectionfunction–supervisionoftheexecutionandimplementationofconstitution,lawsandotherlegalacts(Articles�8d,�8đ,�8e,�8f,�8j,�8u,�8ž)



− executionofsupervisionoftheprofessionalandeffectiveworkofthewholestateadministrationand/orindividualauthorities(Article2)

− executionofsupervisionofthefunctioningandworkofthelocalgovernment,publicinstitutesandotherpublicservices(Article2)

− preparationoflegalandotheranalyses(Article�8b)− apprehensionforkeepingadministrativestatisticswithintheadmin-

istrativeauthorities(Article�8i)− recordkeeping,developmentofinformaticsandinformationsystems

ofadministrativeauthorities(Article�8i)− preparationofannualandmedium–termworkingreportsand

programs(Article�8b)− trainingofcivilservantswithintheauthoritiesofthepublicadmin-

istration(Article2)− preparationforproficiencyexamsanditsexecutionwithintheau-

thoritiesofthepublicadministration(Article2)− internationalco-operation(Articles6,6a)− co-operationwiththeEuropeanIntegration(accessionoftheRepub-

licofMontenegrointotheEuropeanIntegrationProcesses–thesocalled»EuropeanAffairs«)(Article6a)

− preparationofinternallegalactsconcerningtheinternalorganiza-tionandsystematizationofworkingplaceswithintheadministrativeauthorities(Article2)

− settlementoftheorganizationandworkofanadministrativeauthor-ity,headingandco-ordinatingofworkwithintheadministrativeauthority(Articles2,�6,�7)

IMPLICITLY

− personnelmanagementfunctionwithinthestateadministration–socalled»HumanResourcesManagement«function

− preparationofanalyses,systemsolutions,concepts,strategies,andothermeasuresforsuccessfuloperationofastateauthority(socalled“policy–making”function



Rules of Procedure of the Parliament of the Republic of Montenegro


EXPLICITLY

− methodsofworkoftheworkingbodiesoftheParliamentoftheRepublicofMontenegro(Articles12-27)

− preparationofthereportsandproposals(Article25)− determinationoftherelationshipoftheParliamentoftheRepublic

ofMontenegrowiththeGovernmentoftheRepublicofMontenegroandwithotherstateauthorities

− informationandexplanationswhichtheauthoritiesofthestatead-ministrationandauthoritiesofthelocalself-governingcommunitieshavetoprovidetotheMembersoftheParliament

− cooperationamongworkingbodiesoftheParliamentoftheRepublicofMontenegro(Article20)

− obligationtoco-operateatthemeetingsoftheParliamentoftheRepublicofMontenegroanditsworkingbodies(Articles20-26)

− co-operationatthepublicpresentationsofopinionsorganizedbytheParliamentoftheRepublicofMontenegro(Article184)

− preparationofreportsonexecutionoflaws,otherregulationsandgenerallegalacts,andaboutothermeasuresfromitssphereofcom-petenciesandabouteffectsofsuchmeasures(Article72)

− preparationoflawsandtheknowledgeoftheprocedureoftheirac-ceptance(Articles72-91)

− preparationofothergeneral legalactsandtheknowledgeoftheprocedureoftheiracceptance(Articles72-91)

− preparationofstatebudgetandthefinalreportonexecutionofthestatebudget(Articles72,92)

− obligationofprovidinginformationconcerningquestionsthatareimportantfordeterminingandexecutingofgovernmentalpolicy(Article69)

− knowledgeoftheprocedureofauthenticexpositionofthelaws(Ar-ticles9�-95)

− knowledgeoftheprocedureofdecision-making(Articles60,61)



− preparationofothergenerallegalactsandtheprocedureoftheiracceptance(Article92)

− knowledgeanduseoftheratificationprocedureforratificationoftheinternationaltreaties(Articles96,97)

− knowledgeandexecutionoftheprocedureofofficeoperation(Articles28,67,68,184)

IMPLICITLY

− knowledgeanduseofthelegislativeprocedure− knowledgeanduseoftheprocedureofapprovalofthestatebudg-

et− knowledgeanduseoftheproceduresofapprovalofotherlegalacts

oftheParliamentoftheRepublicofMontenegro− knowledgeoftherelationshipoftheParliamentoftheRepublicof

MontenegrototheGovernmentoftheRepublicofMontenegro− reportingoftheGovernmentoftheRepublicofMontenegrotothe

ParliamentoftheRepublicofMontenegro− providingdatatotheworkingbodiesoftheParliamentoftheRe-

publicofMontenegro(datawhichareimportantforpolicymakinganddraftingoflegislation)

Rules of Procedure of the Government of the Republic of Montenegro


EXPLICITLY

− preparationofannualworkingplans(Articles�7–41)− preparationoflaws,otherregulationsandgenerallegalactswhich

areproposedbytheGovernmentoftheRepublicofMontenegroforacceptancebytheParliamentoftheRepublicofMontenegro(Articles4�,45)

− preparationofopinionsabout lawsandotherregulationsoftheParliamentoftheRepublicofMontenegrothatwerenotproposed



bytheGovernmentoftheRepublicofMontenegro(Articles4�,46,49)

− preparationofmaterialconcerningpolicydeterminationinindividualspheresinwhichtheGovernmentoftheRepublicofMontenegroproposesthemeasurestotheParliamentoftheRepublicofMonte-negro(Articles4�,45,5�,54)

− preparationofmaterialfromthesphereofcompetenceoftheGovern-mentoftheRepublicofMontenegroconcerningwhichtheParliamentoftheRepublicofMontenegroshouldtakeaposition(Articles4�,45,48)

− executioninternationalcontactsandnegotiations(Article48)− preparationofgovernmentalregulationsandtheirobligatoryinter-

pretation,andpreparationofdecisionsanddecrees(Articles79,80)− co-operationintheworkofcommittees,commissionsandother

workingbodiesoftheParliamentoftheRepublicofMontenegro(Article8�)

− co-operationinprofessionalcouncils,whichhavebeenfoundedbytheGovernmentoftheRepublicofMontenegroinfunctionofitsadvisorybodies(Articles17-�6)

− preparationofmaterialforthegovernmentalsessionsandforsessionsofitsworkingbodies(Articles80,85)

− reconciliationofmaterialwithotheradministrativeauthorities–rec-onciliationoflegalandotheracts(Article85)

− preparationofanalysesoffinancial,organizationalandotherexecu-tivemeasures(Article5�)

− assuringthepublicityofworkofadministrativeauthorities(Article82)

− knowledgeandexecutionofprocedureofofficeoperation(Articles47,56,57,79)

IMPLICITLY

− executionofadministrativejobsforindividualworkingbodies− co-operationinthepreparationoftheworkingprogrammeofthe

GovernmentoftheRepublicofMontenegro



− knowledgeandapplicationofprovisionsoftheStandingOrdersoftheGovernmentoftheRepublicofMontenegro,andthesameregardingtheParliament’sStandingOrders(whichmeansknowledgeofthelegislativeprocedureandproceduralrulesofbothbodies)

− chairingofworkingsessionsi.e.meetingsindifferentworkingbod-ies

Rule Book on the Principles and Procedure of Completion and Assessment of Civil Servants’ Probationary Work


EXPLICITLY

− probationaryworkasapreconditionforenteringemployment(Article2)

− organizationoftheprobationarywork(Article�)− knowledge,interdisciplinaryskillsandabilities(Articles�,4)− assessmentcriteria(Articles�,4)

IMPLICITLY

− humanresourcemanagement(HRM)functions

Rules Concerning the Acting of State Administration

Authorities toward Citizens(Official Journal of the Republic of Montenegro, No.1/93)

EXPLICITLY

− knowledgeoftherulesconcerningworkofthestateauthoritiesandadministrativeauthoritieswiththecitizensastheclients/customers(Articles1,2,7,8)

− providinginstructionsandexplanationstocitizensandotherpersonsandorganizationsconcerningquestionswhichareimportantforenforcementoftheirrights(Article2)



− assuringoptimalworkorganisation(Article2)− respectingadministrativeprocedures(Article2)− protectionofthecitizens’rights(Article2)− correctuseoflanguageintheadministrativeoperationofthestate

authoritiesandadministrativeauthorities(Article2)− respectingrulesandregulationsonofficeprocedures(Article�)− knowledgeoftherulesconcerningworktimeandofficehourswithin

thestateauthoritiesandadministrativeauthorities,preparationofthedispositionofworkingtimewithintheadministrativeauthorities(Article6)

− meetings(Article7)− citizens’receptionrecordsandannualscheduleofthecivilservants,

responsibleforreception(Article7)− respectingsecuritymeasuresconcerningdocuments,premisesetc.

(Article10).

Rule Book on Training of Trainees, Professional Exam and Additional Training of Civil Servants

(Official Journal of the Republic of Montenegro, No. 18/93, 31/95, 53/01)

EXPLICITLY

Trainingoftrainees− provisionoftrainingofthetrainees(organizationandexecutionof

trainees’training)(Article1)− organisationofthetrainingfortrainees(Articles2,�)− preparationofthecurriculumfortrainingoftrainees(Article2)− trainees’obligationtopreparedailyreports(journal)duringthe

trainingperiod(Article�)Professionalexam− professionalexam–applicationrequirements(Articles6-8)− generalandspecificprogramme/contentsoftheprofessionalexam

(Articles2,7-16,Appendix)



− twocategoriesofcivilservantsaccordingtoeducation(Article9)− generalprogramme–knowledgeofthefollowigareas(Article9):− candidateswithhighereducationanduniversitydegree

- constitutionalregulationofthestate- administrativelaw- labourlaw- businesslaw- financeswithbasicknowledgeofstatistics

− candidateswithsecondaryeducation- basicelementsoftheconstitutionalregulationofthestate- basicelemetsoftheorganizationandfunctionsofthestate

executivepowerandlocalself-government- basicelementsofthegeneraladministrativeprocedure- basicelementsoffinancesandstatistics- officamanagement

− obligationtopasstheprofessionalexamaftercompletedtrainingperiod(Article6)

− executionoftheprofessionalexam(Articles17-��)− thefunctionofthementorwithinauthoritiesofthestateadministra-

tion(Article�)− provisionofpermanentandorganizedtrainingofcivilservants

and,ontheotherhand,obligationofcivilservantstotaketrainingcontinuously(Articles1,�7,�8)

− draftingandimplementationofacivilservicetrainingcurriculum(Article�7)

− obligationtodraftannualandindividualtrainingprogrammesforcivilservants(Articles�4,�8)

− curriculumandsubjectmatteroftraining(Article�4,�5)− trainingmethodsandapproaches(individualworkandstudy,profes-

sionallectures,courses,seminars,practicalwork,formaleducation)(Article�6)

− organizationofhorizontal/commonprogrammes(Article�7)− cooperationbetweendifferentinstitutionsinimplementingthepro-

grammes(Article�7)− examinations(Article�8)



IMPLICITLY

− obligationtoprovidetrainingoftraineeswithinstateadministrationauthorities

− obligationtotaketheprofessionalexam− obligationtoprovideadditionaltraininginstateadministration

authorities− functionaltraining− trainingneedsassessmentwithinthepublicadministration(the

“TrainingNeedsAnalysis”function)− draftingofcivilservicetrainingcurricula,theirimplementationand

evaluationofeffectiveness− obligationtodraftcivilservicetrainingprogrammes–semi-annual

andannualprogrammes− obligationtoassess(verify)theresultsofthetrainingandthemethods

applied(evaluationfunction)

Instruction on the Uniform Principle for Internal Organization and Systematization of

State Administration Authorities(Official Journal of the Republic of Montenegro, No. 11/92)

IMPLICITLY

Generalactivities:− preparationoftheinternalorganizationwithinauthoritiesofthestate

administrationanddecision-makingonmattersfromthesphereofthecompetenciesofanadministrativeauthorityoraninternalorga-nizationalunit;heading(leadership)oftheinternalorganizationalunitswithintheauthoritiesofthestateadministrationandplanning,organizing,coordinating,professionalsteering,andthecontroloftheworkoftheseunits

− assuringthepublicityofworkofanadministrativeauthoritythroughconductingpress–conferencesandreleasingofficialnotices



− preparationofsystematisationofworkingplaceswithintheadmin-istrativeauthorities

− co-ordinationoftheexecutionofadministrativetasks− executionofprojecttaskswithintheadministrativeauthoritiesand

leadershipoftheprojectgroups− thenomenclatureoftypicalworkingplaceswithinthestateadmin-

istration− executionoftheinternalsupervisionoftheperformanceofadmin-

istrativetasks− responsibilityforlawful,timelyandeffectiveenforcementoftherights

andobligationsofthepartieswithinadministrativeprocedures− performanceofsupportive,organizationalandotherauxiliarytasks

withinanadministrativeauthority− performanceoftasksofthemainofficeofanadministrativeauthority

i.e.executionofthefunctionofofficeoperation− performanceoftheactivitieswithintheadministrativeprocedure,

executionoftheadministrativeprocedure,issuingoftheadministra-tivedecisions

− assistancetotheministerinheadingaministry;(thenomenclatureoftypicalworkingplaceswithinthestateadministration

− providingthedevelopmentoforganizationandworkingmethodswithintheadministrativeauthorities;(thenomenclatureoftypicalworkingplaceswithinthestateadministration,

− executionofthepersonnelpolicyofanadministrativeauthority− designingofthemostdemandingsystemsolutionsconcerningwork

ofanadministrativeauthority− executionofspecializeddevelopmentalandpromotionaltaskswithin

anadministrativeauthority− preparationofmaterialsforworkofanadministrativeauthority− preparationofanalyses,developmentalprojects,information,reports,

andothermaterials;− executionoftheinspectiontasks− collecting,arrangingandpreparationofdatafordesigningthema-

terials



− keepingtherecordsandpreparationofinformationonthebasisofthementionedrecords;

− issuingoftheattestationsbasedontherecordsofanadministrativeauthority

− executionofofficeoperation–headingofaregistrationofficeandmakingclassificationofadministrativematters

− collectingandanalysingofdataonfinancialoperationofanadmin-istrativeauthority

− processingofthebook-keepingdata− organisationalandtechnicaltasksfortheexecutionoftheelectronic

dataprocessing− financialandaccountingtasks,andacashboxoperation− sortingandclassificationoffiles− arrangementofarchivesanddocumentarymaterialwithinanad-

ministrativeauthority,keepingoflistsandoverviews− administrative–technicaltasks, lessdemandingcomputerwork,

typewritingtasks,computerdatainput− keepingrecordsanddeliveryofmail,maintainingofinternalrecords,

executingsimpleofficeoperation− preparationandsigningofconcreteadministrativeactswithinthe

administrativeauthorities− selectionandorganizationofcivilservantswithinanadministrative

authority(HumanResourcesManagementfunction)− systematicoperationandstrategicplanning



4.2. GENERAL TASKS AND PROCEDURAL LEGISLATION

The Law on General Administrative Procedure (Official Journal of the Federal Republic of Yugoslavia,

No. 33/97, 31/01)

EXPLICITLY

− proceedinginaccordancewiththeGeneralAdministrativeProcedureActatdecidinginadministrativeproceduresonrights,obligationsandlegalinterestsofphysicalorlegalpersons(Article1)

− proceedinginaccordancewiththespecialadministrativeprocedureinthecaseofcertaincategoriesofadministrativemattersorcivilservants(Articles2,�)

− decidinginadministrativemattersonthebasisoftheprincipleofconstitutionalityandlegality(Article5)

− correctusageoflanguageinanadministrativeprocedure(Article16)

The Law on Administrative Dispute(Official Journal of the Federal Republic of Yugoslavia,

No. 46/96)

EXPLICITLY

− knowledgeofjudicialprotectionofrightsofpartiestoaprocedureagainstdecisionsofadministrativeauthoritiesandholdersofpublicauthority(judicialcontrolof legalityofadministrativedecisions)(Article1)

− knowledgeofthesystemofjudicialprotectionwithintheadminis-trativedispute(Article2,Chapter2)

− competencyofthecourts(Article17)− procedureofconductinganadministrativedisputeandlegalremedies

withinanadministrativedispute(Chapter4)− executionofjudgments(Chapter5)



The Law on Inspection Control(Official Journal of the Republic of Montenegro, No. 39/03)

EXPLICITLY

− knowledgeofprinciplesofinspectioncontrol(Articles1,6-12)− responsibilitiesfortheexecutionoftheinspectioncontrol(Article

2)− tasksandobligationsoftheinspectors(Articles1�,15)− inspectors’authorities(Article14)− knowledgeoftheimplementationoftheLawonGeneralAdministra-

tiveprocedureandotherregulationsindifferentspheresofadmin-istrativework(Articles15,16)

− knowledgeoftheimplementationoftheinspectioncontrolprocedure(Articles26-42)

− knowledgeoftheimplementationofspecialproceduresintheframe-workofinspectioncontrol(Articles4�-56)

− executionofjudgments(Articles57-6�)

The Law on the Budget of the Republic of Montenegro(Official Journal of the Republic of Montenegro,

No. 40/01 and 44/01)

EXPLICITLY

− knowledgeoftheregulationsfromthesphereoftheexecutionofbudgetoftheRepublicofMontenegro(Articles1,�)

− obligationsandresponsibilitiesoftheMinisterforFinance(Article2)− knowledgeofthenotiononconceptsinthefieldofpublicfinance

(Article�)− statebudgetandcurrentfiscalperiod(Articles4-8)− definitionoftherevenuesofthestatebudget(Article9)− definitionoftheexpendituresofthestatebudget(Article10)− knowledgeoftheprocedureofpreparationandplanningofthestate

budget(Articles19-29)



− openingthebankaccountbytheMinisterofFinance(Article12)− knowledgeoftheprocedureofpreparationandplanningofthemu-

nicipalities’budget(Article26,27)− knowledgeoftheprocedureofexecutionofthebudget(Articles�0-

�7)− internalcontrol,budgetarysupervisionandinternal/externalaudit

ofbook-keeping(Articles44-5�,55-57)− responsibilitiesandtasksofstatetreasury(Article54)− knowledgeofthestatebudget(Article55)− developmentoftheplanningprocessforstatebudget(Article55)

IMPLICITLY

− openingandclosingofaccountsbythebeneficiariesofthebudgetresources

− keepingaccountancy− preparationofmonthlydisbursementplansfortheMinistryofFi-

nance− knowledgeofthemethodoffinancingthefunctionsandtaskswhich

areperformedbytheadministrativeauthoritiesoftheRepublicofMontenegro

− knowledgeoftherevenuesforfinancingthepublicexpenditures− temporaryfinancingincaseofnon–acceptanceofthestatebudget− theprincipleofusageofthebudgetresourcesforpreviouslyknown

purposes− creationofbudgetreserves− publicdebt− supervisionoverthecreationandutilizationofthebudgetresources− accountancyfunctionofthebudgetbeneficiaries



The Law on the Constitutional Court(Official Journal of the Republic of Montenegro, No. 21/93)

EXPLICITLY

− obligationofenforcementofdecisionsoftheConstitutionalCourt(Article1)

− obligationtoprovidedatatotheConstitutionalCourtandgrantac-cesstodocuments(Article18)

IMPLICITLY

− knowledgeofthecompetenciesoftheConstitutionalCourt− knowledgeoftheprocedureofassessmentofconstitutionalityand

legalityoflawsandotherregulations− knowledgeoftheconstitutionalappealprocedure− knowledgeofotherproceduresthatareregulatedbytheLawonthe

ConstitutionalCourt.

