ADMINISTRATION AGREEMENT BETWEEN THE EUROPEAN COMMISSION ON BEHALF OF THE EUROPEAN UNION AND THE INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPMENT CONCERNING PART II EUROPE 2020 PROGRAMMATIC SINGLE-DONOR TRUST FUND Trust Fund No. TF073493 EC Contract No. REFORM/GA2020/007 ROMANIA STRENGTHENING THE ADMINISTRATIVE CAPACITY OF THE CIVIL SERVICE AGENCY (P174143) 20RO04 Output 1.2 Technical input to the proposed NACS Development Strategy 2020-2027 March 2023 Project carried out with funding by the European Union in cooperation with the European Commission’s DG REFORM DISCLAIMER This document was produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union. This work is a product of the staff of The World Bank. 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Attribution—Please cite the work as follows: “World Bank. 2023. Technical input to the proposed NACS Development Strategy 2020-2027. © World Bank.” All queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: pubrights@worldbank.org. 2 This report has been delivered in March 2023 within the Strengthening the administrative capacity of the civil service agency Trust-Funded Advice Services and Analytics (ASA), under the conditions set in the Umbrella Administration Agreement between the European Commission and the World Bank, Contract No REFORM/ GA2020/007. This report represents Output 1.2. Technical input to the proposed NACS Development Strategy 2020-2027 and is the result of Activity 1.2.1. Developing technical input for NACS Development Strategy 2020-2027 and Activity 1.2.2. Organizing two consultations with NACS and other key stakeholders, performed under the aforementioned Administration Agreement. 3 Acknowledgments Output 1.2 - Technical input to the proposed NACS Development Strategy 2020-2027 is a part of the project “Strengthening the administrative capacity of the Civil Service Agency”, financed by the European Commission (EC) through DG REFORM and implemented with the support of the World Bank (WB). The report has been prepared by a team of World Bank experts led by Anita Sobjak (Task Team Leader, Public Sector Specialist) and Holly Burduja (Co-Task Team Leader, Senior Public Sector Specialist) and comprised of Răzvan Voinescu (Senior Public Sector Management Specialist, Lead Author) and Delia Rodrigo (Senior Public Sector Management Expert), with valuable inputs from Robin Van Kippersluis (Senior Public Sector Specialist), Ciprian Ciobanu (Legal Expert), Casandra Bischoff (Change Management Expert), Zuzana Vargova (Public Sector Expert), Mircea Tulea (Public Sector Expert), Dimitrie Miheș (Public Sector Specialist), Magdalena Popescu (Communication Expert), Monica Jitariuc (Senior Communication Expert) and Marius Merlușcă (Human Resources Expert). The team also benefited from operational support provided by Cristian Popa (Team Assistant), Ana Maria Tomescu (Team Assistant), and from thoughtful peer review comments from Zahid Hasnain (Lead Governance Specialist), Shiho Nagaki (Senior Public Sector Specialist) and Dragoș Dinu (Senior Public Sector and Strategy Expert). The team would like to thank Fabian Seiderer (Practice Manager, Governance Global Practice, Europe and Central Asia), Anna Akhalkatsi (Country Manager), Alberto Leyton (Lead Governance Specialist and Cluster Lead, Governance Global Practice, Europe and Central Asia), the Governance ECA Operations Team, and the Romania Portfolio Team for their overall advice, guidance, and support throughout the development of this report. The team would like to express its gratitude to government officials of the National Agency for Civil Servants for their constructive collaboration, in particular Felix Cozma (President, NACS), Lavinia Niculescu (Secretary General, NACS), Petronela Iacob (Director, NACS), and Carmen Bode (Public Manager, NACS). 4 Table of Contents Acknowledgments 3 List of figures 7 List of table 8 Acronyms 11 Executive Summary 14 1. Introduction 19 1.1. Project background 19 1.2. Purpose, scope, target audience, and structure of the report 19 2. Methodological approach to the development of NACS IDS 22 2.1. NACS IDS methodology 22 2.2. NACS IDS methodological objectives and principles 22 2.3. NACS IDS proposed planning and implementing logic and structure 23 2.4. Analyzing NACS IDS institutional profile and internal and external environment 25 2.5. Defining NACS IDS mandate, mission, vision, and values 26 2.6. Defining NACS IDS functional areas, Strategic Objectives, and intervention options 28 2.7. Developing NACS IDS Programs, Measures, and Activities 32 2.8. Developing the NACS IDS Action Plan 33 2.9. Developing NACS IDS monitoring and evaluation framework and indicators 33 3. Internal and external factors influencing NACS IDS 35 3.1. NACS resources 37 3.2. External and internal environment analysis: challenges and opportunities 40 3.3. Public Administration HRM reform areas and objectives 44 4. Building blocks of the NACS IDS 49 4.1. NACS’ new mandate, mission, vision, and values 50 4.2. Functional Areas, Strategic Objectives, Programs, Measures, and Activities/ projects 53 4.2.1. Functional Area 1: Formulation of policies and regulations 54 4.2.2. Functional Area 2: Monitoring legal and regulatory compliance 61 4.2.3. Functional Area 3: Competency management 67 4.2.4. Functional Area 4: Recruitment services 76 4.2.5. Functional Area 5: HRM function in the public administration 85 5 4.2.6. Functional Area 6: NACS’ internal transformation 88 5. Implementation arrangements, monitoring and evaluation, and change management 109 6. An enhanced accountability approach to NACS IDS implementation: improving NACS reporting function 114 6.1. Overview of the reporting responsibilities of NACS 114 6.2. Recommendations regarding the annual activity report of NACS 124 Annex 1. Results of the assessment of intervention options for NACS IDS, by all stakeholders and NACS 128 Annex 2 NACS IDS Action plan 135 Annex 3.1. NACS IDS budget by Strategic Objectives, Programs, and Measures for the period 2022- 2027 156 Annex 3.2. NACS IDS budget by Strategic Objective for the period 2022-2027 159 Annex 3.3. NACS IDS budget by Program for the period 2022-2027 160 Annex 4.1 NACS IDS indicators (all) 161 Annex 4.2. NACS IDS outcome indicators (associated to programs) 179 Annex 4.3. NACS IDS output indicators (associated to Measures) 182 Annex 5. NACS IDS development, implementing, monitoring, revision, and evaluation requirements 192 Annex 6. Template for the annual activity report of NACS 201 Annex 7. NACS team involved in NACS IDS co-design 203 6 List of figures Figure 1. What are the objectives of the methodological approach to NACS IDS? .......................... 22 Figure 2. What are the underlying principles of the proposed methodological approach to NACS IDS?.................................................................................................................................................... 23 Figure 3. What are the proposed NACS IDS architecture and the corresponding development and implementation logics? ..................................................................................................................... 24 Figure 4. What has been the methodological approach to the analysis of NACS IDS institutional profile and internal and external environment? ............................................................................... 26 Figure 5. What has been the methodological approach to the development of NACS’ new mandate, mission, vision, and values? .............................................................................................. 27 Figure 6. What are the six functional areas or pillars of NACS IDS? ................................................. 28 Figure 7. What are the underlying principles of the proposed methodological approach to the development of NACS’ Strategic Objectives? ................................................................................... 29 Figure 8. What is the SAF (Suitability, Acceptability, Feasibility) framework? ................................. 30 Figure 9. What are the seven steps to implement a results-based management system? .............. 34 Figure 10. What are NACS’ tangible resources? ............................................................................... 38 Figure 11. What are NACS’ intangible resources? ............................................................................ 39 Figure 12. What defines NACS’ organizational culture? ................................................................... 40 Figure 13. What is the strategic framework of HRM reforms in Romania? ...................................... 45 Figure 14. What are NACS IDS building blocks? ................................................................................ 49 Figure 15. What is NACS’ new mandate? .......................................................................................... 50 Figure 16. What is ’NACS’ new mission? ........................................................................................... 50 Figure 17. What is NACS’ new vision? ............................................................................................... 51 Figure 18. What are NACS’ values? ................................................................................................... 52 Figure 19. Impact and results of Strategic Objective 1.1 .................................................................. 55 Figure 20. Impacts and results of Strategic Objective 2.1. ................................................................ 61 Figure 21. Impacts and results of Strategic Objective 3.1 ................................................................. 68 Figure 22. Impacts and results of Strategic Objective 3.2 ................................................................. 71 Figure 23. Impacts and results of Strategic Objective 4.1 ................................................................. 77 Figure 24. Impacts and results of Strategic Objective 4.2 ................................................................. 81 Figure 25. Impacts and results of Strategic Objective 5.1 ................................................................. 85 Figure 26. Impacts and results of Strategic Objective 6.1 ................................................................. 89 Figure 27. Impacts and results of Strategic Objective 6.2. .............................................................. 100 Figure 28. Public administration/civil service HRM reform milestones according to Romania’s NRRP ......................................................................................................................................................... 111 Figure 29 Potential structure of the NACS IDS Management Group .............................................. 192 Figure 30 NACS IDS cycle ................................................................................................................. 195 Figure 31 Recommendations on the development of a dashboard for monitoring the implementation of the NACS IDS .................................................................................................... 197 Figure 32 Structure of the NACS IDS monitoring and interim/final evaluation report ................... 199 7 List of tables Table 1. What were the preferred institutional development options for NACS, by functional area (all participating stakeholders vs. representatives of NACS)? .......................................................... 31 Table 2. What features should indicators (and corresponding targets) have? ................................. 34 Table 3. What types of indicators can be developed for strategic monitoring and evaluation purposes and what do they mean? ................................................................................................... 35 Table 4. What are the Political, Economic, Social, Technological, Legal and Environmental factors impacting NACS and the HRM reforms? ........................................................................................... 41 Table 5. What are the Strengths, Weaknesses, Opportunities, and Threats impacting NACS and the HRM reforms? ................................................................................................................................... 43 Table 6. What are the main HRM reforms envisaged for Romania’s public administration (civil service)? ............................................................................................................................................ 44 Table 7. Strategic Objective 1: Funding breakdown per budgetary Program ................................... 55 Table 8. Strategic Objective 1.1: Program 1.1.1. Outcome Indicators .............................................. 57 Table 9. Strategic Objective 1: Measures of Program 1.1.1 .............................................................. 57 Table 10. Summary of Program 1.1.1 and connected Measures, including Output indicators ........ 58 Table 11. Strategic Objective 1.1: Program 1.1.2. Outcome Indicators ............................................ 59 Table 12. Strategic Objective 1: Measures of Program 1.1.1 ............................................................ 60 Table 13. Summary of Program 1.1.2 and connected Measures, including Output indicators ........ 60 Table 14. Strategic Objective 2.1: Funding breakdown per budgetary Program .............................. 62 Table 15. Strategic Objective 2.1: Program 2.1.1. Outcome Indicators ............................................ 63 Table 16. Strategic Objective 2.1: Measures of Program 2.1.1 ......................................................... 64 Table 17. Summary of Program 2.1.1 and connected Measures, including Output indicators ........ 64 Table 18. Strategic Objective 2.1: Program 2.1.2. Outcome Indicators ............................................ 66 Table 19. Strategic Objective 2.1: Measures of Program 2.1.2. ........................................................ 66 Table 20. Program 2.1.2 and connected Measures, including Output indicators ............................ 67 Table 21. Strategic Objective 3.1: Funding breakdown per budgetary Program .............................. 68 Table 22. Strategic Objective 3.1: Program 3.1.1. Outcome Indicators ............................................ 69 Table 23. Strategic Objective 3.1: Measure of Program 3.1.1 .......................................................... 70 Table 24. Summary of Program 3.1.1 and connected Measures, including Output indicators ........ 70 Table 25. Strategic Objective 3.2: Funding breakdown per budgetary Program .............................. 71 Table 26. Strategic Objective 3.2: Program 3.2.1. Outcome Indicators ............................................ 72 Table 27. Strategic Objective 3.2.: Measures of Program 3.2.1. ....................................................... 73 Table 28. Program 3.2.1. and connected Measures, including Output indicators ........................... 73 Table 29. Strategic Objective 3.2: Program 3.2.2. Outcome Indicators ............................................ 75 Table 30. Strategic Objective 3.2: Measures of Program 3.2.2 ......................................................... 75 Table 31. Program 3.2.2 and connected Measures, including Output indicators ............................ 76 Table 32. Strategic Objective 4.1.: Funding breakdown per budgetary Program ............................. 78 Table 33. Strategic Objective 4.1: Program 4.1.1. Outcome Indicators ............................................ 