The Law on the Protector of Human Rights and Freedoms(Official Journal of the Republic of Montenegro, No. 41/03)

IMPLICITLY

− obligationtoprovidedatatotheProtectorofHumanRightsandFreedomsandobligationtograntaccesstodocuments

− obligationtoconsideropinions,proposals,recommendations,andcriticalobservationspreparedbytheProtectorofHumanRightsandFreedomsandaddressedtothestateauthorities

− obligationtoprovideexplanationsandinformationtotheProtectorofHumanRightsandFreedoms

− obligationtoprovideassistancetotheProtectorofHumanRightsandFreedomsrelatingtoproceduress/heconducts

− obligationofthestateauthoritiestoinformtheProtectorofHumanRightsandFreedomsonmeasurestheyhaveenforcedonthebasisof



theopinions,proposals,recommendations,andcriticalobservationsmadebytheProtectorofHumanRightsandFreedoms(obligationtosubmitareportaboutthemeasurestaken)

− knowledgeofthefunctionsandcompetenciesoftheProtectorofHumanRightsandFreedoms

− knowledgeoftheworkingprocedureappliedbytheProtectorofHumanRightsandFreedoms

Instruction on the Work of the State Treasury(Official Journal of the Republic of Montenegro, No. 64/01)

EXPLICITLY

− knowledgeofexecutionofthestatebudget,controloffinancialtrans-action,assuranceofliquidityofthestatetreasuryaccount(Article1)

− knowledgeofadministrationinternalandexternaldebts(Article1)

− responsibilitiesoftheemployeeswhoarecompetentforpublicfinance(Articles19-2�)

− knowledgeofthemethodologyof internalfinancialcontrolandexpenditures(Articles�6-5�)

− knowledgeoftheprocedureofpaymentsfromthestatebudget(Ar-ticles45-49)

− knowledgeofthepublicprocurementprocedure(Articles42-4�)

IMPLICITLY

− informingtheMinistryofFinanceon(financial)obligationstaken− obtainingofconformitiesbytheMinistryofFinanceconcerning

possibilitiesofspendingthebudgetresources− keepingofthepublicaccountancywithinfinancialdepartmentsof

theusersofthebudgetarymeans− preparationofdocumentationforthepaymentsfromthestatebud-

get



− preparationofthecontractswithwhichtheobligationsconcerningthebudgetarymeanshavebeentakenbythesocalledusersofthebudgetresources

− conclusionofemploymentcontracts,copyrightcontracts,andothercontracts

4.3. CLASSIFICATION OF HORIZONTAL TASKS INTO MAIN GROUPS

Systemic-legal tasks of state authorities and management in state administration

Systemic-legal issues

Functionsandtasksofthepublicadministrationauthoritieswhichmaybederivedfromtheanalysedregulations(explicitlyorimplicitly)arethefollowing:

− knowledgeoftheconstitutionalregulationofthestate;− knowledgeofthesystemoftheprotectionofhumanrightsandfun-

damentalfreedoms;− theprincipleofconstitutionalityandlegalityofworkoftheexecutive

branchofstatepowersandofthestateadministration;− theprincipleoftheseparationofpowers–therelationshipamong

theParliamentoftheRepublicofMontenegro,theGovernmentoftheRepublicofMontenegro,andtheministriesandadministrativeauthorities;

− otherconstitutionalprinciplesandtheirapplicationintheworkoftheexecutivebranchandstateadministration;

− actsoftheParliamentoftheRepublicofMontenegro,theGovernmentoftheRepublicofMontenegro,andministries,relationshipamongthelegalacts–thehierarchyamongthelegalacts;

− conclusionoftheinternationaltreatiesandapplicationofsuchtrea-tiesintheRepublicofMontenegro;



− knowledgeoftheconstitutionalpositionoftheexecutivebranchofthestategovernmentandofthestateadministration;

− constitutionallaw;− systemofthepublicadministrationinMontenegro;− knowledgeofcompetenciesandapositionof:

o theConstitutionalCourtoftheRepublicofMontenegro,o theProtectorofHumanRightsandFreedoms,

− thelegalsystemandlegalactsoftheEuropeanUnion;− knowledgeofthecontentsofdifferentgeneralinternationalmulti-

lateralandbilateraltreatiesandtheirapplicationwithinthepublicadministration.

Management in State Administration


− managementandrepresentationofanauthorityofthepublicadmin-istration,byusingthecontemporaryleadershipmethods;

− leadershipandguidanceofworkofthesubordinatedemployees;− managementoftheinternalorganizationalunitsofanauthorityof

thepublicadministration–assistancetoministeri.e.tosuperiorinleadingtheauthority(leadershipprinciples, leadershipmethods,leadershipstyles,etc.);

− guidingofthesessionsandmeetingswithintheministriesandad-ministrativeauthoritiesandatthelevelofinter–ministerialworkinggroups(applicationofthepresentationtechniquesandrhetoric);

− leadershipoftheprojectandothergroups(projectmanagementandleadership);

− representationofthepublicinterests;− strategicplanningofworkwithintheadministrativeauthoritiesof

thepublicadministration;− responsibilityforrationalandeffectiveorganizationofanadminis-

trativeauthoritiesandfortheimprovementoftheorganizationandworkingmethods;



− co-ordinationofworkamongtheorganizationalunitsoftheministriesandtheadministrativeauthorities;

− co-ordinationofworkwithotherauthoritiesofthepublicadminis-tration;

− co-operationintheworkoftheGovernmentoftheRepublicofMon-tenegroanditsworkingbodies,andco-operationintheworkoftheParliamentoftheRepublicofMontenegroanditsworkingbodies;

− co-operationintheworkofotherstateauthoritiesandtheirworkingbodies(theParliamentoftheRepublicofMontenegro,andsimi-lar);

− co-operationintheprofessionalcouncils,commissionsandotherworkingbodies;

− overviewoftheexecutionoftheaccepteddecisions;− negotiationskills.

Preparation of Materials in State Administration


− preparationofinformation,analyses,systematicsolutions,concepts,strategiesandothermaterialfortheworkoftheGovernmentoftheRepublicofMontenegroandotheradministrativeauthorities(thefunctionof”policy-making”);

− preparationofperiodicalworkingprogramswithintheministriesandadministrativeauthorities;

− preparationoftheanswerstotheinitiativesandpositionsoftheParliamentoftheRepublicofMontenegroandothertheministriesandadministrativeauthorities;

− preparationoftheanswerstotheconstitutionalcomplaints;− preparationoftheanswerstotheinitiativesandthequestionsofthe

MembersofParliament;− preparationofopinionsaboutmaterial(lawsetc.)whichwerenot

preparedbytheGovernmentoftheRepublicofMontenegro.



Normative Activity and the Legislative Procedure

Functionsandtasksofthepublicadministrationauthoritieswhichmaybederivedfromtheanalysedregulations(explicitlyofimplicitly)arethefollowing:

− draftingoflawsinaccordancewiththelegislativeprocedurewhichisdeterminedbytheStandingOrdersoftheParliamentoftheRepub-licofMontenegro(workingmethodsoftheworkingbodiesoftheParliamentoftheRepublicofMontenegro,relationshipamongtheGovernmentoftheRepublicofMontenegroandtheParliamentoftheRepublicofMontenegro,withinthelegislativeprocedure,phasesofthelegislativeprocedureandroleofindividualinstitutions,etc.);

− draftingofotherregulationsandgenerallegalactsinaccordancewithprovisionsoftheStandingOrdersoftheGovernmentoftheRepublicofMontenegro(regulations,ordinances,decrees,instructions):

− implementationoftheprincipleoftheconstitutionalityandlegality,− knowledgeandapplicationoftherulesoflegaltechniques(nomo-

techniques)intheprocessofthepreparationoflawsandotherlegalregulations.

− preparationofcomparativeanalysesconcerningforeignregulationsincertainsphereofthelegalstandardization;

− linguisticandstylisticarrangementofmaterialandanappropriatenomo-technique;

− co-operationwiththeMinistryofForeignAffairswithintheprocedureofratificationoftheinternaltreatiesandagreements;

− co-operationwiththeMinistryofFinancewithintheprocedureoftheapprovalofthestatebudget;

− knowledgeofthejudiciaryandjudicialsystem.

The Administrative Procedure and Control Mechanisms in State Administration

Functionsandtasksofthepublicadministrationauthoritiesthatmaybederivedfromtheanalysedregulations(explicitlyorimplicitly)arethefollowing:



− operationinaccordancewiththeGeneralAdministrativeProcedureActandregulationsdeterminingspecialadministrativeprocedures;

− executioni.e.implementationoflawsandotherregulations;− issuingtheadministrativeorders;− executionoffactualactivities;− decision-makingaboutcomplaintswithintheadministrativeproce-

dure;− executionoftheinternalstagesofappealsupervisionwithinthe

administrativeprocedure;− preparationoftheobligatoryinstructionsfortheworkatthedifferent

levelsofstateadministration;− inspectionandtheadministrativesupervision–controloftheexecu-

tionoflawsandotherregulations;− interpretationoflegalregulationsintheprocessofdecision-making

ontheadministrativematters;− issuingtheattestationsbasedontheofficialrecords;− workwiththepartieswithintheadministrativeprocedure(relation-

shipwiththeparties,communicationmethods,etc.);− applicationoftherulesconcerningworkingtimeandofficehours

withintheministriesandadministrativeauthorities;− knowledgeofthejudicialcontrolofthelegalityoftheadministrative

decisions(theadministrativedispute).

Human Resources Management in State Administration Authorities

Functionsandtasksofthepublicadministrationauthoritieswhichmaybederivedfromtheanalysedregulations(explicitlyorimplicitly)arethefollowing:− trainingneedsassessmentinthesphereofthestateadministration;− planningoftrainingforthepersonnelwithinthestateadministra-

tion;− assuringtrainingfortraineeswithinthestateadministrationand

preparationofemployedtraineesfortheproficiencyexams;



− executionofthementor’sfunctionwithinthestateadministration;− assuringpermanentprofessionaltrainingforthepersonnelwithin

thestateadministration;− conclusionofcontractsonadditionalfunctionaltrainingwithinthe

stateadministration;− assessmentofimpactofthetrainingontheemployees’effectiveness

andefficiencyofworkinthestateadministration;− co-operationinthepreparationofprogrammesforthespecificpart

ofthestateproficiencyexamwithinthestateadministration;− co-operationwiththeministryresponsibleforexecutionofthepro-

fessionalexamswithinthestateadministration;− executionofthehumanresourcesmanagementfunctionandhuman

resourcespolicywithinthestateadministration;− executionofpublicannouncements/competitionsforemployment

withinthestateadministration;− recruitmentwithinthestateadministration(executionoftheprocedure

forconcludingemploymentcontractswithinthestateadministra-tion);

− conclusionofemploymentcontracts,copyrightandothercon-tracts;

− transferofpersonnelwithinthestateadministrationauthorities;− providingdataaboutthepersonnelneeds;− keepingofthepersonnelrecords;− conductingdisciplinaryprocedureswithinthestateadministration

authorities;− draftingofactsconcerningtheinternalorganizationandsystematiza-

tionofworkpostswithinthestateadministrationauthorities;− draftinggenerallegalactsconcerningtheemploymentrelations;− draftingofemploymentplanswithinthestateadministration;− managementoftheemploymentrelationsofcivilservants;− draftingorganizationalmeasureswithinthestateadministration

authorities;− knowledgeofthepaymentsystemwithinthestateadministration;− executionofperformanceassessmentofthepersonnelwithinthe

stateadministration;



− executionoftheproceduresforverficationofconditionsforpromo-tionofpersonnelwithinthestateadministration;

− classificationoftheworkpostsintotariffgroupsandsalarygrades;− executionofpersonnelrationalizationwithintheauthoritiesofthe

stateadministration;− draftingofwrittenanalysesoftheextentofaworkingspherefrom

theaspectofneedsinpersonnel;− conductingofadministrativedisputeswithrespecttoemployment

relationswithinthestateadministration;− scholarshipswithinthestateadministration.

International Cooperation and the so-called “European Affairs”


− internationalco-operationoftheadministrativeauthoritieswiththeadministrativeauthoritiesofothercountriesandinternationalorganizations;

− procedureofpreparationandconclusionofinternationaltreatiesandagreements;

− implementationofinternationalagreements;− managementofthefundsconcerningforeigntechnicalassistance;− preparationofaccessionoftheRepublicofMontenegrototheEurope-

anUnionandotherinternationalintegrationsandorganizations;− knowledgeoftheroleofsomeinstitutionsoftheEuropeanUnion

(Commission,Council,Parliament,CourtofJustice,etc.)andre-lationshipsamongtheseinstitutionsandrelationshipsamongtheinstitutionsandtheMemberStatesoftheEuropeanUnion;

− negotiationsandnegotiationskills;− protocol-relatedtasks,etc.



Financial and Budgetary Aspects of the Public Administration Work


− collectionandanalysisofdataonthefinancialoperationofthemin-istriesandadministrativeauthorities;

− processingofthebookkeepingdata;− executionofthecashoperations;− executionofthefinancial–accountancyoperationswithinthemin-

istriesandadministrativeauthorities:o keepingofprescribedanduniquerecords,o determinationoftheannuallevelsofthewritingoffofma-

terialandnon-materialinvestments,o divisionoftheannuallevelsofwritingoff,o writingoffofthefinancialinvestments,o permanentwritingoffconcerningshort– termobliga-

tions,o settlingofinterestsandexchangeratesdifferencesfromthe

executedclaimsandobligations.

− knowledgeofthepublicfinancessystemandthestatebudget:o publicfinances,o thestatebudget,o preparationoftheproposals forthebudgetaryexpendi-

tures,o periodoftemporarilyfinancing,o theprincipleofthedeterminedpurposesofthepublicex-

penditures,o usageofthebasicanalyticalapparatus.

− executionofpublicprocurementprocedures:− knowledgeofthemechanismsofpublicexpenditurescontrol:



o knowledgeofthemethodoffinancingthepublicexpendi-turesatthedifferentlevelsofstateadministration,

o knowledgeoftheprinciplesofexecutionofthebudgetoftheRepublicofMontenegro,

o knowledgeofthetasks,procedure,workingmethods,andcompetenciesoftheMinistryofFinanceinthecontrolpro-cessofthepublicexpenditures.

− knowledgeoftheregulationsconcerningtheexecutionofthestatebudget;

− knowledgeoftheapplicativemethodsofthestatebudgetrevenues;− draftingoffinancialreports;− knowledgeofthemethodoffinancingofsalariesoftheemployees

withinministriesandadministrativeauthorities,financingofre-sourcesallocatedforperformancemotivation,andfinancingofotherneeds;

− knowledgeofthemethodsofopeningandclosingofaccountsforthebeneficiariesofthebudgetresources;

− knowledgeoftheproceduresforpaymentsfromthestatebudget;− preparationofthedocumentationandobtainingtheagreements

bytheMinistryofFinanceconcerningthepaymentsfromthestatebudget;

− knowledgeofrevisionandinspectionprocedureswithrespecttothebeneficiariesofthebudgetresources;

− draftingandconclusionofcontracts.

General and Related Contents of Work within the State Administration

Information Technology within State Administration




− planning,setting-upandmaintainingoftheinformationsystemswithintheministriesandadministrativeauthorities;

− connectionbetweentheinformationsystemsandpublicdatabaseswithintheministriesandadministrativeauthorities;

− informaticsand informationsystemswithintheministriesandadministrativeauthorities(informaticsingeneral,hardware,LAN–localnetworks,standardenvironment,e-mail,Internet,mainframeprocessingwithinthestateadministration).

− introductionofthenewtechnologicalsolutionsintotheoperationoftheministriesandadministrativeauthorities;

− designingandmaintainingofaninformationsystemofanadminis-trativeauthority;

− knowledgeforworkonacomputer–utilizationofdifferentapplica-tionprograms(Word,Excel,PowerPoint,etc.);

− trainingofcivilservantsregardingtheusageoftheapplicationpro-gramsandtelecommunicationequipment;

− developmentoftheinformationsystemsforsupportingthedecision-making:

o businesssystemsandtheirenvironment,o contemporarymanagementconcepts,o roleofinformationwithinthemanagementprocesses,o informationsupporttothemanagementprocesses.

− electronicdataprocessing.

Office Management

Functionsandtasksofthepublicadministrationauthoritieswhichcanbederivedfromtheanalysedregulations(explicitlyorimplicitly)arethefollowing:

− knowledgeandexecutionoftheproceduresofofficeoperationwithintheministriesandadministrativeauthorities;

− executionofadministrativesupportfortheworkingbodiesandauthoritieswithintheministriesandadministrativeauthorities;

− executionoftasksofthemainofficewithintheministriesandad-ministrativeauthorities;



− acceptanceofthedocumentsandrequests,invitationstothepartiesofanadministrativeprocedure;

− classificationofthematerialandadministrativematterswithintheministriesandadministrativeauthorities;

− overviewingtheexpirationofterms;− arrangingofthearchivesanddocumentarymaterial;− keepingarecordanddeliveryofpost;− archivingthedocumentarymaterial;− keepingrecordofadministrativematters;− typewritingtasks,dataentry,etc.

Data Protection and Data Security


− determinationofthesecrecyofadministrativemattersanddocu-ments;

− knowledgeoftheregulationsfromthesphereofthepersonaldataprotection;

− dataprotectionanddatasecuritywithintheministriesandadmin-istrativeauthorities;

− knowledgeofthemethodsandtechniquesofthepersonaldatase-curity;

− protectionofothersecretdata(state,military,official,andbusinessdata).

Administrative Statistics


− collection,processing,arranging,andpreparingofdataandinforma-tionwithintheministriesandadministrativeauthorities;



− responsibilityformaintainingtheadministrativestatistics;− keepingaunifiedrecordonadministrativematterswithinthemin-

istriesandadministrativeauthorities.

Tasks of Promotion and Development of the State Administration


− promotionoftheeconomic,social,environmentalandoverallsocialdevelopment;

− executionofprofessional,technical,organizationaltasksandtaskspromotingdevelopment.

Public Relations


− preparationofpressconferencesandofficialannouncements;− providinginformationanddatatothegeneralpublicandcitizens

(assuringthepublicityoftheadministrativeauthorities);− traininginpublicrelationsandtrainingofPRadvisors;− organizationandexecutionofmediacampaignsandpromotionof

projectsoftheindividualministriesandadministrativeauthorities;− analytical–documentaryactivity.

Official Language at the Workplace




− correctuseof languageintheoperationoftheauthoritiesoftheministriesandadministrativeauthorities(communicationwiththeparties,preparationofregulations,andsimilar);

− proofreading;− useofcorrectofficiallanguageattheworkplace;− linguisticandstylisticarrangementofmaterialwhichhastobesent

totheGovernmentoftheRepublicofMontenegro,theParliamentoftheRepublicofMontenegro,andotherauthoritiesofthepublicadministration.

4.4. CONCLUSIONS

Thisanalysis,comprising22lawsandotherlegalregulations,representsinfactacatalogueofnecessaryknowledgeandskillsthatcivilservantsshouldpossessinordertoperformtheirtaskseffectivelyi.e.acatalogueoftheexistingtasksandfunctionsthatareperformedorshouldbeper-formedbytheministriesandadministrativeauthoritiesthroughthecivilservantsandstateemployees.

Theanalysiscomprisesthosetasksandfunctionsofstateauthoritiesthataredeterminedbytheregulationsexplicitlyoratleastimplicitly.

Withintheanalysis,ourattentionwasfocusedonlytotheso-called“hori-zontal”tasksi.e.functionsofstateadministrationauthorities,respectivelycivilservants.Thepurposeoftheanalysiswastoidentifyexactlythegeneraltasksofcivilservantsi.e.stateauthoritiesbecauseofthestrategicnecessityforthecompetentsectoroftheHumanResourcesManagementAuthoritytodevelopaprogrammeforprofessionalandfunctionaltrainingofcivilservantsinthoseareasthataremostrelevantforeffectiveworkofthestateauthoritiesandthecivilservants.AfterthatitisnecessarytoimplementprofessionalandfunctionaltrainingprogrammeswithintheHumanResourcesManagementAuthoritywhichwillberesponsibleforthis“horizontal”programme,whilethevarious“vertical”trainingareasshouldbetakencareofbythestateauthoritiesindependently.



Theanalysisdoeshowevernotincludeanumberofnecessarycontentsthatarepartofthesphereoftheso-called“NewPublicManagement”,duetothefactthattheyarenotcomprisedinthecurrentlegislation.Thecontentrelatingtothe“newmanagementofthepublicsector”hasbeendefinedwithinthe“implicit”partsoftheanalysis.Thusthefuture“cur-riculum”ofthesectoroftheHumanResourcesManagementAuthoritycompetentforpreparationandimplementationoffunctionaltrainingprogrammewillhavetobeextendedsoastocompriseaswellelementsofthe“NewPublicManagement”.

Eventually,theemphasisshouldbeputonthepurposeofthislegalanaly-sis:itspurposeisabovealltofacilitatethepreparationofaqualitycivilservicetrainingprogrammeintheMontenegrinpublicadministration.Thismeansthatthisanalysisshoulddefinethecontentthatistobein-cludedinthisprogramme,whichshouldbecomethebasictooltofurtherbroadenanddeepentheknowledgeinordertopromotetheeffectivenessandefficiencyofthepublicadministrationwork.TheotherelementofthefactualbasisforthepreparationofthisprogrammeisapreviouslyconductedanalysisofquestionnairespreparedbythePARiM-1ProjectTeamduring2004(annextothistext).

Thesynthesisofthesetwomaterials(analysisofthequestionnairesandthislegalanalysis)shouldgenerateaqualitytrainingprogrammeforcivilservants.Ofcourse,thecontentofthisprogrammeshouldconsequentlybereviewedfrequentlybymeansofadditionalregularandadhocTNAsinordertodetermineadditionaltrainingneeds.Besidethementionedones,theprogrammeshouldincludesomeadditionalcontents,suchasthoserelatingtoNewPublicManagement,aswellassomeadditionalgeneralcontents(foreignlanguages,computerskills,communicationskillsetc.).

COMPLEMENTARY TRAINING NEEDS ASSESSMENT FOR PERSONNEL IN

STATE ADMINISTRATION

(Factual material collected in 2005)


ComplementaryTrainingNeedsAssessmentforPersonnelinStateAdministration



5. COMPLEMENTARY TRAINING NEEDS ASSESSMENT FOR PERSONNEL IN STATE ADMINISTRATION39

(Factual material collected in 2005)

Inaccordancewithcurrentlegislation,theHRMAconductedinAugust2005aneedsanalysisfortrainingofpersonnelinstateadministration.Theanalysiscomprisesaswell«horizontaltasks»whicharecommonintheoperationofallstateadministrationauthorities,i.e.administrativetaskswhichcivilservants/stateemployees,aswellasexecutivepersonnel,mustperformindischargingtheirdutiesinstateadministrationauthori-ties,inaccordancewithadministrativelegislation.

Theresearchwasconductedonarepresentativesampleof(6respectively12)employeesin10�administrativeauthorities.

ThemethodappliedforconductingtheTNAwasbymeansofquestion-naires,whichconsistedofanumberofquestions,someofwhichincludedstandardizedanswers,whilesomequestionsofferedthepossibilitytoexpresstherespondents’ownideas.Dependingonthesizeofthestateauthority,thequestionnairesweredistributedinthefollowingway:�(respectively6)tomanagingpersonnel,2(respectively4)tocivilservantsand1(respectively2)tostateemployees.

Outof10�stateauthorities,69ofthem(being67%ofthetotalnumbersurveyed)answeredthequestionnaireswithinthegivenperiod:

1. MinistryofJustice2. MinistryofInternationalEconomicRelationsandEuropean

Integrations�. MinistryofEconomy

�9 ThisanalysiswasconductedbytheHumanResourcesManagementAuthorityduring2005.



4. MinistryofFinance5. MinistryofForeignAffairs6. MinistryofCultureandMedia7. MinistryofAgriculture,ForestryandWaterManagement8. MinistryofMaritimeandTraffic9. MinistryofEducationandScience10. MinistryofLabourandSocialWelfare11. MinistryofTourism12. Ministry of Protection of Rights of Minority and Ethnic

Groups1�. MinistryofEnvironmentalProtectionandSpatialPlanning14. BureauofSeismology15. SecretariatforDevelopment16. SecretariatforLegislation17. GeneralServiceofthePresidentoftheRoM18. GeneralServiceoftheGovernmentoftheRoM19. ProtectorofHumanRightsandFreedoms20. TaxAdministration21. CustomsAdministration22. MaritimeSafetyAgency2�. AuthorityforAnticorruptionInitiative24. RealEstateAuthority25. AuthorityforSportsandYouthAffairs26. AntiMoneyLaunderingAuthority27. ForestManagementAgency28. BureauofHydrologyandMeteorology29. VeterinaryAdministration�0. PenitentiaryInstitution/BureauforEnforcementofCriminal

Sanctions�1. BureauforInternationalScientific,Educational,Culturaland

TechnicalCooperation�2. BureauforEducationalServices��. StatisticsBureau�4. NationalSecurityAgency�5. DirectorateofPublicWorks�6. DirectorateforPublicRoads



�7. DirectorateforProcurementoftheRepublic�8. DirectorateforDevelopmentofSmallandMediumEnterpris-

es�9. StateAuditingInstitution40. AdministrativeCourt41. AdministrativeCourtoftheRepublicofMontenegro42. ConstitutionalCourt4�. BasicStateProsecutor44. BasicCourtBijeloPolje45. BasicCourtHercegNovi46. BasicCourtKolasin47. BasicCourtPljevlja48. BasicCourtBar49. BasicProsecutor50. BasicProsecutorBerane51. BasicProsecutorHercegNovi52. BasicProsecutorKolasin5�. BasicProsecutorPlav54. RegionalMisdemeanorAuthorityBar55. RegionalMisdemeanorAuthorityBerane56. RegionalMisdemeanorAuthorityBijeloPolje57. RegionalMisdemeanorAuthorityBudva58. RegionalMisdemeanorAuthorityCetinje59. RegionalMisdemeanorAuthorityDanilovgrad60. RegionalMisdemeanorAuthorityKolasin61. RegionalMisdemeanorAuthorityPlav62. RegionalMisdemeanorAuthorityPljevlja6�. HigherCourtBijeloPolje64. HigherCourtPodgorica65. HigherProsecutorBijeloPolje66. SupremeStateProsecutoroftheRepublicofMontenegro67. CommissionforEstablishmentofConflictsofInterest

a)Theaimofthisresearchwastocomplementthepreviousanalysis,conductedin200�bythePARiMIIProjectTeam,andtoobtainnewinformationontheneedsforfurthereducationandtrainingofpersonnel



intheMontenegrinstateadministration.TheanalysisoftheobtaineddatawillcontributetothedraftingoftheTrainingProgrammeforCivilServ-antsandStateEmployeesfortheyear2006.Tothisend,themajorityofquestionswasofacombinedtype,givingtherespondentsthepossibility,besidecirclingtheofferedanswers,toexpresstheirinterestsinacertainfieldnotcomprisedbythequestionnaire.

b)Thepreliminaryanalysisrevealedthatoutof486respondentsfrom69stateadministrationauthorities(ministries,directorates,adminis-trations,institutes,agencies,commissions)andotherstateauthorities(courts,regionalmisdemeanourauthorities,prosecutors),themajoritywasinterestedinthefollowingareas:

Systemic-legal tasks of state authoritiesTOPIC NUMBER

1. Basic concepts and principles of constitutional and administrative legislation of Montenegro 44

2. General administrative procedure 373. Work and communication of state authorities and

parties in a general administrative procedure 38

4. First and second instance proceeding upon appeal 315. Enforcement of administrative decisions/acts 176. Conducting administrative dispute 117. Inspection control procedure 188. The new civil service system 629. Entering employment in state administration authori-

ties 30

10. Performance appraisal of personnel in state admin-istration 65

11. The Law on the Protector of Human Rights and Freedoms 21

12. Civil Service Code of Ethics 8213. Comparative analyses of international legislation 5514. Nomotechnique in the process of drafting laws and

other legal acts 19



4437 38

31

1711

18

62

30

65

21

82

55

19

0

10

20

30

40

50

60

70

80

90

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Other Conducting economic policy in market conditions 1Development of economic analyses 1Cooperation between state administration authorities 1Publishing professional journals and publications 1

Thefollowingthematicunitwasconsideredasparticularlyinteresting:

TOPIC NUMBER1. Strategy of work planning in state administration

authorities 81

2. Planning of personnel training in state administra-tion

121

3. Negotiations and negotiating skills 434. Management of organizational units within state

administration47

5. Human resources management and development 486. Central personnel record 227. Internal labour market record 6

TOTAL: 368



Almost50%respondentswereinterestedinthefollowingarea:

81

121

43 47 48

226

1 2 3 4 5 6 7

Drafting of project proposals in state administration TOPIC NUMBER

1. Drafting of project proposals in state administra-tion 113

2. Planning of financial requirements for the realization of projects/budgeting 78

3. Project management in state administration 51 Other Drafting of project proposals relating to human and

minority rights 1Implementation of projects and impact analysis 1Comparative impact analysis 1TOTAL: 244

113

78

51

0

20

40

60

80

100

120

1 2 3



d) Financial and budgetary aspects of the state administration work

TOPIC NUMBER 1. Financial-accounting tasks in state administration

authorities144

2. Public financing system and the state budget 112 3. The state budget and its execution 159

72

58

73

0

10

20

30

40

50

60

70

80

1 2 3

Other NumberDefining some untypical aspects of spatial planning 1Monitoring of international standards 1Possibility of introducing commercial affairs within the administration for the development of services and financial assistance to human resources

1

f ) General and related tasks in state administration TOPIC NUMBER

1. Office management 173 2. Public relations 161 3. The role of the IT system in state administration – e-

governance232



8878

111

0

20

40

60

80

100

120

1 2 3

Other NumberCivil service relations 1Cooperation with NGO and commissions 1

Communication in state administration TOPIC NUMBER1 1. Resolving of conflict situations 692 2. Skills in communication with clients 124

33. Business communication and protocol for techni-

cal secretaries 36

Other

4Communication at the relation Superior Officer – Civil Servant and State Employee and vice versa

1

5Skills in communication with other state administra-tion authorities

1

6Internal communication between administrative authorities

1

TOTAL: 232



8878

111

0

20

40

60

80

100

120

1 2 3

Other NumberCivil service relations 1Cooperation with NGO and commissions 1

Communication in state administration TOPIC NUMBER1 1. Resolving of conflict situations 692 2. Skills in communication with clients 124

33. Business communication and protocol for techni-

cal secretaries 36

Other

4Communication at the relation Superior Officer – Civil Servant and State Employee and vice versa

1

5Skills in communication with other state administra-tion authorities

1

6Internal communication between administrative authorities

1

TOTAL: 232

69

124

36

0

50

100

150

1 2 3

Other Num.Communication at the relation Superior Officer – Civil Ser-vant and State Employee and vice versa 1Skills in communication with other state administration authorities 1Internal communication between administrative authori-ties 1Official communication and communication with col-leagues 1

g) International cooperation and «European Affairs» TOPIC NUM.1. the European Union 1162. the legal system and legal acts of the EU 1663. Institutions and method of decision-making of the EU 1014. Preparation of accession of the Republic of Montenegro to the EU

216

5. Management of resources obtained through international technical support

150

TOTAL: 749



49

89

48

105

63

0

20

40

60

80

100

120

1 2 3 4 5

TOPIC NUMBER

1Systemic-legal affairs of state administration authori-ties

530

2 Leadership/management in state authorities 3683 Drafting of project proposals in state administration 244

4Financial and budgetary aspects of the state admin-istration work

205

5 General and related tasks in state administration 2776 Communication within the state administration 2327 International cooperation and «European Affairs» 354

530

368

244205

277232

354

0

100

200

300

400

500

600

1 2 3 4 5 6 7

Thequestionastowhichformsoffurtherfunctionaleducationandtrainingwouldbeofgreatestuseintheperformanceofeverydayworktaskswasansweredbytherespondentsinthefollowingway:



2. The most effective forms of additional functional education and training Seminars 273Workshops 149In-service training 172Study visits for training within institutions outside RoM 154

124

58

92

67

0

20

40

60

80

100120

140

1 2 3 4

TheanalysisrevealedthatthemajorityoftherespondentswasinterestedinlearningtheEnglishlanguage.

Learning foreign languages Language NumberEnglish 126French 21Italian 49German 22Russian 2Spanish 9Greek 2


133

1439

243 4 1

0

50

100

150

1 2 3 4 5 6 7

Learning foreign languages

Foreign language skills Language Knowledge Active Passive

1 English 140 1322 German 10 243 French 14 334 Italian 25 405 Russian 68 886 Slovene 1 17 Macedonian 1 08 Albanian 2 09 Czech 1 0

10 Spanish 2 111 Portuguese 1 012 Dutch 1 0

140

10 14 25

68

1 1 2 1 2 1 10

50

100

150

1 2 3 4 5 6 7 8 9 10 11 12

Active knowledge of a foreign language



Therespondentsdemonstratedaswellaninterestinacquiringorupgrad-ingtheircomputerskills:

Training in computer literacy Microsoft Word 53Microsoft Excel 55Microsoft Power Point 51 Internet 59

Thecurrentlevelofcomputerskills:

Computer skillsYES NO396 76

Microsoft Word 388Microsoft Excel 223Microsoft Power Point 143Internet 288

388

223

143

288

050

100150200250300350400

MicrosoftWord

MicrosoftExcel

MicrosoftPowerPoint

Internet

1 1

ANALYSIS OF FACTUAL MATERIAL COLLECTED DURING 2003 -2005

1�0 PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction

AnalysisofFactualMaterialCollectedDuring200�-2005

1�1PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


6. ANALYSIS OF FACTUAL MATERIAL COLLECTED DURING 2003 -2005

BACKGROUND

Thedevelopmentof thisdocumentwasgroundedonthenecessityofprovidingspecificcommentsandsolutionsrelatedtothepreviousanalysesofneedsforprofessionaleducationandtrainingofemployeesinstateadministrationauthorities,andwhicharetoserveasaproceed-ingpointforthepreparationandimplementationoftheProgrammeofProfessionalTrainingforCivilServantsandStateEmployeesintheMontenegrinStateAdministration.PursuanttoArticle9�oftheLawonCivilServantsandStateEmployees,theauthoritymanaginghumanresources(HumanResourcesManagementAuthority)isresponsibleforthepreparationandimplementationoftheProgrammeofProfessionalTrainingforCivilServantsandStateEmployees.Commentsgiveninthisdocumentrelatetodatacompiledwhilerelyingexclusivelyonfacts40andtheyareinthefunctionofplanningfutureactivitiestostrengthenthecivilserviceeducationandtrainingsystem.

Inthefirstpartof thisdocument, thefocushasbeenplacedontheAnalysisoftheFactualMaterials„Education,TrainingandProfessionalDevelopmentinCentralAdministration“41relatedtothesituationintheMontenegrinsystemofprofessionaltrainingandeducationofcivilservantsandstateemployeesintheperiodfrom2002/200�.Atthispoint,wemustemphasizethefactthatintheperiodofdoingthisanalysis,wehaveworkedintensivelyontheimplementationofthenewLawonCivil

40 Whiledevelopingthisdocument,theauthorsusedtheanalysesandfactualmateri-alspreparedandcompiledbytheproject“SupporttoPublicAdministrationReform/PARiMII”andtheHumanResourcesManagementAuthority.

41 Theanalysisoffactualmaterial“EducationandTraininginPublicAdminsitration-CentralGovernment”waspreparedundertheproject“PublicAdministrationRe-forminMontenegro/PARiMI”,whichwasfundedbytheEUandmanagedbytheEuropeanAgencyforReconstructionintheperiod01.07.2002-01.07.2004,withthesituationinstateadministrationinthisfieldon01.07.200�inclusive.



ServantsandStateEmployees(adoptedinApril2004)duringthedraft-ingofwhichgapsoftheexistingcivilservicesystemhavebeentakenintoaccountinthepartrelatingtothesystemoffurthereducationandtrainingofcivilservice.Asmentionedabove,manycommentsregard-ingthisanalysismayappeartobeovercomealreadybynewsolutionsproposedinthesaidLaw.

Inthefollowingpartofthisdocument,wehavepresentedtheresultsofadditionalanalysis42offactualmaterialscompiledintheperiodfrom01.08.2005to01.10.2005bytheHumanResourcesManagementAuthor-ity,aimedatsupplementingtheanalysisdonepreviouslybyPARIMIProjectby2005inclusive.

Whiledraftingthisdocument,commentsandsuggestedsolutionshavebeenpresentedintheorderthedatawassystematizedandprocessedintheabovementionedanalyses.