79 Table 34. Strategic Objective 4.1.: Measures of Program 4.1.1. ....................................................... 80 Table 35. Summary of Program 4.1.1. and connected Measures, including Output indicators ....... 80 Table 36. Strategic Objective 4.2.: Funding breakdown per budgetary Program ............................. 81 Table 37. Strategic Objective 4.2.: Program 4.2.1. Outcome Indicators ........................................... 83 8 Table 38. Strategic Objective 4.2.: Measures of Program 4.2.1. ....................................................... 83 Table 39. Program 4.2.1. and connected Measures, including Output indicators ........................... 84 Table 40. Strategic Objective 5.1.: Funding breakdown per budgetary Program ............................. 85 Table 41. Strategic Objective 5.1: Program 5.1.1. Outcome Indicators ............................................ 86 Table 42. Strategic Objective 5.1.: Measures of Program 5.1.1. ....................................................... 87 Table 43. Summary of Program 5.1.1 and connected Measures, including Output indicators ........ 87 Table 44. Strategic Objective 6.1.: Funding breakdown per budgetary Program ............................. 89 Table 45. Strategic Objective 6.1.: Program 6.1.1. Outcome Indicators ........................................... 90 Table 46. Strategic Objective 6.1.: Measures of Program 6.1.1. ....................................................... 91 Table 47. Summary of Program 6.1.1. and connected Measures, including Output indicators ....... 92 Table 48. Strategic Objective 6.1.: Program 6.1.2. Outcome Indicators ........................................... 93 Table 49. Strategic Objective 6.1.: Measures of Program 6.1.2. ....................................................... 94 Table 50. Program 6.1.2. and connected Measures, including Output Indicators ........................... 95 Table 51. Strategic Objective6.1.: Program 6.1.3. Outcome Indicators ............................................ 97 Table 52. Strategic Objective 6.1.: Measures of Program 6.1.3. ....................................................... 97 Table 53. Summary of Program 6.1.3. and connected Measures, including Output Indicators ....... 98 Table 54. Strategic Objective 6.2.: Funding breakdown per budgetary Program ........................... 101 Table 55. Strategic Objective 6.2.: Program 6.2.1. Outcome Indicators ......................................... 102 Table 56. Strategic Objective 6.2.: Measures of Program 6.2.1. ..................................................... 102 Table 57. Summary of Program 6.2.1. and connected Measures, including Output Indicators ..... 102 Table 58. Strategic Objective 6.2.: Program 6.2.2. Outcome Indicators ......................................... 104 Table 59. Strategic Objective 6.2.: Measures of Program 6.2.2. ..................................................... 104 Table 60. Program 6.2.2. and connected Measures, including Output Indicators ......................... 105 Table 61. Strategic Objective 6.2.: Program 6.2.3. Outcome Indicators ......................................... 106 Table 62. Strategic Objective 6.2.: Measures of Program 6.2.3. ..................................................... 107 Table 63. Summary of Program 6.2.3. and connected Measures, including Output Indicators ..... 107 Table 64. General reporting responsibilities of NACS – content and deadlines ............................. 116 Table 65. Specific reporting responsibilities of NACS – content and deadlines.............................. 121 Table 66. Participants in the assessment exercise by institution and function .............................. 129 Table 67. Weights associated with the criteria, according to the perceived importance to achieve the objectives .................................................................................................................................. 130 Table 68. Direction of the impact for each criterion ....................................................................... 131 Table 69. Assessment of options per functional area by all participants ....................................... 131 Table 70. Weighted performance of the options with direct of impact in Functional Area 1 ........ 132 Table 71. Comparison of all options, with their possible pairs, against all criteria in Functional Area 1 ....................................................................................................................................................... 132 Table 72. Outranking matrix of all possible options in Functional Area 1 ...................................... 132 Table 73. Final ranking of all combinations among the options in Functional Area 1 .................... 132 Table 74. Assessment of options per functional area by NACS ...................................................... 133 Table 75. Weighted performance of the options with direct of impact in Functional Area 1 ........ 133 Table 76. Comparison of all options, with their possible pairs, against all criteria in Functional Area 1 ....................................................................................................................................................... 133 Table 77. Outranking matrix of all possible options in Functional Area 1 ...................................... 134 Table 78. Final ranking of all combinations among the options in Functional Area 1 .................... 134 9 Table 79. NACS IDS FAs, SOs, Programs, Measures, Milestones, Calendar, and Responsibilities .. 135 Table 80. The NACS IDS budget by Strategic Objectives, Programs and Measures ........................ 156 Table 81. The NACS budget by Strategic Objectives ....................................................................... 159 Table 82. The NACS budget by Program ......................................................................................... 160 Table 83. NACS IDS outcome and output indicators ....................................................................... 161 Table 84. NACS IDS outcome indicators .......................................................................................... 179 Table 85. NACS IDS output indicators ............................................................................................. 182 Table 86. NACS Annual Activity Report outline............................................................................... 201 10 Acronyms ADR Authority for the Digitalization of Romania CACCS Authorization department for specific competencies frameworks CAPat Administrative and Assets Department CAPI Public Internal Audit Department CAPub Procurement Department CEFP Ethics in Public Office Department CFC Financial Accounting Department CFD Training and Development Department CIC Classified Information Department CMC Quality Management Department CMP Public Managers Department CP President's office CPBCN National Competition Promotion and Branding Department CRAE Registry and Electronic Archives Department CRU Human Resources Department CSAI Infrastructure Support and Management CVP Office of the Vice-President DCN National Competition Directorate DGJ Directorate-General for Legal Affairs DGMFPRSP Directorate-General for Civil Service Management and Public Service Reform DGPA Directorate for the Management of Administrative Procedures DJRA Legal, Regulatory and Authorization Directorate DMEIL Directorate for Monitoring and Evaluation of Legal Compliance DPFEPP Directorate for Externally Financed Programs and Public Policies DRCI Directorate for Resources and Institutional Capacity DTITD Information Technology and Digital Transformation Directorate EC European Commission E-NACS Platform that will support NACS in fulfilling its mandate and institutional tasks i.e., the management of civil servants at central, territorial, local