6.1. ANALYSIS OF FACTUAL MATERIAL «EDUCATION AND TRAINING IN CENTRAL ADMINISTRATION» 2003/2004

IntheintroductorypartoftheAnalysis,thementioneddatashowthattheprocedureofcompilingdataincluded�5stateauthorities,andthattheanswerstotheofferedquestionnairewereincomplete.Incompletedataarethereasonsforlesserqualityofprocesseddataandresultsob-tained,aswellasforthefactthatintheinterpretationofcertaindataobjectivelytherearecertainlimitationsinthesenseofextentofreliabilityofconclusions.

42 ThecomplementaryanalysisofneedsforcivilserviceprofessionaldevelopmentandtrainingimplementedbytheHumanResourcesManagementAuthorityintheperiodfrom01.08.2005-01.10.2005wasconductedwiththeaimofdefiningchangesinprioritiesofcivilserviceprofessionaldevelopmentarisingintheperiodfrommid2004untiltheendof2005.

1��PARiM-2isanEU-fundedproject,managedbytheEuropeanAgencyforReconstruction


Solution:Asawaytoovercomepreventivelysuchsortofincompletenessofdatainfutureresearch,itisproposedtochargecertainpersonswithineachstateauthoritytomonitordirectlytheimplementationoftheprocedureoffillingoutofthequestionnairebycivilservantsandstateemployees.Forthecivilservantsand/orstateemployeeschargedwithsuchtaskitisnecessarytoholdcoordinationorinstructionmeetingsduringwhichsuchpersonswouldbeacquaintedingreaterdetailswiththecontentsofproposedquestionnairesandthemethodoftheircompletion.Inthisway,bettercoordinationofcivilservantsand/orstateemployeeschargedforthefillingoutofthequestionnaireandhigherqualityofdataobtainedi.e.completenessofthequestionnairewouldbeensured.

- Educational structure of personnel in the analyzed state administration authorities

Whenobservingtheexistingsituationrelatedtothelevelofeducationofpersonsemployedintheanalyzedsampleofstateauthorities(ministries,secretariatsandotherstateauthorities)dataindicatethatwiththedeclineintheimportanceofthepositiontheemployeesmayoccupy,lowerlevelofeducationisregistered.Itisparticularlyimportanttoaccentuatetheproblemoflackofspecificspecializedknowledgeandadditionalskillsatalllevelsofworkpostsinstateauthorities.

Lackofspecializedknowledgeandadditionalskillsmaybetheconse-quenceoflackofplanningoffurtherprofessionaleducationandtrain-ingwhichisshownbythedatathataspecialplanandprogrammeofprofessionaleducationexistedin17.4%ofthecasesi.e.stateauthoritieswhichrespondedtothequestionnaire.21%ofthequestionnairesfilledoutindicatethereisnoneedtodefinetrainingplans,while41%men-tionlimitingfinancialsituationasareasonfornon-definingofplanandprogramme.In�8%ofthecases,aspecificreasonforthelackoftrainingplanshasnotbeenmentioned.



Solution:Withtheaimofcleardeterminationofspecificspecializedknowledgeandadditionalskillsatalllevelsofworkposts,itisnecessarytodoaprioranalysisofexistinglegislationandbylawsthatspecificallydefinegeneralandspecialconditionsthatapersonmustmeetinordertocoveracertainworkposition.Thescalewiththeobtaineddatamustprescribespecificallywhichadditionalknowledgeandskillsenableanemployeetoperformhis/herworktasksinawayasfunctionalandasefficientaspossible.Obtainedresultswillindicatenecessaryprogrammesoffurthereducationandtraining.Nextstepwouldrelatetotheinterimevaluationofworkofcivilservants,whereaspecialaccentshouldbeplacedonattendingspecificprogrammesnecessaryforacquiringofadditionalknowledgeandskills.

Resultsofdatacompiledrelatingtotheevaluationofperformanceofemployeeswillshowmainsegmentsforthepreparationofaplanofpro-fessionaleducationandtrainingofpersonnelinaspecificstateauthority.Resultingplansofprofessionaleducationandtrainingmaybefromtimetotimesupplementedandupdatedattheendofeachyearforthefollow-ingyear.Thusitispossibletomonitorthechangesthatmayoccurasaresultofoperationorrequestsfortheinnovationinwork.

- Extension of the traineeship period

Dataindicatingtoahighrateoftraineespassingtheprofessionalexami-nationwhentakingtheexamforthefirsttimeisverysatisfactory.Thistendencymayalsobepointingattwodifferentdirectionswhenconsider-ingsuchpositiverate,thateither:

1. there isaclearlyspecifiedandahigh-quality trainingpro-grammefortraineesinstateauthorities,or

2. thecriteria forpassingtheprofessionalexaminationfortheworkinstateauthoritiesarenotdemanding,whichmayaffectlaternegativelytheveryqualityofthecandidates’work.

Solution:Ifthehighrateofpassingtheexaminationisaresultoflowrequirementsandcriteriaattheprofessionalexamination,itisnecessarytoestablish



whetherthereisaprecisemethodologyspecifyingtheexaminationpro-cedureandcriteriaaccordingtowhichtheknowledgeofthecandidateisevaluated,ortheevaluationofthecandidateisperformedbyfreeas-sessmentoftheexaminer.

Iftheevaluationofthecandidatesisdonebyfreeassessmentoftheexam-iner,itisnecessarytospecifytheprocedureandcriteriafortheevaluationofcandidatesandtoacquainttheexaminerswiththat.

- Additional training of employees

Datarelatingtofurthertrainingshowaverylowfrequencyofemployeesthathaveundergonefurthertraining.Whenobservingdatarelatingtothehierarchicalpositionofemployees,itcanbenotedthatiftheposi-tionislessdemandinganumberofpersonsthatarefunctionallytrainedisgrowing.

Solution:Inthiscase,itisnecessaryforthestateauthorities,whenpreparingclearlydefinedplansofeducationandtrainingoftheiremployees,toensureequalparticipationofallemployeesintheirfurthertrainingandmasteringofdifferentskills.Itisalsousefulfortheinformationonthetypeoffurthereducationandtrainingthatmaybeofferedandwhicharefunctionalfortheperformanceofcertainjobs,tobeclearandaccessibletoallinterestedpersons(throughspecialbrochure,webpage...).

- Which areas and languages are the most important

InthepartoftheAnalysisrelatingtotheareasoftraining,wemayidentifythetendencythatthemostnecessaryareasoftrainingdependonthepo-sitionapersonoccupiesinastateauthority.Onlyatendencyofneedforcomputerliteracyispresentinadifferentpercentage,wheresuchneedisthemostprominentwiththeheadsofauthorities(ashighas46%).Intheofferedfacts,otherareasnecessaryfortheworkofemployeesatcertainpositionsmayalsoberegistered.DatarelatingtotrainingintheforeignlanguagesshowtheneedforfurthertrainingintheEnglishlanguageparticularly(in100%ofsurveyedcases)forallworkpositions.



Solution:SolutionproposedinthepartrelatingtoStructure of Level of Education of Employees in Analyzed State Administration Authorities,mayservetoovercomethesituationofnon-definedareasoffurthertraining,aswellasinthepreciseplanningofdynamicsofthetrainingforeachemployee.Here,wemuststresstheneedtoprovideopportunitiesofequalaccesstotheeducationandtrainingprogrammebyallemployees.

- Funds allocated for education, training and professional development

Datainthefactualanalysisshowafactthatsubstantiallymoreofmaterialresourcesareallocatedtotrainingandprofessionaldevelopmentofemployeesinstateauthoritiesthantotheireducation.Intheprogrammesoftrainingandprofessionaldevelopmentofcivilservants,thehighestpercentageofmaterialresourcesisallocatedtothecategoryofthepermanentlyemployed.Also,itcanbenoticedthatthepercentageofseniorstaffandfunctionariestakingpartinprofessionaldevelopmentisthelowest.

Theabovementioned,inter alia,infersthefollowing:

1. duetonon-existenceofclearlydefinedtrainingplanthereisnocontinuityofprofessionaldevelopmentandtrainingofemployeesandtheyarenotgoal-oriented;

2. impossibilityofreconcilingworkinghoursandworkdutieswiththetimescheduleofimplementingtheprogrammesofprofes-sionaldevelopmentandtraining,andasaconsequence, theimpossibilitytoparticipateinprogrammes;

�. employeesarenotwellinformedofprogrammesofprofessionaldevelopmentandtrainingoffered;

4. non-existenceofappropriateprogrammesofprofessionaldevel-opmentforcertaincategoriesofemployees;

5. professionaldevelopmentandtrainingislefttotheself-initiativeofemployees.



Solution:Itisnecessarytoestablishadequate,continuousandavailableprogrammesofemployeetraining,aswellastoplanpreciselythedynamicsofindividualtrainingaccessibletoeveryonethroughvariousformsofinformation(websites,brochures...).Atthispoint,itshouldbenotedthatthereisaneedtomakeavailableforthemanagerialstaff,professionaldevelopmentandtrainingprogrammestailoredintermsofsubstanceandtimingac-cordingtotheirspecificworkduties.

- Permanent training institutionsWithregardtotheissueofthemostimportantinstitutionsprovidingservicesofpermanentfunctionaltrainingofemployeesinstateauthorities,wemaynoticeatendencyoforganizingad hock trainingandprofessionaldevelopmentbyprivateinstitutionsandinternationalorganizations,aswellasnon-existenceofcentralpublicinstitutionthatwoulddealwithsuchissues.Greaterlevelofinterestandparticipationoffunctionariesandthemanagementintheprogrammesorganizedbyprivateinstitutionsandinternationalorganizationsisalsonoticeable.Ontheotherhand,incaseofotheremployees(independentadvisors,advisorsandtrainees),ithasbeennoticedthattheyparticipatetoagreaterextentinorganizationandimplementationoftrainingbytheunitsforhumanresourcesman-agementofthestateauthoritiesthemselvesandotherpublicinstitutions(facultiesetc.).

Solution:Itisnecessarytoreconsiderthepossibilityofequalparticipationofallinstitutionsinthecreationandimplementationoftrainingofallemploy-ees.Inthisway,equalavailabilityofallprogrammesthatmaybeofferedtoemployeesbysuchinstitutionswouldbeprovided.Thebestwaytocoordinatetheinstitutionsdealingwithprogrammesofprofessionaldevelopmentaswellascompatibilityofsuchprogrammesistoreconsiderthepossibilitiesforestablishmentandorganizationofcentralinstitutiontodealwithsuchmatters.



- Existing civil service training system

InthepartofthisAnalysisrelatingtotheexistingsystemofeducationandtrainingofemployees,ithasbeenindicatedtoalackoflong-termandmid-termplansofprofessionaleducationandtrainingwithinstateauthoritiesthathavebeensurveyed.Planningisperformedatthelevelofinternalorganizationunitofthestateauthorityitself(in65.2%cases)orwithinCentralOfficeforHumanResourcesofthestateauthority(��.�)undershort-termdrafts.

Thelackofmid-termandlong-termplans,aswellasincompatibilityofshort-termplanning,mayindicatetoaneedforfurthertrainingofem-ployeeswhoareresponsibleforpreparationofsuchplansinmodalities,methodologiesandstagesofplanning.Furthermore,oneofthereasonsmayrelatetoalackofuniformsystemofprofessionaleducationandtraining(i.e.humanresourcespolicy)atthestatelevel.

Solution:Itisnecessarytoidentifyauniformmethodologyofconductinganalysesofneedsforthefurthertrainingofcivilservicethatwouldenabledefin-ingofgoalsoftheeducationandtrainingprogramme.Aftertheuniformmethodologyofplanningprofessionaleducationandtraininghasbeenidentified,itisnecessarytoarrangeforthetrainingcoursesofemployeesinchargeforhumanresourcesmanagementthroughwhichtheywouldbeacquaintedwiththemethodologyofplanning(e.g.conductinganalysisofneedsforfurthereducation,definingaimsoffurthereducation,iden-tifyingdynamicsoffurthereducationandtrainingetc.)Trainingcourseswouldbeaimedatpreparationofclearlydefinedshort-term,mid-termandlong-termplansoftrainingforeachstateauthority.

- Identifying needs for professional education and training of personnel

DatapresentedinthepartofthisAnalysisrelatingtotheidentificationofneedsforprofessionaleducationandtrainingofemployeesindicate



toalowpercentageofsystemicandregularidentifyingofthesaidneedswithinstateauthorities.Reasonsforsuchlowpercentageofregularas-sessmentofneedsforprofessionaleducationandtrainingofemployeesaremainlyofmaterialnature(thelackoffinancialresources)inmajorityofcaseswhileotherreasonsarenotmentioned.

Furthermore,itisnoticeablethatdatashowingtheneedsforadditionalprofessionaltrainingarecompiledtothegreatestextentbytheseniorstaffthemselves,whereas,ontheotherhand,systemofsurveyingemployeesisusedinasmallnumberofcases.Itisinterestingtomentionthefactthatthepercentageofself-initiativeforfurthertrainingofemployeesissubstantiallyhigherthanthepercentageofitbeingproposedbythemanagement,humanresourcesserviceorexternalorganizations.

Withreferencetotheabovementioned,itcanbeconcludedthatpreciselyforthereasonsofnon-existenceofclearlydefinedsystemofidentifica-tionofneedsforfurthereducationandtrainingofemployees,thereisnoplannedandcontinuousapproachinthefurthereducationandtrainingofemployees.Self-initiativeofemployeesinfindingandattendingneces-saryprogrammesofprofessionaleducationandtrainingshowsthattheemployeesarehighlyawareoftheneedtoimprovetheirknowledgeandskillswiththeaimoffacilitatingandupdatingtherealizationofworktasks.However,thelackofclearlydefinedsystemofidentificationofneedsfortrainingmayhaveasaconsequence:attendanceofnon-adequate(oruseless)programmes,recurrenceofthesamepersonsatprogrammesofprofessionaleducationandtraining,certainnumberofemployeesnotattendingprogrammesofprofessionaleducationandtraining(becauseofimpossibilityofequalaccesstoinformationonrealizationofspecificprogrammeortheindifferenceofemployees),etc.

Solution:Itisnecessarytoidentifyuniformsystemofidentifyingneedsforfurtherprofessionaleducationandtrainingofemployeesfortheimplementationandmaintenanceofwhichclearlyspecifiedentitiesshouldberesponsible.



- Evaluation of successfulness of additional training and professional education of personnel

InthispartoftheAnalysis,datacompiledshowthattheevaluationofeffectivenessof implementationof furthertrainingandprofessionaleducation ofpersonnel hasbeendoneinasmallpercentageofcases.Incaseswhentheevaluationhasnotbeendone,thereasonsmentionedaremainlythoseofnon-existenceofestablishedevaluationsystemortheanswersobtainedarevague.Incaseswhentheevaluationofeffectivenessofimplementationoffurthertrainingandprofessionaleducationwasdone,ithasbeenmainlytheresultofassessmentofimmediatesuperior,traineroreducator,orpersonnelservice.Themethodologyofevaluationmostfrequentlyinvolvesonly:monitoringtheeffectivenessoftheworkofemployee,interviewwiththeemployeewhohasundergoneadditionaltrainingandbymeansofquestionnaires.

Solution:Oneoftheprerequisitesfortheeffectivefutureplanningofadditionaleducationandtrainingofemployeesistoundertakeapriorevaluationofeffectivenessofprogrammesofadditionaleducationandtrainingimple-mentedpreviously.Resultsoftheevaluationmayhelpsuggestaqualityoftrainingandeducationcompleted,introductionofnewprogrammes,directionsforfurtherplanningofeducation,aswellasthenumberofpersonnelthatshouldundergofurthereducationandtraining.Inthissense,itisnecessarytoidentifyevaluationmethodology,itscontinuity,qualitativeandquantitativecriteriaofevaluation,personinchargefortheevaluation,withclearindicationthattheofferedtrainingisprovidedforunderlegalobligationsoftheemployeeundertakingit.Itisnecessarytoemphasizethatacquiringnewknowledgeandskillsisnolongeranoc-casionalobligationoftheemployeebutmaterialinvestment,whichwouldconsiderablymodifytheperceptionandviewthattherearenomaterialfundsavailableforfurthereducation(factstatedundertheAnalysisasamainproblem).



6.2. COMPLEMENTARY TRAINING NEEDS ANALYSIS FOR TRAINING OF PERSONNEL IN STATE ADMINISTRATION AUTHORITIES (2005 inclusive)

Theaimofconductinganadditionalanalysiswastodeterminetheneedsforadditionalcivilserviceeducationandtrainingrequiredformoreefficientandeffectiveperformanceofso-called“horizontalaffairs”existingintheoperationofallstateadministrationauthorities,i.e.administrativeaffairsthatmustbeperformedbythecivilservants,stateemployeesandthemanagementwhileperformingtheirworkdutiesinaccordancewithadministrativelegislation.Researchwasdoneonrepresentativesampleof(sixandtwelve,respectively)employeesin10�stateadministrationauthorities.

Fortheexaminationastotheneeds,pollingmethodwasused.Question-nairesincludedopen-endedandclose-endedquestionswhichenabledthosepolledtogivestandardizedanswers,butitalsogavetherespond-entspossibilitytoexpressfreelytheiropinion.Dependingonthesizeofastateauthority,questionnairesweredistributedasfollows:�(or6)tothemembersofthemanagement,2(or4)tocivilservants,1(or2)tostateemployees.Accordingly,thedistributionofquestionnairesincludeddifferentlevelsofemployeesinstateauthorities.Thementionedmethodofformulatinganddistributingthequestionnairesubstantiallycontrib-utedtorecordingofdifferentviewsandinterestsofemployees,aswellasqualitativeanalysisininterpretationofdata.

Wemustpointoutherethatoutofthedataproposed,wemayseethatonly67%ofstateauthoritiesansweredtoquestionnairesproposedwhichaffectedconsiderablytheobjectivityoftheanalysisandcommentsontheverydata.

- Horizontal areas of professional education and training of employees

Inthispartoftheanalysisrespondentshavebeenproposedtopics,sys-tematizedinseventhematicunitsrelatedtohorizontalareasofprofessional



educationandtrainingofemployees,tocirclethetopicsrelevantintheiropinion.Also,itwaspossibletocomplementthissectionofthequestion-nairethroughthepossibilityfortherespondentstoaddtopicsoffurthereducationandtrainingwhichtheyconsidertoberelevant.Asforthefre-quencyofoccurrenceofcertainanswers,outof486ofpersonssurveyedin69ofstateadministrationauthorities,thefollowingresultswereobtainedrankingtheanswersbythenumberinwhichtheywerecircled:

1a)withinthethematicunit:Systemic and Legal Affairs of State Au-thorities, topics:

Topic:No. of

answers1 Civil Service Ethics 822 Performance Appraisal in Civil Service 653 New Civil Service System 624 Development of Comparative Analyses of Foreign

Legislation 55

5 Main Concepts and Principles of Montenegrin Con-stitutional and Administrative Legislation

44

6 Work and Communication of Authorities and Parties within General Administrative Procedure

38

7 General Administrative Procedure 378 Ruling upon Appeal in the First and Second In-

stance 31

9 Starting Employment in State Administration Authorities

30

10 Law on the Protector of Human Rights and Freedoms

21

11 Nomotechnique in the Process of Preparation of Laws and Other Legal Instruments

19

12 Inspection Control Procedure 1813 Enforcement of Administrative Acts 1714 Conduct of Administrative Dispute 11



Other:15 Conducting Economic Policy in Market Condi-

tions 1

16 Development of Economic Analyses 117 Cooperation between State Administration Au-

thorities 1

18 Publishing Professional Journals and Publications 1

Suchresultsshowtheexpressedneedsofcivilserviceforthemonitoringofreformactivities,throughbetterlevelofinformationinstateadmin-istration(gettingacquaintedwithnewlegislation)andmodernizationofworkthroughgettingacquaintedwithcomparativesolutionsandacceptanceofgoodpractice,showninparticularbythefirstfourtopicsinthetableabove.

1b)withinthethematicunitManagement in State Administration Authorities,topics:

Topic:No. of

answers1 Planning of Training in State Administration 1212 Strategy of Work Planning in State Administration

Authorities 81

3 Human Resources Management and Develop-ment

48

4 Management of Organizational Units within State Administration

47

5 Negotiations and Negotiation Skills 436 Central Personnel Records 227 Internal Labour Market Records 6

Presenteddataindicatetoaveryexplicitneedofemployeesforfurthertrainingrelatedtotheplanningofprofessionaleducationofemployeesaimedatamoreeffectivedevelopmentofhumanresources.Remarkableinteresthasbeenshownalsoforthetopicsofstrategicworkplanninginstateadministrationauthoritiesandmanagementanddevelopmentofhumanresources.



1c)withinthethematicunitDrafting of Project Proposals in State Administration,topics:

Topic:No. of

answers1 Drafting of Project Proposals in State Administra-

tion 113

2 Planning Financial Costs of Project Implementation 783 Project Management in State Administration 51Other:4 Drafting of Projects relating to Human and Minor-

ity Rights 1

5 Project Implementation and Result Analysis 16 Comparative Impact Analysis 1

Thetableaboveshowsasignificantimportanceoftheneedforacquir-ingknowledgeandskillsrelatedtodraftingofprojectproposalsinstateadministration.

1d)withinthethematicunitFinancial and Budgetary Aspects of Work of State Administration,topics:

Topic:No. of

answers1 State Budget and Execution of the State Budget 159

2Financial and Accounting Affairs in State Administra-tion Authorities

144

3 System of Public Finances and the State Budget 112Other:

4Defining Some Untypical Aspects of Spatial Plan-ning

1

5 Monitoring of International Standards 1

6Possibility of Introducing Commercial Affairs within the Administration for the Development of Services and Financial Assistance to Human Resources

1



ThementioneddatashowthatpersonsemployedinstateauthoritiesareveryinterestedinalltopicsproposedwithinthethematicunitofFinancial and Budgetary Aspects of State Administration Operations.

1e)withinthethematicunitofGeneral and Related Affairs in State Administration,topics:

Topic:No. of

answers1 Role of Information System in State Administration

(e-governance)232

2 Office Management 1733 Public Relations 161Other:4 Civil Service Relations 15 Cooperation with NGOs 1

Datashowthatfurtherprofessionaleducationandtrainingrelatedtothetopicofroleoftheinformationsysteminstateadministrationisevaluatedasverysignificantbythegreatestnumberofrespondents.

1f)withinthethematicunitofCommunication in Administration, topics:

Topic: No. of answers

1 Skills of Communication with Parties 1242 Resolving Conflict Situations 69

3 Business Communication and Protocol for Secre-taries 36

Other:

4 Communication at the relation Superior Officer – Civil Servant and State Employee and vice versa 1

5 Skills of Communication with other Administrative Authorities 1

6 Internal Communication between Administrative Authorities 1



Communicationasabasisoffunctioningisseparatedasatopicthatistobeaccordedspecialattentionandinparticular

• Communicationskillswithparties• Resolvingconflictsituations• Businesscommunicationandprotocolforsecretaries• Ofcourse,areasrelatingtointernal,inter-sectorandexternal

communicationarenolessimportantsothatallareasarein-cluded

1g)withinthethematicunitInternational Cooperation and «European Affairs»,topics:

Topic:No. of

answers

1Preparation for the Accession of RoM to the Euro-pean Union

216

2 EU Legal System and Legislation 166

3Managing Resources Obtained through International Technical Assistance

150

4 European Union 1165 EU Institutions and Decision-making Method 101

- Forms of Additional Functional Education and Training

Thequestionastowhichformsoffurtherfunctionaleducationandtrain-ingwouldbeofthegreatestuseintheperformanceofeverydayworktaskswasansweredbytherespondentsinthefollowingway:

Most effective forms of further functional education and training

1 Seminars 2732 In-Service Training 1723 Study visits for training within institutions outside

RoM 154

4 Workshops 149Total: 748



Seminarsarementionedasthemosteffectivelearningmethod,whichin-dicatestoaneedofacquiringtheoreticalandpracticalknowledgethroughthepossibilityofexchangeofinformationbetweengreaternumbersofattendees,whichisprovidedbysuchformoftraining.

- Foreign Languages

DataobtainedrelatingtothepartofthequestionnaireinconnectionwiththeissuesconcerningtheforeignlanguageswhichareattachedthehighestpriorityandtheirimprovementshowsnotableinterestofemployeesfortheimprovementoftheEnglishlanguageproficiency.

Foreign languages1 English 1262 Italian 493 German 224 French 215 Spanish 96 Russian 27 Greek 2

- Computer Literacy

DatarelatingtoworkonthePCshowsthatthemajorityoftherespond-ents(70%)successfullyuseMicrosoftWordandInternetwhilefurthertrainingisnecessaryinotherprogrammelanguagessuchasPowerPointandExcel.

Conclusion

Withtheaimofcleardeterminationofspecializedknowledgeandad-ditionalskillsatalllevelsofworkpositions,itisnecessarytodoaprioranalysisofexistinglegislationandbylawsthatspecificallydefinegen-eralandspecialconditionsthatapersonmustmeetinordertocoveracertainworkposition.Thescalewiththeobtaineddatamustprescribe



specificallywhichadditionalknowledgeandskillsenableanemployeetoperformhis/herworktasksinawayasfunctionalandasefficientaspossible.Obtainedresultswillindicatenecessaryprogrammesoffurthereducationandtraining.Nextstepwouldrelatetotheinterimevalua-tionofworkofcivilservants,whereaspecialaccentshouldbeplacedonattendingspecificprogrammesnecessaryforacquiringofadditionalknowledgeandskills.

Resultsofdatacompiledrelatingtotheevaluationofperformanceofemployeeswillshowmainsegmentsforthepreparationofaplanofpro-fessionaleducationandtrainingofpersonnelinaspecificstateauthority.Resultingplansofprofessionaleducationandtrainingmaybefromtimetotimesupplementedandupdatedattheendofeachyearforthefollow-ingyear.Thusitispossibletomonitorthechangesthatmayoccurasaresultofoperationorrequestsfortheinnovationinwork.

Asfortheissueoftraineeshipperiod,itisnecessarytoestablishwhetherthereisaprecisemethodologyspecifyingtheexaminationprocedureandcriteriaaccordingtowhichtheknowledgeofthecandidateisevaluated,ortheevaluationofthecandidateisperformedbyfreeassessmentoftheexaminer.Iftheevaluationofthecandidatesisdonebyfreeassessmentoftheexaminer,itisnecessarytospecifytheprocedureandcriteriafortheevaluationofcandidatesandtoacquainttheexaminerswiththat.

Asforthefurthertrainingofemployees, it isnecessaryforthestateauthorities,whenpreparingclearlydefinedplansofeducationandtrain-ingoftheiremployees,toensureequalparticipationofallemployeesintheirfurthertrainingandmasteringofdifferentskills.Itisalsousefulfortheinformationonthetypeoffurthereducationandtrainingthatmaybeofferedandwhicharefunctionalfortheperformanceofcertainjobs,tobeclearandaccessibletoallinterestedpersons(throughspecialbrochure,webpage...).

Itisnecessarytoestablishadequate,continuousandavailableprogrammesofemployeetraining,aswellastoplanpreciselythedynamicsofindividualtrainingaccessibletoeveryonethroughvariousformsofinformation



(websites,brochures...).Atthispoint,itshouldbenotedthatthereisaneedtomakeavailableforthemanagerialstaff,professionaldevelopmentandtrainingprogrammestailoredintermsofsubstanceandtimingac-cordingtotheirspecificworkduties.

Itisnecessarytoreconsiderthepossibilityofequalparticipationofallinstitutionsdealingwiththeprogrammesofprofessionaleducationandtraining(privateinstitutions,NGOs…)increationandimplementationofcivilservicetraining.Inthisway,equalavailabilityofallprogrammesthatmaybeofferedtoemployeesbysuchinstitutionswouldbeprovided.

Thebestwaytocoordinatetheinstitutionsdealingwithprogrammesofprofessionaldevelopmentaswellascompatibilityofsuchprogrammesistoreconsiderthepossibilitiesforestablishmentandorganizationofcentralinstitutiontodealwithsuchmatters.

Itisnecessarytoidentifyauniformmethodologyofconductinganalysesofneedsforthefurthertrainingofcivilservicethatwouldenabledefiningofgoalsoftheeducationandtrainingprogramme,aswellasplanningofthedynamicsofimplementationofanadoptedprogramme.Oneoftheimportantsegmentsisalsothemethodologyandthemodalityofevaluationoftrainingprogrammesthathavebeenimplementedthatmaysuggest:qualityoftraininganddevelopmentcompleted,introductionofnewprogrammes,directionsoffurtherplanningofdevelopment,aswellasthenumberofpersonnelthatshouldundergofurtherdevelop-mentandtraining.

Regardingthehorizontalareasoftraininganddevelopmentofemployees,thereisanindicationoftheneedsofemployeesinstateadministrationauthoritiesforthemonitoringofreformactivities,throughbetterlevelof informationinstateadministration(gettingacquaintedwithnewlegislation)andmodernizationofworkthroughgettingfamiliarwithcomparativesolutionsandacceptanceofgoodpractice.Presenteddatashowaveryexplicitneedofemployeesforfurthertrainingrelatedtotheplanningofprofessionaleducationofemployeesaimedatamoreeffectivedevelopmentofhumanresources.Remarkableinteresthasbeenshownalsoforthetopicssuchas:strategicworkplanninginstateadministra-



tionauthorities;developmentofprojectsinadministration;financialandbudgetaryaspectsofstateadministrationoperation;roleoftheinforma-tionsysteminstateadministration;communicationskillswithpartiesandresolvingconflictsituations;preparingfortheaccessionofRoMtotheEuropeanUnion;EUlegalsystemandlegislation;managingfundsprovidedthroughinternationaltechnicalassistance;EUinstitutionsanddecision-makingmethod;theEnglishlanguageandcomputerliteracy.

CATALOGUE OF SEMINARS FOR TRAINING OF CIVIL SERVANTS

AND STATE EMPLOYEES




CatalogueofSeminarsForTrainingofCivilServantsandStateEmployees

7. CATALOGUE OF SEMINARS AND OTHER FORMS OF TRAINING – THE TRAINING PROGRAMME (BASED ON ANALYSES)

PROGRAMME CONTENTS

7.�. PUBLIC ADMINISTRATION AND NOVELTIES IN THE SYSTEM OF FUNCTIONING OF STATE ADMINISTRATION AUTHORITIES

SYSTEMIC – LEGAL AFFAIRS OF STATE AUTHORITIES

• BasicconceptsandprinciplesinthefieldofconstitutionalandadministrativelegislationofMontenegro

• Generaladministrativeprocedure• Workandcommunicationofstateauthoritiesandpartiesinan

administrativeprocedure• Firstinstanceandsecondinstancedecidinguponappeal• Enforcementofadministrativeacts• Judicialcontroloflegalityofadministrativedecisions–con-

ductinganadministrativedispute• Inspectioncontrolprocedureandrightsandobligationsof

controlledentities• Thenewcivilservicesystem• Enteringserviceinstateadministrationauthorities• Performanceappraisalofpersonnelinstateadministration• TheLawontheProtectorofHumanRightsandFreedoms• CivilServiceCodeofEthicsasanelementofmodernpublic

management• Comparativeanalysesofinternationallegislation• Nomotechniqueintheprocessofdraftinglawsandotherlegal

acts



7.2. MANAGEMENT IN STATE ADMINISTRATION AUTHORITIES

MANAGEMENT IN STATE ADMINISTRATION

• Strategicplanningofworkinstateadministrationauthorities• Planningoftrainingofpersonnelinstateadministration• Negotiationandnegotiationskills• Leadershipandmanagementoforganizationalunitsinstate

administration

HUMAN RESOURCES MANAGEMENT IN STATE AUTHORITIES

• Humanresourcesmanagementanddevelopment• ExecutionoftheHRMfunctionandconductinghumanre-sourcespolicywithinthestateadministration• Centralpersonnelrecord• Internallabourmarketrecord

7.3. DRAFTING OF PROJECT PROPOSALS IN STATE ADMINISTRATION

• Draftingofprojectproposalsinstateadministration• Planningoffinancialrequirementsfortherealizationof

projects/budgeting• Projectmanagementinstateadministration

7.4. FINANCIAL AND BUDGETARY ASPECTS OF THE PUBLIC ADMINISTRATION WORK

• Financial-accountingaffairsinstateadministrationauthori-ties

• Publicfinancingsystemandthestatebudget• Thestatebudgetanditsexecution



7.5. GENERAL AND RELATED TASKS OF STATE ADMINISTRATION AUTHORITIES

• Officemanagement• Publicrelations• Thepurposeoftheinformationsysteminstateadministration

–e-governance

7.6. COMMUNICATION IN STATE ADMINISTRATION

• Conflictresolution• Communicationwithclients/parties• Businesscommunicationandprotocolfortechnicalsecretaries

7.7. INTERNATIONAL COOPERATION AND “EUROPEAN AFFAIRS”

• TheEuropeanUnion• ThelegalsystemandlegalactsoftheEU• Institutionsandmethodofdecision-makingoftheEU• PreparationofaccessionoftheRepublicofMontenegrotothe

EU• Managementofresourcesobtainedthroughinternational

technicalsupport

7.8. OFFICIAL LANGUAGE AT THE WORKPLACE

7.9. FOREIGN LANGUAGES

V TRAINING APPLICATION FORM



INTRODUCTION

TheHumanResourcesManagementAuthorityisanewstateauthorityestablishedinaccordancewithArticle28oftheRegulationonOrganiza-tionandMethodofOperationoftheStateAdministration(“Off.JournalofRoM”,No.54/04).Themainfunctionsofthisstateauthorityare:

• Monitoringofimplementationoflegislationoncivilservantsandstateemployees;

• Issuingopinionsonactsoninternalorganizationandsystemati-zationofstateauthorities;

• Executionofpublicandinternalannouncementsandpublicvacancynotices forfillingvacancies instateauthoritiesandservices;

• Keepingrecordontheinternallabourmarket(numberofperson-nelinthestateadministrationauthorities,vacantposts,availablehumanresources–e.g.acivilservant’stermofofficehasendedands/hehasnotbeenassignedtoanotherworkpostyetetc.)andothertasksfortheneedsofdevelopmentofthismarket;

• KeepingtheCentralPersonnelRecord(personaldataofperson-nelinthestateadministration–age,maritalstatus,educationallevel,currentjobdescription,promotion,rewardsreceivedforefficientperformance,etc.);

• Performanceoftasksrelatedtoreorganizationofthestatead-ministration(cancellationofexistingandestablishmentofnewstateadministrationauthorities);

• Draftingproposalsforappropriatetrainingprogrammesandotherprogrammesfortheprofessionaldevelopmentofcivilservantsandstateemployees;

• Provisionofprofessionalassistancetothegovernmentrelatedtohumanresourcesmanagementissues;

• Assistingstateauthoritiesintheimplementationofhumanre-sourcespolicy,traianinganddevelopmentofhumanresources.



ItisanticipatedthattheHumanResourcesManagementAuthority,ascanbeseenfromitsfunctions,performsthemostimportanttaskswithinthefieldofhumanresourcesmanagementand,assuch,representsthecentralbodyinthenewcivilservicesystem.Thisauthorityisnotonlyresponsibleforthemaintenanceofthissystem,butalsoforthedevelop-mentofthehumanresourcessystemwithinthestateadministration.Itsfunctionextendshorizontallyacrosstheentirestateadministration,andinthesameway,therecurrentflowofinformationfromtheentirestateadministrationistobeconcentratedinthisauthority.Theresultofthisflowwillbethecentralpersonnelrecordwhichwillbekeptbythisauthority,andwhichrepreserntsthebasisfortheinternallabourmarketandserveasaniformationbaseforallproceduresrelatingtothestatusofcivilservantsandstateemployees.

Amongother,aprimaryroleoftheHRMAistoconductdevelopmentalpolicyandestablishhumanresoucrsmanagementpracticeintheentirestateadministration.Inaccordancewiththeaforementioned,thisstateauthoritywillhavealeadingroleindefiningandmeetingtheneedsofcivilservantsintrainingandprofessionaldevelopment.

ThiscataloguerepresentsaresultofjointactivitiesoftheHRMAandthePARiMII4�ProjectTeaminidentifyingthetrainingneedsofcivilservantsandstateemployees,aswellasinpreparingthenecessarytrain-ingprogrammes.

Thefollowingdocumentshavebeenusedatdefiningthetrainingpro-grammes:

- Thefactualanalysis„EducationandTraininginCentralAd-ministration”preparedbythePARiM-144ProjectTeam,with

4� PARiMII–»SupporttoPublicAdministrationReform–CentralGovernment«–asupportprojecttothepublicadministrationreforminMontenegro,whichwasfundedbytheEUandmanagedbytheEuropeanAgencyforReconstructionintheperiodfromSeptember2004untilMarch2006.

44 PARiMI–»PublicAdministrationReforminMontenegro«project,fundedbytheEUandmanagedbytheEuropeanAgencyforReconstructionintheperiodfromJuly2002untilJuly2004



thestatusofthestateadministrationinthisfieldonJuly1st,200�inclusive,and

- Theanalysis“HorizontalAdministrativeFunctionsandTaskswithintheStateAdministrationSystemofMontenegro”,alsopreparedbythePARiMIProjectTeamin2004.