level (data, information, supporting documents) for all processes related to the career path. public authorities and institutions will report data and upload supporting documents related to the career path of civil servants in order to ensure the NACS’ record keeping, management and issuance of documents, in line with its institutional role FY Fiscal Year GoR Government of Romania GSG General Secretariat of the Government HR Human Resources HRD Human Resources Directorate HRM Human Resources Management ICT Information and Communications Technology IDS Institution Development Strategy 11 IMCSM Internal/Management Control System IMCSMMC Internal/Management Control System Monitoring Committee ISP Institutional Strategic Plan IT Information Technologies KPI Key Performance Indicators LI Labor Inspection MCA Multi-Criteria Analysis MDPWA Ministry of Development, Public Works and Administration MEIP Ministry of European Investments and Projects MLSS Ministry of Labor and Social Solidarity MoE Ministry of Education MoF Ministry of Finance MoJ Ministry of Justice MRID Ministry of Research, Innovation and Digitalization NACS National Agency for Civil Servants NAPP National Agency for Public Procurement NAS National Anticorruption Strategy (2021-2027) NC National Competition NCFI National Centre for Financial Information NCHRDPA National Council for Human Resources Development in Public Administration NIA National Institute of Administration NRRP National Recovery and Resilience Plan PESTLE Political, Economic, Sociological, Technological, Legal, Environmental SA SENEOSP DAD SENEOSP administration, app development and data analysis service SAF Suitability, Acceptability, Feasibility SCC Control Corps Service SCIM System of Internal Managerial Control SCMAP PNRR Coordination, Monitoring and Authorization Service for NRRP Payments SCRI Communication and International Relations Service SCSD Strategy for Civil Service Development (2016-2020) SDG Sustainable Development Goals SDIP Project Development and Implementation Service SDRUR Human Resources Development and Registry Service SENEOSP National Electronic Public Sector Employment Registration System: a set of interconnected information resources and technologies designed to digitise specific processes and workflows for the collection, processing and use of data and information needed to keep track of staff paid from public funds SFCAPA Financial Accounting, Procurement and Administrative Service SGPA1 Administrative Procedures Management Service 1 SGPA2 Administrative Procedures Management Service 2 SHDAS HelpDesk and Expert Assistance Service SIMRU Integrated Human Resources Service Management System for Central Public Administration, which will ensure the internal management of human resources management processes for NACS and central public authorities and institutions in a unified, standardized way 12 SLC Litigation and Disputes Service SMEIFPMPS Monitoring, senior civil servants, public managers, and sanctions service SMEIL Monitoring and Evaluation of Legal Compliance Service SODCN National Competition Coordination and Implementation Service SPAT Strategy for Public Administration Training (2016-2020) SRMOPP Reporting, Operational Management and Public Policy Service SSPA Strategy for Strengthening Public Administration (2014-2020) STS Special Telecommunications Service SWOT Strengths, Weaknesses, Opportunities, and Threats UNDG United Nations Development Group WB World Bank 13 Executive Summary Why does the National Agency for Civil Servants (NACS) need an Institutional Development Strategy (IDS)? The Government of Romania has committed to strengthening its Human Resources Management (HRM) system and to improving the way key HRM functions and corresponding processes are performed at the institutional level. Shifting the Romanian public administration from a compliance-based approach to a performance and results-oriented model – in which a shared vision for the HRM system, focused on attracting, deploying, motivating, and retaining the right people in the right positions – is part of the paradigm shift that the Romanian HRM system requires. The need for this paradigm shift is reflected in the previous reports developed within the framework of the Reimbursable Advisory Services Agreement on Developing a Unitary Human Resources Management System within the Public Administration, concluded between the Government of Romania and the World Bank (HRM RAS): i) Baseline diagnostic (vertical and functional analysis); ii) Study on data requirements and access procedures; iii) A proposed model for the national competition; iv) Competency framework; v) Analysis of performance management system; vi) Study on HR departments; and vi) Methodology for monitoring public sector wage policy. Several recent legal amendments have been introduced to pursue this transformative objective, providing new responsibilities for the institutions involved in the HRM reform: GEO 57/2019 on the Administrative Code, with subsequent amendments and additions; GD 785/2022 on the organization and functioning of NACS and Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President, as subsequently amended and supplemented. NACS is a key institution in the transformation of the Romanian public administration, and planning and preparing properly to deliver its transformative role effectively is critical. As per its current legal mandate, NACS contributes to the strengthening of the HRM function for civil service exclusively, administers the National Electronic Public Sector Employment Registration System (SENEOSP) and keeps records of staff paid from public funds. Romanian public administration staff includes both civil servants (i.e., staff appointed according to the provisions of the Civil Servants Statutes under the Administrative Code) and contractual staff (i.e., staff hired under the provisions of the Labor Code, as complemented by special legislation applicable to public sector staff). Although NACS’ mandate is limited in scope (i.e., not covering HRM of contractual staff in public administration), the current report builds on the assumption that the HR departments across public administration are responsible for the management of both civil servants and contractual staff and, as such, the strengthening of the civil service HRM – with the critical contribution of NACS – will likely exercise positive spillovers on the HRM of the contractual staff. Several enabling conditions are already met. NACS concentrates expertise on civil service HRM, manages data on a key subset of staff employed across the public administration (i.e., civil servants) and will expand its record keeping responsibilities to include staff paid from public funds. NACS possesses the infrastructure and the experience in interacting with Human Resources (HR) departments in public institutions. However, NACS needs to strengthen its expertise in HRM for various functional areas and invest more in supporting and guiding HR departments in the implementation of the HRM reforms, and effectively communicating that guidance. Key HRM reforms envisaged include: 14 1. Introduction of the competency framework as the backbone of the HRM processes, and application of it in HRM processes. 2. Introduction of a 3-year recruitment plan; the development of this plan requires strategic workforce planning in central and territorial public administration. 3. Introduction of a centralized national competency-based competition as the first stage of the recruitment process. 4. Creation of a centralized database for all staff paid from public funds (civil servants and other staff covered by the framework law on salaries 153/2017). 5. Introduction of a new performance management system for public administration staff based on the competency framework. 