Thefactualanalysis„EducationandTraininginCentralAdministration” hasbeenconductedincooperationwith�4stateauthorities,whichhadbeensubmittedquestionnairesinordertocollecttheinformationneces-saryforthepreparationofatrainingneedsanalysisincivilservice.Basedonthementionedanalyses,thefollowingprioritiesintraininghavebeenidentifiedfordifferentstructures:

• for ministers:planningofworkandstrategicplanning,organiza-tionandoperationoftheadministration,qualityandefficiencyinstateadministrationwork,Europeanaffairsandcomputerliteracy;

• forheadsofstateadministrationauthorities: implementationof legislation, financialmanagement,planningofworkandstrategicplanning,qualityandefficiencyinstateadministrationwork,methodologicalskillsforworkinstateadministrationandcomputerliteracy;

• forotherofficials/functionaries:implementationoflegislation,managementinstateadministration,qualityandefficiencyinstateadministrationworkandcomputerliteracy;

• forsecretaries-generalwithinministries:projectmanagement,humanresourcesmanagement,organizationofthestateadminis-trationwork,qualityandefficiencyinstateadministrationwork,communicationandcomputerskills;

• for deputy heads:implementationoflegislation,budgetman-agement,managementinstateadministration,humanresourcesmanagementandplanningofwork,organizationofthestateadministrationwork,qualityandefficiencyinstateadministra-tionwork,communicationskills,methodologicalskillsforworkinstateadministrationandcomputerliteracy;

• for other managing persons: implementationof legislation,budgetmanagement,financialmanagementandmanagement



instateadministration,HRmanagementandHRplanning,or-ganizationofstateadministrationwork,qualityandefficiencyinstateadministrationwork,communicationskills,methodologicalskillsforworkinstateadministrationandcomputerliteracy;

• for thecategory“permanent employees”instateadministra-tion:implementationoflegislation,decidinginadministrativeprocedure,budgetmanagement,financialmanagement,plan-ningofwork,organizationofthestateadministration,projectmanagement,qualityandefficiency instateadministrationwork,communicationandITforstateadministrationauthori-ties,methodologicalskillsforworkinstateadministrationandcomputerliteracy;

• for thecategory“temporary employees”instateadministration:organizationofthestateadministration,qualityandefficiencyinstateadministrationwork,IT,methodologicalskillsforworkinstateadministrationandcomputerliteracy;

• fortrainees:implementationoflegislationandorganizationofthestateadministration,qualityandefficiencyinstateadministrationwork,IT,methodologicalskillsforworkinstateadministrationandcomputerliteracy.

Theanalysis“HorizontalAdministrative FunctionsandTaskswithintheStateAdministrationSystemofMontenegro”hasbeenpreparedonthebasisofcurrentlegislation.Thisanalysishelpedustoidentifyallthoseadministrativetasks,theso-called“horizontaltasks”,whicharemoreorlesspresentintheworkofallstateadministrationauthorities.Inotherwords,thisanalysisfacilitatedanoverviewofadministrativetasksperformedbycivilservantsorstateemployeesatthesamehierarchicallevelorofthesameprofession,atdischargingtheirregulardutiesinstateadministrationauthoritiesinaccordancewithadministrativelegislation.

Basedontheresultsofthementionedanalyses,theHumanResourcesManagementAuthorityofMontenegrodefinedtheprioritytrainingpro-grammesformanagingpersonsandcivilservantsandstateemployeesfortheyear2006,whicharepresentedinthefollowingcatalogue.



7.1. PUBLIC ADMINISTRATION AND NOVELTIES IN THE SYSTEM OF FUNCTIONING OF STATE AUTHORITIES

SYSTEMIC-LEGAL TASKS OF STATE AUTHORITIES

• BASIC CONCEPTS AND PRINCIPLES IN THE FIELD OF CONSTITUTIONAL AND ADMINISTRATIVE LEGISLATION OF MONTENEGRO

PROGRAMME CODE:Lecturer(s):General objectives: trainingofcivilservantsandstateemployees,whohavenolegalbackground,inbasicprinciplesoftheconstitutionalandadministrativesystemoftheRepublicofMontenegro.Specific objectives:

- UpgradingofknowledgeofcivilservantsandstateemployeesinthebasicprinciplesoftheConstitutionalCharteroftheStateUnionofSerbiaandMontenegro,aswellastheconstitutionalstructureoftheRepublicofMontenegro(constitutionalstructureofthestate;systemofprotectionofhumanrightsandbasicfreedoms;theprincipleofconstitutionalityandlegalityofworkoftheexecutivepowerandthestateadministration;theprincipleofdivisionofpower-relationbe-tweentheParliamentoftheRepublicofMontenegro,theGovernmentoftheRepublicofMontenegroandministriesandadministrativeauthorities);

- Upgradingofknowledgeofcivilservantsandstateemployeesintheconstitutionalpositionoftheexecutivebranchandthestateadmin-istration(constitutionalprinciplesandtheirapplicationintheworkoftheexecutivepowerandthestateadministration);Target group:civilservantsandstateemployees,whohavenolegalbackground,aswellastraineespreparedforworkinstateadminis-trationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• GENERAL ADMINISTRATIVE PROCEDURE

PROGRAMME CODE:Lecturer(s):General objective: upgradingofalreadyacquiredknowledgeofcivilservantsandstateemployeesinthemethodofconductingageneraladministrativeprocedureanddecidinginadministrativematters.Specific objectives:

- Upgradingandextensionofknowledgeofcivilservantsandstateemployeesin:1. basicprinciplesofthegeneraladministrativeprocedure;2. efficientconductingofanadministrativeprocedureuntilthe

finaldecision;�. presentationofevidence;4. constituentpartsofadecision;5. repeatofanadministrativeprocedure/retrial;6. executionofadecision;and7. legalremedies;Target group:civilservantsandstateemployeeswhoapplytheLawonGeneralAdministrativeProcedureinperformingtheirregularduties,aswellastraineespreparedforworkinstateadministrationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• WORK AND COMMUNICATION OF STATE AUTHORITIES AND PARTIES IN A GENERAL ADMINISTRATIVE PROCEDURE

PROGRAMME CODE:Lecturer(s):General objective: Informingonandupgradingofexistingknowl-edgeofcivilservantsandstateemployeesonthenoveltiesinthemethodofcommunicationbetweenstateauthoritiesandpartiesinadministrativeprocedures.Specific objectives:

- Upgradeandbroadentheknowledgeofcivilservantsandstateem-ployeesin:1. rightsandobligationsofparties inanadministrativeproce-

dure;2. rulesonthereceptionofpetitionssubmittedbypartiestostate

authorities;�. rulesonthedeliveryofdocumentstopartiesandspecificcases

ofdelivery;- informcivilservantsandstateemployeeson:

1. rulesonsummoningofparties,2. drawingupofrecords,�. proceedingontheoccasionofreviewingofdocumentsand

notificationofpartiesonthecourseoftheprocedure;4. consequencesoferrorsinthedeliveryofdocumentstoaparty;5. rulesonthemaintenanceoforderintheworkofstateauthori-

ties.Target group: civilservantsandstateemployeeswhohavedirectcontactwithparties toaprocedure inperformingtheirregularworkactivities,andwhoapplytheLawonGeneralAdministrativeProcedure,aswellastraineesbeingpreparedforworkinstatead-ministrationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• FIRST INSTANCE AND SECOND INSTANCE DECIDING UPON APPEAL

PROGRAMME CODE:Lecturer(s):General objective: Informingonandupgradingexistingknowledgeofcivilservantsonnoveltiesinthefirstinstanceandsecondinstancedecidinguponappealsinadministrativeprocedures.Specific objectives:

- confirmandupgradetheknowledgeofcivilservantson:1. legalremediesinanadministrativeprocedure,2. competenciesofauthoritiesindecidingonappeals,�. deadlinesandreasonsfordisputingthedecisiononanappeal

aswellasonthecontentsofappeals;4. theproceedingoffirstinstanceauthoritiesuponappeals;5. theproceedingofsecondinstanceauthoritiesuponappeals;6. rulesofproceedinginthecaseofrepeatofanadministrative

procedure;Target group: Civilservantsandstateemployeeswho,inperformingtheirwork,proceedaccordingtotheLawonGeneralAdministrativeProcedure,aswellastraineespreparedfoworkinstateadministra-tionauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• ENFORCEMENT OF ADMINISTRATIVE ACTS

PROGRAMME CODE:Lecturer(s):General objective: Informingonandupgradingexistingknowledgeofcivilservantsonnoveltiesintheexecutionofadministrativeacts.Specific objectives:

- confirmandupgradetheknowledgeofcivilservantson:1. enforceabilityofadministrativeacts;2. rulesonthereceptionofpetitionssubmittedbypartiestostate

authorities;



�. rulesondeliveryofdocumentstopartiesandspecificcasesofdelivery;

- informcivilservantsandstateemployeeson:1. consequencesoferrorsinthedeliveryofdocumentstoaparty/

client;2. rulesonsummoningparties,�. drawinguprecordsontheproceedingontheoccasionofre-

viewingdocumentsandnotificationofpartiesonthecourseoftheprocedure;

4. rulesonthemaintenanceoforderintheworkofastateauthorityTarget group:Civilservantsandstateemployeeswho,inperformingtheirdailywork,areindirectcontactwithclientsandwhoproceedaccordingtotheLawonGeneralAdministrativeProcedure,aswellastraineesbeingpreparedforworkinstateadministrationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• JUDICIAL CONTROL OF THE LEGALITY OF ADMINISTRATIVE DECISIONS – CONDUCTING AN ADMINISTRATIVE DISPUTE

PROGRAMME CODE:Lecturer(s):General objective: Informingonandupgradingexistingknowledgeofcivilservantsandstateemployeesonnoveltiesintheconductingofanadministrativedispute.Specific objectives:

- confirmandupgradetheknowledgeofcivilservantsandstateem-ployeeson:1. judicialcontroloverthelegalityofadministrativedecisions;2. thesystemofjudicialprotectionwithinanadministrativedis-

puteandthecompetencyofcourts;�. theprocedureofconductinganadministrativedisputeandle-

galremediesintheframeworkofanadministrativedispute;4. theprocedureofexecutionofcourtdecisions;



Target group: Civilservantswhodecideinsecondinstanceadminis-trativeprocedure,aswellastraineesbeingpreparedforworkinstateadministrativeauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• INSPECTION CONTROL PROCEDURE AND RIGHTS AND OBLIGATIONS OF THE CONTROLLED ENTITIES

PROGRAMME CODE:Lecturer(s):General objective: Informingonandupgradingexistingknowledgeofcivilservantsandstateemployeesonnoveltiesinthefieldofinspec-tioncontrolandrightsandobligationsofcontrolledentities.Specific objectives:

- confirmandupgradetheknowledgeofcivilservantsandstateem-ployeeson:1. principlesof inspectioncontrolandtasks,duties,authorities

andresponsibilitiesofinspectors;2. theprocedureofconductinginspectioncontrolaswellasspe-

cificactionspertainingtotheinspectioncontrolprocedure;�. theprocedureofexecutionofinspectioncontrol;

Target group: Civil servants who decide in second instance administrative procedure, as well as trainees being prepared for work in state administrative authorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• NEW CIVIL SERVICE SYSTEM

PROGRAMME CODE:Lecturer(s):General objective: InformcivilservantsandstateemployeesontheimplementationofthenewcivilservicesysteminMontenegro.Specific objectives:

- informcivilservantsandstateemployeeson:1. newprinciplesofthecivilservicesystemtheirrights,dutiesand

responsibilities;2. proceduresforenteringservice,aswellasrequirementsstipu-

latedformanagingpositions,howtoacquirecivilservants’andstateemployees’titles;

�. reassignmentprocedure;4. appraisal,promotion,establishmentofcapability,conditions

forterminationofemployment;Target group: Civilservantsandstateemployees,aswellastraineesbeingpreparedforworkinstateadministrationauthorities;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• ENTERING SERVICE IN STATE ADMINISTRATION

AUTHORITIES

PROGRAMME CODE:Lecturer(s):General objective: Informcivilservantsandstateemployeesontherequirementsandprocedureforenteringserviceinstateadministra-tionauthorities.Specific objectives:

- informcivilservantsandstateemployeeson:1. requirementsforenteringemploymentinstateauthorities;2. proceduresoftheinternalannouncement,publicannounce-

ment,publicvacancyannouncement;�. procedureofpreliminaryqualificationassessmentofcandi-



datesforworkinstateadministrationauthorities;4. procedureofconclusionoftheemploymentcontractandele-

mentsofthecontract;Target group: Civilservantsandstateemployees,aswellastraineesbeingpreparedforworkinstateadministrationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• PERFORMANCE APPRAISAL OF PERSONNEL IN STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):General objective: Informcivilservantsandstateemployeesontheconditionsandproceduresofperformanceappraisal instateadministration.Specific objectives:

- informcivilservantsandstateemployeeson:1. rulesandproceduresofperformanceappraisal;2. conditionsforpromotiontohighertitles,periodofpromotion

andevaluationmarkessentialforpromotion;�. procedureofpromotiontohighersalarygradesandacknowl-

edgments;4. procedureofestablishmentofcapabilityfortheperformanceof

tasks,aswellasofterminationofemployment/serviceonthegroundsofincapability;

5. workof theAppealsCommissionproceedinguponappealagainstadecisiononrightsanddutiesarisingfromworkandbasedonwork;

Target group: Civilservantsandstateemployees,aswellastraineesbeingpreparedforworkinstateadministration.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• THE LAW ON THE PROTECTOR OF HUMAN RIGHTS AND FREEDOMS

PROGRAMME CODE:Lecturer(s):General objective: InformcivilservantsandstateemployeesonthefunctionandcompetencesoftheProtectorofHumanRightsandFreedoms.Specific objectives:

- informcivilservantsandstateemployeeson:1. theroleoftheProtectorofHumanRightsandFreedomsand

basicprinciplesanddomainsofhisactivity;2. competenciesoftheProtectorandhisspecialauthoritiesina

judicialprocedure;�. theparticipationoftheProtectorinlegislativeactivities,his

opinionsonproceduresbeforestateauthorities;4. obligationofstateauthoritiestoactupontheProtector’srequest

andtheirobligationtocooperate;Target group: Civilservantsandstateemployees,aswellastraineesbeingpreparedforworkinstateadministrationDuration:Period of realization:Expenses of the programme per participant:Annotation:

• CIVIL SERVICE CODE OF ETHICS AS AN ELEMENT OF MODERN PUBLIC MANAGEMENT

PROGRAMME CODE:Lecturer(s):General objective: Informcivilservantsandstateemployeesonthecivilservicecodeofethicsasanimportantelementofmodernpublicmanagement.Specific objectives:

- informcivilservantsandstateemployeeswiththecodeofconductofcivilservantsandstateemployeesatwork–theCodeofEthicsofCivilServantsandStateEmployees



Target group: AllstateadministrationpersonnelDuration:Period of realization:Expenses of the programme per participant:Annotation:

• EXECUTION OF COMPARATIVE ANALYSES OF INTERNATIONAL LEGISLATION

PROGRAMME CODE:Lecturer(s):General objective: Informcivilservantsandstateemployeesonmethodsandtechniquesofconductingcomparativeanalysesofinternationallegislation.Specific objectives:

- informcivilservantsandstateemployeesonthemethodology,activi-ties,processesandinstrumentsofconductinganalysesofinternationallegislation;Target group:Civilservantsandstateemployeesworkingondraftinglawsandsecondarylegislation.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• NOMOTECHNIQUE IN THE PROCESS OF DRAFTING LAWS AND OTHER LEGAL ACTS

PROGRAMME CODE:Lecturer(s):General objective: Informcivilservantsandstateemployeesonthemethodsandtechniquesofdraftinglegislation.Specific objectives:

- informcivilservantsandstateemployeeson:1. principlesofdraftinglegislation(principleofclarity,quality

andquantityofstyleofalegalregulation;principleofrelation-



shipbetweenlinguisticexpressionsandlogicalmeaningofalegalregulation;principleofcomprehensivenessofcontentofalegalregulation);

2. linguisticandstylisticexpressionoflegalregulations;�. logicalexpressionoflegalregulations;4. politicalexpressionoflegalregulations;5. draftingofthefinaltextofalegalregulation;6. formofthelegaltext.Target group:Civilservantsandstateemployeesworkingondraftinglawsandsecondarylegislation.Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.2. MANAGEMENT IN STATE ADMINISTRATION AUTHORITIES

MANAGEMENT IN STATE ADMINISTRATION

• STRATEGIC PLANNING OF WORK IN STATE ADMINISTRATION AUTHORITIES

PROGRAMME CODE:Lecturer(s):General objective: acquaintmanagingpersonswithmethodsandtechniquesofstrategicplanning.Specific objectives:

- informcivilservantsandstateemployeeson:1. typesofplanninginstateadministration;2. purposeoforganizationinstateadministrationandmethodof

definitionofshort-termandlong-termobjectives;�. preparationsforstrategicplanninganddevelopmentofastrate-

gicplanofanadministrativeorganization;



4. methodofallocationofresourcesandmechanismsforrealiza-tionofobjectivesfromthestrategicplan;

5. techniquesofdefinitionofshort-termandlong-termactionplans;

6. mobilizationoffunds;7. basicprinciplesandapproachesindecision-making;8. definitionofmechanismsformeasuringachievedresultsand

objectives;9. disbursementplanningmechanisms-budgeting;Target group: managingpersonsinstateadministrationauthoritiesDuration:Period of realization:Expenses of the programme per participant:Annotation:

• PLANNING OF TRAINING OF PERSONNEL IN STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):General objective: acquaintcivilservants,stateemployeesandmanag-ingpersonnelwithmethodsandtechniquesofplanningoftrainingofpersonnelinstateadministration.Specific objectives:

- informcivilservantsandstateemployeeson:1. methodsoftrainingneedsassessment;2. planningoftraining;�. mechanismsforsecuringcontinuousprofessionaltraining,4. methodsofassessmentofneedsforadditionalfunctionaltraining;5. mechanismsofimpactassessmentofpersonneltrainingonef-

fectivenessandefficiencyintheiradministrativework;Target group: managingpersonnel,civilservantsandstateemployeesDuration:Period of realization:Expenses of the programme per participant:Annotation:



• NEGOTIATIONS AND NEGOTIATION SKILLS

PROGRAMME CODE:Lecturer(s):General objective: acquaintmanagingpersonswithmethodsandtechniquesofnegotiationsandnegotiationskills.Specific objectives:

- Betterunderstandingofmanagingpersonsof:1. thenegotiationprocess2. methodsandtechniquesofpreparationfornegotiations;�. strategicthinking;4. thesignificanceofspaceandotherconditionsforconducting

negotiations;5. conductingthenegotiationprocess;6. mechanismsforachievementofthebestsolutionofanegotia-

tion;Target group: managingpersonsinstateadministrationauthori-tiesDuration:Period of realization:Expenses of the programme per participant:Annotation:

• MANAGEMENT OF ORGANIZATIONAL UNITS IN STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):General objective: acquaintingwithcontemporarymethodsandtechniquesofmanagementoforganizationalunits.Specific objectives:

- Betterunderstandingofcontemporarymethodsandtechniquesof:1. managementandrepresentationofstateadministrationau-

thorities;2. managementanddirectingofworkofcivilservantsandstate

employees;



�. managementofworkofinternalorganizationalunitsofstateadministrationauthorities–assistancetotheministeri.e.su-periorinmanagingofanadministrativeauthority(principlesofmanagement,methodsofmanagement,managementstylesetc.);

4. leadingofsessionsandmeetingswithinministriesandadmin-istrativeauthoritiesandatthelevelofinter-ministerialworkinggroups(applicationofpresentationtechniquesandrhetoric);

5. coordinationofworkbetweenorganizationalunitsofminis-triesandadministrativeauthorities;

6. coordinationofworkwithotherstateadministrationauthori-ties;

Duration:Period of realization:Expenses of the programme per participant:Annotation:

2 b. HUMAN RESOURCES MANAGEMENT IN STATE ADMINISTRATION AUTHORITIES

• HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT (HRM and HRD)

PROGRAMME CODE:Lecturer(s):General objective: upgradetheunderstandingoftheprocessofHRMandHRD.Specific objectives:

- Betterunderstandingof:1. theprocessofpreparationoforganizationalmeasuresistate

administrationauthorities;2. techniquesofdevelopmentofrecruitmentplansinstateadmin-

istration;�. methodofperformanceappraisalofpersonnelinstateadmin-

istration;



4. executionoftheprocedureforevaluationofconditionsforpro-motionofpersonnelinstateadministration;

5. executionofrationalizationofpersonnel;6. developmentofawrittenanalysisof thescopeof thework

spherefromtheaspectofneedsinpersonnel;Target group: managingpersons,civilservantsandstateemploy-eesworkinginadministrativeunitsinchargeofhumanresourcespolicy;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• PERFORMANCE OF THE HRM FUNCTION AND CONDUCTING HRM POLICY IN THE STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):General objective: upgradetheunderstandingofthefunctionsandmethodsofconductinghumanresourcespolicyinstateadministra-tionauthorities.Specific objectives:

- Betterunderstandingof:1. managementofcivilservicerelationships;2. theprocessofdevelopmentofawrittenanalysisofthescopeof

theworkspherefromtheaspectofneedsinpersonnel;�. theprocedureofconcludingemploymentcontractswithinstate

administration;4. theprocedureoftransferofpersonnelwithinthestateadminis-

trationauthorities;5. issuinginformationonneedsinpersonnel;6. keepingpersonnelrecords;7. thepaymentsystemwithinstateadministration;8. classificationofworkpostsintotariffgroupsandsalarygrades;Target group: managingpersons,civilservantsandstateemployees



workinginadministrativeunitsinchargeofhumanresourcespolicyandgeneralaffairs;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• CENTRAL PERSONNEL RECORD

PROGRAMME CODE:Lecturer(s):General objective: upgradetheunderstandingofthefunctionsandmethodsofkeepingtheCentralPersonnelRecordwithintheHumanResourcesManagementAuthority.Specific objectives:

- Betterunderstandingof:1. keepingpersonnelrecords;2. issuinginformationonneedsinpersonnel;�. utilizationofdatafromtheCentralPersonnelRecord;Target group: managingpersons,civilservantsandstateemploy-eesworkinginadministrativeunitsinchargeofhumanresourcespolicy;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• INTERNAL LABOUR MARKET RECORD

PROGRAMME CODE:Lecturer(s):General objective: upgradetheunderstandingofthefunctionsandmethodsofkeepingtheInternalLabourMarketRecordwithintheHumanResourcesManagementAuthority.Specific objectives:

- Betterunderstandingof:



1. keepingtheinternallabourmarketrecord;2. issuinginformationessentialforupdatingtherecord;�. utilizationofdatafromtheInternalLabourMarketRecord;Target group: managingpersons,civilservantsandstateemploy-eesworkinginadministrativeunitsinchargeofhumanresourcespolicy;Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.3. DRAFTING AND IMPLEMENTATION OF PROJECT PROPOSALS IN STATE ADMINISTRATION

• DRAFTING OF PROJECT PROPOSALS IN STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):

General objective: acquaintwithandupgradeknowledgeonmethodsandtechniquesofdraftingprojectproposals instateadministration.Specific objectives:

- Acquainttheparticipantswith:1. methodsofdefinitionofprojectelements;2. organizationofthestructureofprojectproposals;�. criteriaforassessmentofeffectivenessofprojects;4. proceduresandmethodsofapplicationforinternationaldona-

tions;5. planningofthefinancialframeworkfortherealizationofthe

projectobjectives;6. projectmanagementtechniques;Target group: managingpersons,civilservantsandstateemployeesworkinginadministrativeunitsinchargeofprojectdesign;Duration:



Period of realization:Expenses of the programme per participant:Annotation:

• PLANNING OF FINANCIAL REQUIREMENTS FOR THE REALIZATION OF PROJECTS/BUDGETING

PROGRAMME CODE:Lecturer(s):General objective: acquaintwithandupgradeknowledgeonplanningofthebudgetfortheimplementationofprojectsinstateadministra-tion.Specific objectives:

- Acquainttheparticipantswith:1. methodsofdefinitionofeconomicaspectsofprojectsinstate

administration;2. projectplanning;�. conductingprojectbenefitanalyses;4. typesofexpenditureswithinaproject;5. projectbudgetplanning;6. analysisoffinancialeffectivenessofimplementationofaproj-

ect;Target group: civilservantsandstateemployeesworkinginadmin-istrativeunitsinchargeofprojectdesignandfinancialanalyses;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• PROJECT MANAGEMENT IN STATE ADMINISTRATION

PROGRAMME CODE:Lecturer(s):General objective: acquaintwithandupgradetheoreticalknowledgeonprojectmanagementmethods.Specific objectives:



- Acquainttheparticipantswith:1. basicconceptsoftheprojectstructure;2. projectimplementationphases;�. projectmanagement;Target group: managingpersons,civilservantsandstateemployeesworkinginadministrativeunitsinchargeofprojectdesign;Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.4. FINANCIAL AND BUDGETARY ASPECTS OF THE OPERATION OF STATE ADMINISTRATION

• FINANCIAL – ACCOUNTING TASKS IN STATE ADMINISTRATION AUTHORITIES

PROGRAMME CODE:Lecturer(s):General objective: Upgradeknowledgeonperformanceoffinancial-accountingtasksinstateadministrationauthorities.Specific objectives:

- Upgradeknowledgerelatingto:1. keepingprescribedanduniformrecords,2. determinationofannualwriting-offratesofmaterialandnon-

materialinvestments,�. distributionofannualwriting-offrates,4. writingofffinancialinvestments,5. permanentwritingoffofshort-termobligations,6. definitionofinterestratesanddifferencesintheexchangerate

inrelationtocollectedreceivablesandsettledobligations.Target group: civilservantsandstateemployeesworkinginadmin-istrativeunitsinchargeoffinancialandaccountingtaskswithinastateauthority;Duration:



Period of realization:Expenses of the programme per participant:Annotation:

• PUBLIC FINANCES SYSTEM AND THE STATE BUDGET

PROGRAMME CODE:Lecturer(s):General objective: Upgradeknowledgeonthepublicfinancessystemandthestatebudget.Specific objectives:

- Upgradeknowledgerelatingto:1. publicfinances,2. thestatebudget,�. draftingofproposalsforbudgetdisbursements,4. interimfinancingperiod,5. principleofpurposeorientedpublicexpenditures,6. applicationofthebasicanalyticalapparatus.Target group: civilservantsandstateemployeesworkinginadmin-istrativeunitsinchargeoffinancialandaccountingtaskswithinastateauthority;Duration:Period of realization:Expenses of the programme per participant:Annotation:

• THE STATE BUDGET AND ITS EXECUTION

PROGRAMME CODE:Lecturer(s):General objective: upgradeknowledgeonthepublicfinancessystemandthestatebudget.Specific objectives:

- Upgradeknowledgerelatingto:1.statebudget,2.executionofthestatebudget,



�.applicationmethodsofthestatebudgetrevenues,4.methodsoffinancingthesalariesofstateadministrationperson-nel,5.methodsofopeningandclosingofaccountsofbudgetbeneficiar-ies,6.proceduresofpaymentfromthestatebudget,7.preparationofdocumentationandobtainingtheapprovalfromtheMinistryofFinanceforpaymentsfromthestatebudget,8.auditandinspectioncontrolofbudgetbeneficiaries.Target group: civilservantsandstateemployeesworkinginadmin-istrativeunitsinchargeoffinancialandaccountingtaskswithinastateauthorityaswellastrainees;Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.5. GENERAL AND RELATED TASKS IN STATE ADMINISTRATION

• OFFICE MANAGEMENT

PROGRAMME CODE:Lecturer(s):General objective: developknowledgeofstateemployeesinofficemanagementinstateadministrationauthorities.Specific objectives:

- Developknowledgerelatingto:• proceduresinofficework;• receiptofdocumentsandrequests,summoningpartiestoan

administrativeprocedure;• classificationofmaterialsandadministrativematterswithin

ministriesandadministrativeauthorities;• organizationofthearchiveanddocumentation;



• keepingrecordsanddeliveryofmail;• archivingofdocumentation;Target group: stateemployeesandpersonsresponsibleforarchivingdocumentation,aswellastraineesbeingpreparedforworkinstateadministrationauthorities.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• PUBLIC RELATIONS

PROGRAMME CODE:Lecturer(s):General objective: upgradingknowledgeandskillsinpubicrelationactivities.Specific objectives:

- upgradeknowledgeandskillsrelatingto:1. publicappearances,2. conductingapresentation,�. preparationofpressconferencesandofficialannouncements,4. informingthegeneralpublicontheworkofastateadministra-

tionauthority,5. organizationandexecutionofmediacampaigns,promotionof

activitiesofadministrativeauthorities,6. archivingofmaterial.Target group: managingpersonsandcivilservants inchargeofpublicrelations;Duration:Period of realization:Expenses of the programme per participant:Annotation:



• THE PURPOSE OF THE INFORMATION SYSTEM IN STATE ADMINISTRATION – E-GOVERNANCE

PROGRAMME CODE:Lecturer(s):General objective: acquaintwithandupgradeknowledgeontheroleandpurposeoftheinformationsysteminstateadministration,theso-callede-governance.Specific objectives:

- acquaintcivilservantsandstateemployeeswith:1. ITterminologyinstateadministration,2. creationofanITsystemforstateauthorities;�. theimportanceofthedevelopmentofanITsystemwiththe

aimofsupportingthedecisionmakingprocess:a. businesssystemsandtheirenvironments,b. contemporaryadministrativeterms,c. roleofinformationinthemanagementprocess,d. ITsupportinthemanagementprocess.

4. electronicdataprocessing,5. validityoftheelectronicsignature.Target group: Managingpersonnel,civilservantsandstateemploy-ees;Duration:Period of realization:Expenses of the programme per participant:Annotation:



7.6. COMMUNICATION IN STATE ADMINISTRATION

• RESOLUTION OF CONFLICT SITUATIONS

PROGRAMME CODE:Lecturer(s):General objective: upgradeofcivilservants’andstateemployees’skillsinresolvingconflictsituationsandcommunicationtechniquesthatenabletheresolutionofsuchsituations.Specific objectives:

- informcivilservantsandstateemployeeson:1. typesofconflictsituations,2. reasonsforoccurrenceofconflictsituations;�. importanceandmethodofcommunicationinconflictsitua-

tions,4. techniquesandmethodsofproductiveresolutionofconflicts;Target group: Managingpersonnel,civilservantsandstateemploy-ees.Duration:Period of realization:Expenses of the programme per participant:Annotation:thisprogrammeisparticularlyrecommendedtoperson-nelinstateauthoritieswhoseregularworkinvolvesdirectcontactwithclients/parties.

• SKILLS IN COMMUNICATION WITH CLIENTS

PROGRAMME CODE:Lecturer(s):General objective: upgradecivilservants’andstateemployees’skillsincommunicatingwithclients/parties.Specific objectives:

- informcivilservantsandstateemployeeson:1. communicationstyles,2. significanceofnon-verbalcommunication,�. adjustmentofcommunicationtodifferentstyles,



4. howtoshowtheclient/partythatweareinterestedinhis/herissue,

5. whatisfeedbackinformationandhowtoobtainit,6. skillsinposingquestions,7. skillsinconductinginterviewsandmeetings,8. skillsinpublicappearances.Target group: Civilservantsandstateemployees.Duration:Period of realization:Expenses of the programme per participant:Annotation:thisprogrammeisparticularlyrecommendedtoperson-nelinstateauthoritieswhoseregularworkinvolvesdirectcontactwithclients/parties.

• OFFICIAL COMMUNICATION AND PROTOCOL FOR TECHNICAL SECRETARIES

PROGRAMME CODE:Lecturer(s):General objective: upgradetechnicalsecretaries’skillsincommunica-tionwithclients/partiesandmethodofmanagingtheprotocol.Specific objectives:

- Acquaintwith:1. elementsofbusinesscommunication,2. rulesofverbal,writtenandtelephonecommunication,�. partiesincommunicationandhowtocommunicatewithde-

mandingclients/parties,4. howtopolitelyexpresscriticismandhowtoovercomeunpleas-

antcommunication,5. overcomingofconflictsincommunicationwithclients/parties,6. receptionofclients/parties,7. elementsofbusinessprotocol,8. basicrulesofEuropeanetiquette,9. preparationofmeetings.Target group: Technicalsecretariesinstateadministrationauthori-ties.



Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.7. INTERNATIONAL COOPERATION AND THE SO-CALLED “EUROPEAN AFFAIRS”

• THE EUROPEAN UNION

PROGRAMME CODE:Lecturer(s):General objective: upgradetheoreticalknowledgeofcivilservantsandstateemployeesontheEUanditsfunctioning.Specific objectives:

- AcquaintwiththefunctioningandoperationoftheEU,bypresent-ing:1. theoriginsoftheEU,2. theconceptandsignificanceoftheEUintegrationprocess,�. EUlegislation,4. institutionsoftheEU,5. variousassistanceprogrammesof theEU to themember

states,6. variousassistanceprogrammesoftheEUtocountriesprepar-

ingforEUaccession,7. policiesoftheEU,8. EUenlargement.Target group: Managingpersonnel,civilservantsandstateemploy-ees.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• THE LEGAL SYSTEM AND LEGAL ACTS OF THE EU

PROGRAMME CODE:Lecturer(s):General objective: upgradeknowledgeofmanagingpersonnel,civilservantsandstateemployeesonthelegalsystemandlegalactsoftheEU.Specific objectives:

- Acquaintwith:1. thelegalsystemoftheEU,2. basicprinciplesoftheConstitutionoftheEU,�. harmonizationofnationallegislationwithEUstandards,4. unificationofEUlaw;Target group: Civilservantsandstateemployees.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• INSTITUTIONS AND METHOD OF DECISION MAKING OF THE EUROPEAN UNION

PROGRAMME CODE:Lecturer(s):General objective: upgradeknowledgeofcivilservantsandstateemployeesonEUinstitutions,theirfunctioningandmethodsofdecision-making.Specific objectives:

- Acquaintwiththefunctioningandoperationaswellascooperationamongthefollowinginstitutions:1. Europeanparliaments,2. CounciloftheEU,�. EUcommissions,4. EuropeanCourtofJustice,5. EuropeanFinancialCourt,6. EuropeanOmbudsman,



7. EuropeanCouncil,8. EconomicandSocialCouncil,9. EuropeanCentralBank,10. RegionalCommitteeTarget group: Managingpersonnel,civilservantsandstateemployees.Duration:Period of realization:Expenses of the programme per participant:Annotation:

• PREPARATION OF ACCESSION OF MONTENEGRO TO THE EU

PROGRAMME CODE:Lecturer(s):General objective: upgradeofcivilservants’andstateemployees’knowledgeonactivitiesessentialforthepreparationofaccessionofMontenegrototheEU.Specific objectives:

- Acquaintwith:1. activitiesessentialforpreparationofaccessionofMontenegro

totheEU,2. processofnegotiationsandpreparationoflegalactsessential

foraccession,�. legalsystemanditsharmonizationtoEUlegislation,4. organizationalpreparations,5. consequencesofEUaccession.Target group: Managingpersonnel,civilservantsandstateemploy-ees.Duration:Period of realization:Expenses of the programme per participant:Annotation:



• LEADERSHIP AND MANAGEMENT OF RESOURCES OBTAINED THROUGH INTERNATIONAL TECHNICAL SUPPORT

PROGRAMME CODE:Lecturer(s):General objective: upgradingofknowledgeofmanagingpersonnel,civilservantsandstateemployeesonmethodsofmanagementoffundsobtainedthroughinternationaltechnicalsupport.Specific objectives:

- Informingon:1. internationaltechnicalsupportprogrammes,2. proceduresandconditionsforapprovalofinternationaltechni-

calsupport,�. proceduresofmanagementofinternationaltechnicalsupport;Target group: Managingpersonnel,civilservantsandstateemploy-ees.Duration:Period of realization:Expenses of the programme per participant:Annotation:

7.8. OFFICIAL LANGUAGE AT THE WORKPLACE

7.9. FOREIGN LANGUAGES



V TRAINING APPLICATION FORM

APPLICATION FOR PARTICIPATION IN A TRAINING PROGRAMME

PROGRAMME:___________________________________________________

CODE:_______________ PERIOD OF REALIZATION: _____________________Name and family name of the ap-plicant:

Contact details:

Tel.: _________________________________Address: __________________________________________________________________

E-mail: _______________________________

Školska sprema: SE UNI Postgrad PhD

Current position: managing person civil servant state employee

Administrative authority: Seat of the administrative authority:

Tel.: _________________________________Address: __________________________________________________________________

E-mail: _______________________________

Expenses of the training will be borne by: applicant personally administrative authority other (sponsor/donor): ____________________________________________ (title of institution)

Coctact person: ____________________Address: __________________________Tel/fax: ____________________________E-pošta: ___________________________

We hereby confirm that the training programme is of importance for efficient and effective performance of tasks in the administrative authority.

Place__________________date______________

______________________________ ______________________________

signature of the applicant signature of the superior(stamp)

ANNEXES


ANNEXES


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ecre

tary

-ge

nera

l of a

n au

thor

ity

b.2 de

puty

he

ad

b.3 m

anag

er

of an

orga

n.

unit

c.1 pe

rma-

nent

c.2

tem

po-

rary

1. do

ctor

ate

2. po

stgra

duat

e deg

ree

3. sp

ecial

izatio

n

4. un

iversi

ty de

gree

5. h

ighe

r edu

catio

n (2

year

s)6.

seco

ndar

y edu

catio

n

7. se

cond

ary v

ocat

ional

edu-

catio

n (q

ualif

ied

– hi

ghly

quali

fied w

orke

r)8.

ele

men

tary

ed

u-

catio

n9.

oth

er

10. T

OTA

L


ANNEXES

2.