6. Development of HRM capacity and the HR profession to support the delivery of HRM reforms. 7. Alignment of the roles and capacities of public administration training policy with the objectives of a competency-based HRM system; the training system needs to become relevant to professional development and career progression. Development of a credit system to make training relevant to career progression. The public administration training policy and strategy will be developed with the National Institute of Administration (NIA), according to its institutional mandate. 8. Promotion of evidence-based policy making in HR, based on the analysis of data in the new public sector personnel database. How was the technical input to the NACS IDS developed? The Institutional Development Strategy is a core instrument that will provide strategic direction to NACS and better align NACS’ policy and budgeting planning and delivery functions with the objectives of the current public administration HRM reforms. The development of NACS IDS technical inputs followed closely the methodology used by Romania’s General Secretariat of the Government (GSG) and line ministries to develop and implement their Institutional Strategic Plans (ISP), detailed in GD 427/2022 for the approval of the methodology for the elaboration, monitoring, reporting and revision of institutional strategic plans and GD 467/2022 for the approval of the methodology for the elaboration and execution of budgetary programs. As NACS is subordinated to the Ministry of Development, Public Works and Administration (MDPWA), the preparation of its IDS ensures vertical integration of its policy and budgetary planning and delivery process, resulting in improved effectiveness and efficiency of collaboration between the coordinating institution (MDPWA) and the coordinated institution (NACS). NACS IDS will serve as a strategic planning instrument enabling NACS to address, according to its mandate, persistent issues and future challenges related to the management of HR in public administration. It aims to mobilize various internal and external resources to solve problems, reduce or eliminate weaknesses, reinforce strengths, and realize opportunities at the system and institutional level. Such a strategic document is meant to support NACS in its task to coordinate and implement competency-based HRM reforms in the Romanian civil service and the public 15 administration effectively, efficiently, and sustainably. NACS IDS reflects the clear mandate given by strategic and operational frameworks in which NACS operates. The design and preparation of NACS IDS technical inputs included multiple steps performed jointly by the NACS and WB teams. The IDS was co-designed by NACS and WB teams. First, an analysis was undertaken of NACS’ institutional profile, and internal and external environment factors. With the use of Political, Economic, Sociological, Technological, Legal, Environmental (PESTLE) and Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis (for elaboration of these tools, see Chapter 2.4), data on the functioning of the HRM policy area, specific problems, and stakeholders was collected and analyzed. Second, reports and studies that include assessments and recommendations for HRM reforms in Romania, as well as good international practices in the HRM field, were reviewed. Third, a series of interactions, workshops, and interviews with NACS staff and a survey-based assessment of intervention options with representatives of relevant external stakeholders was undertaken to build the IDS and validate its content. What are the building blocks of NACS IDS? NACS’ mandate, mission, vision, and values are key elements of the IDS. These elements provide internal and external stakeholders with a single framework of responsibilities and objectives necessary for coherent, transparent, effective, and efficient strategic planning and implementing processes. NACS’ mandate, mission, vision, and values have been formulated using the co-design approach with NACS’ staff, following the assessment of NACS’ internal and external environment and an analysis of the challenges/priorities of HRM policies in the public administration. The NACS IDS centers on six functional areas, which reflect public administration HRM policy priorities. The functional areas were developed carefully in cooperation with stakeholders and NACS staff using sophisticated tools like Multi-Criteria Analysis. That process is described fully in Chapter 2.6 and in Annex 1. The six functional areas of the NACS IDS focus on the following themes: ✓ Functional Area 1. Policy formulation and regulation. This Functional Area supports NACS to strengthen capacity to design, formulate, draft, and contribute to the preparation of policies and regulations. ✓ Functional Area 2. Monitoring legal and regulatory compliance. This theme concerns ensuring compliance with the policy, legal and regulatory framework. To achieve this, NACS will guide and support institutions to implement the current legal framework. ✓ Functional Area 3. Competency management. Functional Area 3 concerns competency management in the HRM process in public administration. Competencies will be identified and defined in terms of expected behaviors to achieve excellent individual and organizational performance. ✓ Functional Area 4. Recruitment services. NACS plays a role in oversight and recruitment, and it will now implement the National Competition, in which some of the existing shortcomings in the recruitment process will be addressed. This Functional Area expects to adopt a recruitment approach which better matches the right people to the right jobs. 16 ✓ Functional Area 5. HRM function in public administration. This topic means the support that NACS will provide to public institutions and HR staff in the development of the HR functions in the public administration. ✓ Functional Area 6. NACS internal transformation. This theme includes the review of current internal processes and the work environment, and the fulfillment and integration of changes in resources, Information Technologies, and communications. Managing change is also important to achieve the desired objectives. The Functional Areas are composed of the following elements: ✓ 9 Strategic Objectives: Clear, time-framed statements of the impact of policies that are intended to support the achievement of the NACS vision and what is feasible to achieve within the time limits. ✓ 16 Programs: Support the implementation of the Strategic Objective; outline the budget allocation to Strategic Objectives, to achieve their implementation and to facilitate the monitoring and reporting of performance indicators. ✓ 35 Measures: Major Activities and/or projects similar in scope, which contribute to the performance of an area of NACS activity. ✓ Multiple Corresponding Activities: Work product performed by NACS to complete a Measure; an important input for the development of the NACS annual working plan. What are the prerequisites for the effective and efficient implementation of NACS IDS? NACS IDS is accompanied by a comprehensive Action Plan. The Action Plan provides a general overview of the institutional development of NACS taking into consideration the public administration HRM reform priorities included in the NACS IDS and provides NACS with an IDS implementation tool. The Action Plan sets important milestones to be achieved during the implementation of each identified Measure in the IDS, and for corresponding responsibilities of NACS units and institutional partners at central, territorial, and local levels. Ideally, NACS representatives involved in the co-development of the IDS will also be involved in the implementation and oversight of the corresponding IDS Activities/ projects, Measures, and Programs. The budget for implementation of the IDS is RON 495,810,000 for the period 2022-2027. The NACS IDS budget has been developed for the entire implementation period for each Strategic Objective, Program, and Measure included in the strategic planning document using a top-down approach, starting from NACS approved budget lines for 2022 and estimated budget lines for 2023-2026. Additional estimates have been made for 2027. The underlying assumption is that NACS will use its approved budget to implement the new institutional Strategic Objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. 17 What should NACS do to foster the desired changes envisioned in the IDS? NACS will monitor implementation of IDS annually and evaluate it at the end of the 5-year implementation period. The monitoring would enable the institution not only to gauge and disseminate its performance in implementing the public administration HRM reforms and its success as a responsible institution, but also provide MDPWA with the necessary information for the monitoring of its associated ISP programs. In addition, it would provide NACS with the necessary substantiation of its annual budget proposal submitted to MDPWA and the Ministry of Finance. The evaluation of NACS IDS implementation – including the mid-term evaluation – would allow NACS to make any necessary interventions and course corrections, if needed. The implementation of the NACS IDS also requires a change management approach to reduce resistance to critical reforms and maximize the opportunities for transformation. This approach should include activities to facilitate behavioral change and help employees and external stakeholders embrace new opportunities for transformation, as well as measures to recognize and address any potential for resistance. Furthermore, the change management implementation plan is to be supported by NACS’s recently developed Communications and Branding Strategy that informs the reform process and proactively positions NACS as a leading organization in HRM reform. Change management and communication are cross-cutting elements that must be promoted during the implementation of NACS IDS. How would improved accountability support the implementation of NACS IDS? The success of NACS IDS implementation requires the strengthening of its accountability to the MDPWA, to the Government at large, to the Parliament, and to Romanian citizens. NACS should include information on monitoring the implementation of the sector strategies in which it is involved in its annual activity report. The report should provide information on implementation, monitoring and evaluation of the NACS IDS, and Communication Strategy. It should also include information on the professional development of NACS staff. More generally NACS should streamline the content of its various reports to better respond to the information needs of its stakeholders, efficiently use available information resources, effectively use communication channels, and eliminate/reduce redundancies. Is the institutional development journey of NACS coming to an end soon? In the medium and long run, NACS has the potential to strengthen its capacity to coordinate and implement the needed competency-based HRM reforms in the Romanian public administration, as long as its institutional strategy is implemented in a timely, efficient and effective manner. As a result of a co-creation process involving both internal and external stakeholders, the NACS IDS provides the initial conditions necessary to create a sense of strategic ownership within NACS and among the public authorities and institutions responsible for implementing the HRM reforms. However, an institutional planning process and a corresponding good quality strategic document are necessary but not sufficient to achieve such an outcome. Further efforts are needed from all the 18 relevant stakeholders to consistently implement, monitor, revise the approaches as needed, and evaluate the outcomes of the HRM reform interventions. In addition, the achievement of HRM reform objectives depends to a large extent on the degree of Government endorsement and implementation support for such reforms, as well as on wider political conditions. 1. Introduction 1.1. Project background The Government of Romania (GoR) has requested assistance from the European Commission (EC) under Regulation (EU) 2017/825 on the establishment of the Structural Reform Support Program, a program that supports its efforts to strengthen public administration and improve service delivery. GoR has embarked on ambitious human resources management (HRM) reforms for civil service, which include, inter alia, the introduction of a new competency framework and a new system for competency-based recruitment. The civil service reforms initiated in Romania provide a good momentum for positioning NACS as a strategic leader of HRM, but this requires adequate strategic and operational frameworks to be further updated for the agency. Delivering the HRM reforms enshrined in the national legislation means a shift in mandate, roles and capabilities for the lead HRM agency in Romania, that is NACS. The operationalization of reforms is highly dependent on NACS’ capacity to lead the process, prepare all necessary measures, deliver key actions as planned, guide and support institutions and at the same time monitor all the reform measures. This process requires aligning its strategic and operational framework and ensuring that adequate capabilities can be mobilized by the agency. This process requires a careful balancing of ambition and feasibility to ensure reforms can be delivered over the medium and long term. The GoR has requested World Bank support of its EC-assisted intervention to strengthen NACS’ strategic management and delivery capacity in civil service HR functions, as part of the broader reform of Romania’s public administration. The project “Strengthening the administrative capacity of the Civil Service Agency”, financed by the EC through DG REFORM and implemented with the support of the World Bank (WB), seeks to elevate NACS into a strengthened key central administration institution capable of effectively, efficiently, and sustainably coordinating and implementing competency-based HRM reforms in the Romanian civil service, in accordance with international good practice. The outcome will depend, to a significant extent, on the degree of Government’s endorsement and implementation of the expected project outputs and subsequent follow-through, which remain outside the responsibility of the EC and WB. 1.2. Purpose, scope, target audience, and structure of the report This report describes how the strategic and operational frameworks of NACS reflect its mandate. In this regard, the report seeks to provide NACS with the necessary long-term guidance to help it 19 better align its policy and budgeting planning with deliverables that arise from the current public administration HRM reforms. Output 1.2. Technical input to the proposed NACS Development Strategy 2020-2027 (NACS IDS)1 is part of the project Component 1, Support NACS in the development of the strategic HR functions and NACS expert assistance capacity. This report provides recommendations for addressing persistent public administration HRM challenges,2 correcting institutional weaknesses, and reinforcing institutional strengths (as reflected in Output 1.1 Report on analysis of the mandate, functions, jobs and competencies within NACS), as well as ways to mitigate threats and seize opportunities stemming from plausible developments in the multidimensional external environment of NACS (which includes political, economic, social, technological, legal, and environmental developments). NACS IDS is also based on an inspirational vision aligned with the institutional mandate. It outlines the main pillars and values of the institutional