How

man

y em

plo

yees

do

not

mee

t th

e st

ipul

ated

requ

irem

ents

for

the

pos

t th

ey c

over

acc

ordi

ng to

the

act

on

inte

rnal

org

aniz

atio

n an

d sy

stem

atiz

atio

n?

Educ

ation

al le

vel

a) m

anag

ing p

erso

nsb)

perso

nnel

c) TO

TAL

a.1 se

creta

ry-

gene

ral o

f an

auth

ority

a.2 de

puty

hea

da.3

man

ager

of

an or

gan.

unit

b.1 pe

rman

ent

b.2 te

mpo

rary

1 doc

tora

te

2 pos

tgra

duat

e deg

ree

3 spe

cializ

atio

n

4 uni

versi

ty de

gree

5 hig

her e

duca

tion

(2

year

s)6 s

econ

dary

educ

atio

n

7 sec

onda

ry vo

catio

nal

educ

atio

n (q

ualifi

ed –

hig

hly q

uali-

fied w

orke

r)8 e

lemen

tary

educ

atio

n

9 oth

er

10 TO

TAL


ANNEXES

1.

How

man

y em

ploy

ees a

re c

urre

ntly

taki

ng e

duca

tion

in o

rder

to a

chie

ve a

hig

her e

duca

tiona

l lev

el, t

he e

duca

tion

bei

ng a

ssoc

iate

d w

ith th

e re

quire

men

ts o

f the

ir w

ork

pos

t whi

le a

) the

adm

inis

trat

ive

auth

orit

y ha

s co

nclu

ded

wit

h th

e em

plo

yee

a co

ntra

ct o

n fin

anci

ng t

he e

duca

tion

(+

); b

) th

e ad

min

. aut

hori

ty h

as n

ot c

oncl

uded

a

cont

ract

on

finan

cing

the

educ

atio

n w

ith th

e em

plo

yee(

–)?

Educ

ation

al le

vel

a)offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) TO

TAL

a.1 m

inist

er

a.2

head

of a

state

auth

or-

ity

a.3 o

ther

b.1 se

creta

ry-

gene

ral o

f an

auth

ority

b.2 de

puty

he

ad

b.3

man

ager

of

an or

gan.

un

it

c.1 pe

rma-

nent

c.2te

mpo

rary

0 co

ntra

ct+

–+

–+

–+

–+

–+

–+

–+

–+

–1 d

octo

rate

2 pos

tgra

duat

e deg

ree

3 spe

cializ

atio

n

4 uni

versi

ty de

gree

5 hig

her e

duca

tion

(2

year

s)6 s

econ

dary

educ

atio

n

7 sec

onda

ry vo

catio

nal

educ

atio

n (q

ualifi

ed –

hig

hly q

uali-

fied w

orke

r)8 e

lemen

tary

educ

atio

n

9 oth

er

10 TO

TAL


ANNEXES

5

How

man

y em

ploy

ees a

re c

urre

ntly

taki

ng e

duca

tion

in o

rder

to a

chie

ve a

hig

her e

duca

tiona

l lev

el o

n th

eir o

wn

initi

ativ

e (t

he e

duca

tion

is n

ot a

ssoc

iate

d w

ith th

e re

quire

men

ts o

f the

wor

k p

ost)

whi

le: a

) the

adm

inis

trat

ive

auth

orit

y ha

s co

nclu

ded

with

the

emp

loye

e a

cont

ract

on

finan

cing

the

educ

atio

n (+

); b

) the

adm

in. a

utho

rity

has

not c

oncl

uded

a c

ontr

act o

n fin

anci

ng th

e ed

ucat

ion

with

the

emp

loye

e(–)

?

Educ

ation

al le

vel

a)of

ficial

s/fun

ction

aries

b)

man

aging

per

sons

c)pe

rson

nel

d) TO

TAL

a.1 m

inist

era.2

hea

d of

a sta

te

auth

ority

a.3 ot

her

b.1 se

creta

ry-

gene

ral o

f a

state

auth

ority

b.2 de

puty

he

ad

b.3 m

anag

er of

an

8org

. uni

t

c.1 pe

rma-

nent

c.2 te

mpo

-ra

ry

0 Co

ntra

ct+

–+

–+

–+

–+

–+

–+

–+

–+

–1 d

octo

rate

2 pos

tgra

duat

e deg

ree

3 spe

cializ

atio

n

4 uni

versi

ty de

gree

5 hig

her e

duca

tion

(2

year

s)6 s

econ

dary

educ

atio

n

7 sec

onda

ry vo

catio

nal

educ

atio

n (q

ualifi

ed –

hi

ghly

quali

fied w

orke

r)8 e

lemen

tary

educ

atio

n

9 oth

er

10 TO

TAL


ANNEXES

5 Is

ther

e a

curr

icul

um fo

r add

ition

al tr

aini

ng in

the

stat

e au

thor

ity

whi

ch c

oncl

uded

a c

ontr

act o

n fin

anci

ng th

e tr

aini

ng fo

r the

per

sonn

el?

1

- YES

2 -

NO

6.

If th

e an

swer

to q

uest

ion

No.

5 is

NO

, ple

ase

stat

e w

hy th

ere

is n

o tr

aini

ng c

urric

ulum

?

YES

NO

a) th

ere i

s no n

eed

12

b) th

e aut

horit

y has

no r

esou

rces t

o fina

nce t

he ed

ucat

ion

of th

e per

sonn

el 1

2

c)oth

er1

2

Exte

nsio

n of

the

trai

ning

per

iod

for t

rain

ees

7.

Wha

t is

the

num

ber

of t

rain

ees

who

se t

rain

ing

per

iod

had

bee

n ex

tend

ed in

the

per

iod

bet

wee

n Ja

nuar

y 1,

20

00 a

nd D

ecem

ber

31,

200

2 in

acc

orda

nce

with

the

law

, and

how

man

y tr

aine

es p

asse

d th

e p

rofe

ssio

nal e

xam

in

the

first

att

emp

t?

Educ

ation

al le

vel

a) nu

mbe

r of a

ll tra

inee

sb)

num

ber o

f tra

inee

s with

exte

nded

tra

inin

g per

iod

c) nu

mbe

r of t

rain

ees w

ho pa

ssed

the

prof

essio

nal e

xam

in th

e first

atte

mpt

1 u

nive

rsity

degr

ee

2 hig

her e

duca

tion

(2 ye

ars)

3 sec

onda

ry ed

ucat

ion

4 sec

onda

ry vo

catio

nal e

duca

tion

(qua

lified

- hi

ghly

quali

fied)

5 oth

er

6 TO

TAL


ANNEXES

B.2

Ad

dit

ion

al q

ual

ifica

tio

n o

f per

son

nel

1.

How

man

y em

plo

yees

hav

e p

asse

d a

pro

fess

iona

l exa

m a

nd w

hich

typ

e of

exa

m?

Type

of pr

ofes

siona

l ex

am

a) offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) tr

aine

ese)

TOTA

La.1

m

inist

er

a.2 h

ead

of a

state

au

thor

ity

a.3 ot

her o

f-fic

ial

b.1 se

creta

ry-

gene

ral o

f a

state

auth

ority

b. 2 d

eput

y he

ad

b.3 m

anag

er

of an

org.

un

it

c.1 pe

rma-

nent

c.2 te

mpo

-ra

ry

1 jud

icial

exam

2 pro

fess

iona

l exa

m

for w

ork i

n sta

te ad

-m

inist

ratio

n3 o

ther

4 TO

TAL

2.

How

man

y em

ploy

ees h

ave

not y

et p

asse

d th

e pr

ofes

sion

al e

xam

stip

ulat

ed a

s a c

ondi

tion

for w

ork

on a

spec

ific

wor

k p

ost,

and

whi

ch ty

pe

of e

xam

?

Type

of pr

ofes

siona

l ex

am

a) offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) tr

aine

ese)

TOTA

La.1

m

inist

era.2

hea

d of a

sta

te au

thor

itya.3

othe

r offi

cial

b.1 se

creta

ry-

gene

ral o

f a

state

auth

ority

b.2 de

puty

he

ad

b.3 m

anag

er

of an

org.

un

it

c.1

perm

a-ne

nt

c.2 te

mpo

-ra

ry

1 jud

icial

exam

2 pro

fess

iona

l exa

m

for w

ork i

n sta

te

adm

inist

ratio

n3 o

ther

4 TO

TAL


ANNEXES

3.

Whi

ch a

re th

e ar

eas

in w

hich

per

sonn

el o

f the

sta

te a

utho

rity

was

add

ition

ally

trai

ned

in th

e p

erio

d fr

om Ja

nu-

ary

1, 2

000

to D

ecem

ber

31,

200

2?

desc

riptio

n of t

he tr

aini

ng ar

eaa)

officia

ls/fu

nctio

narie

sb)

man

agin

g per

sons

c) pe

rsonn

eld)

tra

inee

se)

TO

TAL

a.1

min

ister

a.2 h

ead o

f a

state

auth

ority

a.3 ot

her

officia

lb.1

secre

tary

-gen

eral

of a

state

auth

ority

b.2 de

puty

he

adb.3

man

ager

of

an or

g. un

itc.1

perm

a-ne

ntc.2

tem

-po

rary

A. H

ORIZ

ONTA

L TRA

ININ

G AR

EAS

1 Dra

fting

of le

gisla

tion

2 Dec

idin

g in

adm

inist

rativ

e pro

cedu

re3 B

udge

t man

agem

ent

4 Fin

ancia

l man

agem

ent

5 Pro

ject m

anag

emen

t6 M

anag

emen

t in

state

adm

inist

ratio

n7 H

uman

reso

urce

s man

agem

ent

8 Plan

ning

of w

ork a

nd st

rate

gic p

lanni

ng9

Orga

niza

tion

and

oper

atio

n of

the

state

ad

min

istra

tion

10 Q

ualit

y and

efficie

ncy

11 Co

mm

unica

tion

skill

s12

IT in

adm

in. a

utho

rities

13 Eu

rope

an aff

airs

14 M

etho

dolo

gica

l skil

ls15

Com

pute

r lite

racy

B. FO

REIG

N LA

NGUA

GES

16 En

glish

17 G

erm

an

18 Fr

ench

19 It

alian

20 Sp

anish

21 R

ussia

n22

TOTA

L


ANNEXES

4.

Whi

ch tr

aini

ng a

reas

and

sub

ject

s ar

e m

ost i

mp

orta

nt fo

r effi

cien

t and

eff

ectiv

e op

erat

ion

of s

tate

aut

horit

ies

and

thei

r per

sonn

el?

Train

ing c

onte

nts

a) offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) tr

ain-

ees

a.1 m

inist

era.2

hea

d of a

sta

te au

thor

itya.3

othe

r offi

cial

b.1 se

creta

ry-g

ener

al of

a sta

te au

thor

ityb.2

depu

ty

head

b.3 m

anag

er

of an

org.

unit

c.1 pe

rman

ent

c.2 te

mpo

-ra

ryA.

HOR

IZON

TAL

TRAI

NING

ARE

ASDr

aftin

g of l

egisl

atio

n De

cidin

g in

adm

inist

rativ

e pr

oced

ure

Budg

et m

anag

emen

tFin

ancia

l man

agem

ent

Proj

ect m

anag

emen

tM

anag

emen

t in

stat

e ad

-m

inist

ratio

nHu

man

reso

urce

s man

age-

men

tPl

anni

ng o

f wor

k and

stra

-te

gic p

lanni

ngOr

gani

zatio

n and

oper

atio

n of

the s

tate

adm

inist

ratio

nQu

ality

and e

fficie

ncy

Com

mun

icatio

n sk

ills

IT in

adm

in. a

utho

rities

Euro

pean

affair

sM

etho

dolo

gica

l skil

lsCo

mpu

ter l

itera

cyB.

FOR

EIGN

LAN

GUAG

ESEn

glish

1616

1616

1616

1616

16Ge

rman

1717

1717

1717

1717

17Fr

ench

1818

1818

1818

1818

18Ita

lian

1919

1919

199

1919

19 Sp

anish

2020

2020

2020

2020

20 R

ussia

n21

2121

2121

2121

2121


ANNEXES

Res

ourc

es a

lloca

ted

for e

duca

tion

and

trai

ning

of p

erso

nnel

5.

Wha

t is

the

amou

nt o

f de

fact

o al

loca

ted

reso

urce

s an

d ne

cess

ary

reso

urce

s in

tend

ed fo

r edu

catio

n an

d tr

ain-

ing

of p

erso

nnel

in th

e st

ate

auth

orit

y?

Avai

labl

e res

ource

s

a) offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) tr

ain-

ees

e) TO

TAL

(in E

UR)

a.1

min

ister

a.2 h

ead o

f a

state

auth

ority

a.3 ot

her

officia

l

b.1 se

creta

ry-

gene

ral o

f a

state

auth

ority

b.2 de

puty

he

adb.3

man

ager

of

an or

g. un

itc.1

per-

man

ent

c.2 te

m-

pora

ry

A. SP

ENT I

N 20

02

1 edu

catio

n

2 tra

inin

g

3 TO

GETH

ERB.

PLA

NNED

FOR

2003

1 edu

catio

n

2 tra

inin

g

3 TO

GETH

ERC.

DE F

ACTO

NEE

DS FO

R 20

03

1 edu

catio

n

2 tra

inin

g

3 TOT

AL


ANNEXES

6.

Whi

ch p

erm

anen

t ci

vil s

ervi

ce t

rain

ing

inst

itutio

ns i.

e. o

rgan

izat

ions

per

form

tra

inin

g fo

r p

erso

nnel

and

for

whi

ch c

ateg

ory

of e

mp

loye

es a

re th

eir s

ervi

ces

mos

t fre

quen

tly

used

?

orga

niza

tion

a) offi

cials/

func

tiona

ries

b) m

anag

ing p

erso

nsc)

perso

nnel

d) tr

aine

esa.1

m

inist

era.2

hea

d of a

sta

te au

thor

itya.3

othe

r offi

cial

b.1 se

creta

ry-

gene

ral o

f a st

ate

auth

ority

b.2 de

puty

he

adb.3

man

ager

of

an or

g. un

itc.1

per-

man

ent

c.2 te

m-

pora

ry

The s

tate

auth

ority

’s ow

n tra

inin

g uni

t In

tern

atio

nal o

rgan

iza-

tions

Facu

lty of

Law

Facu

lty of

Econ

omy

Othe

r sch

ool, i

.e. or

gani

-za

tion

priva

te or

gani

zatio

n

othe

r


ANNEXES

B.3 The current system of personnel training

Planning of training

1. How do you plan the training for personnel in the state authority?

Planning method: YES NOa. Do you plan the personnel training? 1 2b. Do you have a medium-term (3 - 5 yrs.) personnel training plan? 1 2c. Do you have a short-term (annual) draft personnel training plan? 1 2d. Do you have a responsible person in charge (permanently or predominantly) of only personnel training?

1 2

e. Is the training of personnel and their development planned by the heads of the internal organizational units?

1 2

f. Is the training of personnel and their development planned centrally in the personnel (or other) department of the state authority?

1 2

Personnel Training Needs Assessment

2. Do you systematically or regularly perform needs assessment for training of personnel?

1 YES → 4. question 2 NO → 3. question

3. Why is training needs assessment not performed?

There is no need 1There are no resources available 2other 3


ANNEXES

4. How do you assess the training needs of your personnel?Method of personnel training needs assessment: YES NOa. By means of a regular annual questionnaire filled by all employees 1 2b. The managers of internal organizational units collect data from employees who desire to attend additional training

1 2

c. The managers of internal organizational units determine which employees need additional training

1 2

d. Employees suggest the form and contents of additional training 1 2e. The personnel department proposes to the managers of internal organizational units different possibilities of training of the personnel in their units

1 2

f. The training needs analysis is performed by external organizations specialized for it 1 2

5. Is there a catalogue of necessary knowledge and skills required for the performance of tasks of different work posts for different groups of em-ployees, in the state authority if yes, for which?

1. 1 YES → 6. question. 2 NO → 7. question

6. For which work posts exists a catalogue of necessary knowledge and skills?

YES NOManaging persons 1 2Highest categories of civil servants 1 2For all personnel 1 2

7. a) Why does such a catalogue not exist?

Not necessary 1other 2

b) Other reason for the non-existence of the catalogue?___________________________________________________________________________________________________________________


ANNEXES

Evaluation of effectiveness of performed additional training of personnel

8. Does the state authority have a system for evaluation of effectiveness of performed additional training of personnel?

1 YES → 10. question 2 NO→ 9. question

9. a) Why does such a system not exist?

Not necessary 1other 2

b) Other reason for the non-existence of the above mentioned system? _____________________________________________________________

__________________________________________________________

10. Who is in charge of monitoring and determination of effectiveness of personnel training?

a) Options:Managing person 1Employee him/herself 2Employee’s colleagues 3Personnel department 4clients 5Training provider 6No one 7other 8

11. How do you determine the effectiveness of the personnel training?

a)Options:By means of a questionnaire after completion of the personnel training 1By means of verbal information of the superior by his/her personnel after completion of the training 2By means of monitoring of the employee’s subsequent effectiveness on duty 3By means of reports on the completed training by the employee 4

The employee verbally informs his/her colleagues on the novelties relating to the training 5It is not determined at all 6


ANNEXES

12. Which are the criteria by means of which you determine the effectiveness of personnel training?

a) Options: YES

Quantitative criteria (number of resolved matters, appeals, complaints, errors etc.) 1

Qualitative criteria (clients’ satisfaction, increased scope of functional knowledge, performance of more complex tasks etc.)

2

Passed exam or other type of test 3

There are no criteria 4

13. Do you undertake any measures in the case you ascertain that the train-ing has not been effective?

1 YES →13a)2 NO →14

13. a) Please state the measures you undertake? ______________________________________________________

14. How do you use the acquired knowledge?

YES NO

a) lectures/training for the other employees within the state authority 1 2

b) preparation of special written information for the other employees within the state authority 1 2

15. Are there any other ways in which you utilize the acquired knowledge?______________________________________________________________

16. For how long are employees having attended additional training obligated to stay in the state authority after completion of the training programme?

YES NOa) period equivalent to the duration of the training programme 1 2b) twice the period of duration of the training programme 1 2c) other 1 2d) there are no such obligations, as they are not included in the training contracts 1 2

Please, kindly convey us your opinions, proposals and suggestions on these issues! We will consider them with due attention and include them in the final solutions, if possible.


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Date post:	13-Feb-2017
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Civil Service Training System in Montenegro

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