planning process and the transformations needed to achieve the vision by the end of 2030. The report includes options for NACS’ institutional development, Strategic Objectives, Programs, Measures and Activities for each objective, a budgeted Action Plan for the implementation of the strategy, and performance indicators to enable a sustainable monitoring and evaluation of progress in the medium and long run. The report also includes recommendations on improving NACS’ monitoring and reporting functions, including a proposed template for its annual report. This report targets NACS staff and representatives of key organizations involved in HRM reform planning and implementation. First, because an IDS is a management instrument developed and used by the staff of an organization, it targets internal audiences by definition. Management level audiences authorize and are actively involved in the strategy development process. In addition to formally endorsing the final output – i.e., the strategy and associated implementation plan – they are also responsible for internal communication on the strategic vision and objectives as well as the envisaged trajectory towards meeting the strategic goals – i.e., responding to the questions of what needs to be done, why, by whom, when and how for the organization to meet its long-term organizational goals. The internal audiences at non-management level are then required to internalize and operationalize the strategic directions under management level guidance and supervision. Second, organizations must interact with various stakeholders, be they hierarchically superior or subordinated organizations, with professional associations, academia, civil society organizations, as well as businesses and citizens whose needs they cater to. Each stakeholder has different expectations, needs, and demands. Such stakeholders may facilitate, hinder, or refrain 1 Due to unforeseen delays in project implementation, the technical inputs included in this report cover the 2022-2027 period for NACS IDS 2020-2027 2 As the detailed description of the project Strengthening the administrative capacity of the civil service agency reads, “Despite continued reform efforts and real progress, Romania’s public administration still faces significant HRM challenges. Weaknesses in HRM have been described as a major impediment to the implementation of broader public sector reforms. Politicization, lack of transparency, and clientelism, as well as fragmented and inconsistent HRM practices (including in respect of recruitment and performance evaluation) are among the key structural problems in the Romanian public administration resulting in low professionalism of the workforce. Furthermore, Romania has an aging public workforce and a heavy concentration at the highest professional grades of the civil service (more than 74% of the non-management level positions at the highest professional grade). Low institutional capacity prevents the administration from addressing these problems through an integrated approach. Thus, the current reforms for the professionalization of Romania’s civil service are advancing albeit at a slow pace.” 20 from supporting the meeting of the Strategic Objectives of the organization and, consequently, need to be properly engaged to ensure awareness and build support. In this context, this report also targets NACS’ external audiences, including the i) Ministry of Development, Public Works and Administration (MDPWA), ii) General Secretariat of the Government (GSG), iii) Ministry of Labor and Social Solidarity (MLSS), iv) Ministry of Finance (MoF), v) Ministry of Justice (MoJ), vi) Ministry of Investment and European Projects (MIPE), vii) Ministry of Research, Innovation and Digitalization, viii) other public authorities and institutions at central, territorial, and local level, and their associations, ix) civil servants and contractual staff in public administration, trade unions and their professional associations, x) education and research organizations, xi) non-governmental organizations, xii) businesses, and xiii) citizens. All of these may actively support the implementation of and benefit from NACS IDS implementation and, more broadly, the HRM reforms in Romania’s public administration and civil service. The report contains six chapters:  Chapter 1: Introduction Provides information on the purpose and scope of the technical contribution of NACS IDS, the target audience of the report, and the methodological approach to the development of NACS IDS.  Chapter 2: Methodological approach to the NACS Institutional Development Strategy Provides a description of the methodological framework applied and steps taken during the development of the technical inputs to NACS IDS.  Chapter 3: Baseline diagnostic for NACS Institutional Development Strategy Includes an analysis of the external and internal environment of NACS and of its field public policy responsibility, highlighting the public administration HRM challenges, reform areas and objectives, NACS’ internal strength and weaknesses as well as external threats and opportunities in relation to NACS’ available and needed, tangible, and intangible resources.  Chapter 4: Building blocks of NACS Institutional Development Strategy Includes the main inputs to NACS’ development strategy: NACS’ new mandate, mission, vision and values; NACS IDS functional areas/ areas of intervention, Strategic Objectives, programs, Measures, and Activities/ projects; a framework for NACS IDS implementation, monitoring, and evaluation (i.e., the IDS Action Plan) including the timeframe, milestones and implementation and monitoring institutional responsibilities; NACS IDS indicators; and estimated financial resources necessary for NACS IDS implementation.  Chapter 5: Enabling factors of NACS’ institutional development Provides a change management approach to the implementation of NACS IDS.  Chapter 6: Improving NACS’ reporting function Includes an analysis of the current legal requirements in respect of NACS’ reporting function, recommendations for the improvement of NACS’ accountability, and an annual report template. It complements NACS IDS’ technical inputs with recommendations meant to strengthen the accountability of the agency as a further enabling factor of NACS IDS implementation. 21 2. Methodological approach to the development of NACS IDS 2.1. NACS IDS methodology The development of the technical inputs to NACS IDS follows closely the methodology used by Romania’s GSG and line ministries to develop and implement their Institutional Strategic Plans (ISP).3,4 The ISP methodology is detailed in GD 427/2022 for the approval of the methodology for the elaboration, monitoring, reporting and revision of institutional strategic plans and GD 467/2022 for the approval of the methodology for the elaboration and execution of budgetary programs. The main argument in favor of using the proposed methodological approach is related to the legal requirement for the line ministries to work closely with their subordinated or under-coordination public institutions to adequately reflect in the ministerial ISPs the policy and budgetary development, implementation, and monitoring and evaluation processes that take place at the level of such institutions, according to their legal mandates. This ensures better vertical integration of the policy and budgetary planning and delivery processes, resulting in improved effectiveness and efficiency of collaboration between the coordinating institution, MDPWA, and coordinated institution, NACS, in the public policy area of HRM for civil service and public administration contractual staff. 2.2. NACS IDS methodological objectives and principles The development of the technical inputs to NACS IDS relies on the standard general objectives and principles of the institutional strategic planning system in Romania. The objectives of the methodological approach to NACS IDS are three-fold (see Figure 1 below). Figure 1. What are the objectives of the methodological approach to NACS IDS? Strengthen NACS’s capacity to deliver its mandate and play a central role in planning and delivering Romania’s needed public administration HRM reforms Help improve NACS’s decision-making process and increase the effectiveness, efficiency, transparency and predictability of its public expenditure Support NACS in applying a standard approach for the development, approval, implementing and the monitoring of its IDS based on sound performance indicators Source: authors’ elaboration based on the provisions of GD 427/ 2022 The underlying principles of the proposed methodological approach to NACS IDS, as agreed with NACS, are transparency, accountability, planning and spending of public resources by policy objectives, evidence-based decision-making processes, predictability, and flexibility (see Figure 2). 3 The ISP methodology is also applied by MDPWA – NACS’s hierarchically superior institution and authority in the field of public administration and HRM reforms. 4 Although NACS is not legally required to apply the standard ISP methodology, GD 467/2022, art. 7(3) reads: “Public institutions other than those referred to in Article 6 [i.e., GSG and line ministries] may decide to draw up the Institutional Strategic Plan by applying this methodology.” 22 Figure 2. What are the underlying principles of the proposed methodological approach to NACS IDS? Transparency ✓Ensuring that citizens have access to relevant information on NACS’s budget allocation by objectives and spending of public resources to achieve NACS’s planned results Accountability ✓Commitment of NACS to an explicit set of results within a defined budget allocation, over a specified period of time Planning and spending of public resources by policy objectives ✓Ensuring that NACS’s budget resources, set within the limits specified in the medium-term budgetary framework, are allocated to objectives according to public administration HRM policy priorities Evidence-based decision-making processes ✓Decision-making is based on the analysis of evidence to inform public administration HRM policy and budgetary planning and execution Predictability ✓Ensuring that NACS takes decisions and implements actions on public administration HRM policies on the basis of predictable budgetary allocations, set out in the medium-term budgetary framework, with a view to meeting public administration HRM strategic objectives and achieving committed results Flexibility ✓Ensuring the possibility of modifying or changing public administration HRM priorities, if necessary, as a result of changes in the context, i.e., political, economic – including the availability of financial resources –, social, technological, legal, and environmental developments Source: authors’ elaboration based on the provisions of GD 427/ 2022 2.3. NACS IDS proposed planning and implementing logic and structure The proposed architecture of NACS IDS reflects a hierarchical, top-down strategic planning logic and a corresponding hierarchical bottom-up implementation logic. NACS IDS follows a planning logic in which the institutional mandate, mission, and vision are informed by the applicable legal and strategic frameworks, i.e., the public policy area focusing on the HRM applicable to the civil service and contractual staff in public administration. The applicable strategic framework defines the sectoral developments or transformations needed in the long run. The sectoral strategic objectives become long-term institutional strategic objectives, to be operationalized through corresponding medium-term Programs and Measures, supported in implementation by resources planned according to the Medium-Term Budgetary Framework. These are detailed accordingly in the IDS Measures/Actions, which are then further detailed in projects and Activities to be included in the annual work plan, which also includes information on the available resources, i.e., financial, human, procedural, and logistical resources. Correspondingly, the IDS implementation follows a similarly hierarchical but bottom-up logic, where inputs (resources) used in the implementation of 23 Activities and projects generate products,5 measured by product/process indicators.6 Products and processes, in turn, produce immediate results/outputs, measured by output indicators; the outputs produce medium-term or program-level effects on a segment of beneficiaries, measured by outcome indicators, and the outcomes produce long-term impacts (transformations/changes) on beneficiaries at sector or national level, measured by impact indicators (see Figure 3). Figure 3. What are the proposed NACS IDS architecture and the corresponding development and implementation logics? Source: authors’ elaboration based on the provisions of GD 427/ 2022 5 i.e., goods and services 6 Efficiency indicators measure the unit costs of products and immediate results and are used to base the annual budget required to achieve them. 24 NACS institutional strategic planning and implementation processes reflect a cyclical approach, in which management and execution level staff communicate and interact in a two-way mode, while engaging with the relevant stakeholders in the process. It is worth noting that the institutional strategic planning and implementation logics described above do not reflect parallel and one-way processes. Rather, the processes are circular and iterative, and reflect the advancement on the institutional strategic planning and implementing learning curve. The top-down planning logic informs the bottom-up implementation logic, which in turn informs a new round of top-down planning process, and so forth. Similarly, the institutional strategic planning and implementation approach does not reflect exclusively top-down, command and control processes. Rather, the management and execution level staff of the NACS are expected to communicate and engage in a two-way fashion to ensure effective and efficient co-design, implementation, and monitoring and evaluation of the institutional strategy, supported by adequate engagement of the relevant stakeholders. 2.4. Analyzing NACS IDS institutional profile and internal and external environment Defining NACS’ institutional profile and performing the analysis of the internal and external environment of NACS is the first step undertaken in the process of NACS IDS development. NACS’ institutional profile includes a description of the (national and international) strategic and institutional regulatory frameworks and institutional organization, e.g., organizational chart, human, and budgetary resources, etc. The assessment of NACS’ internal and external environment includes information on the external and internal context of the functioning of the institution and the public policy area, the specific problems of the area, and the stakeholders. In order to obtain this data, a number of specific methods and techniques (i.e., PESTLE analysis and SWOT analysis) have been applied to collect and consistently structure and analyze the relevant data (see Figure 4). 25 Figure 4. What has been the methodological approach to the analysis of NACS IDS institutional profile and internal and external environment? External environment assessment ✓Concept: systematic assessment of factors and trends in the socio-economic and geopolitical environments that may positively or negatively affect NACS's ability to achieve its vision and strategic objectives ✓Development: based on PESTLE analysis - assessment of political, economic, social, technological, legislative, and environmental factors affecting the global, European and national environment of NACS and its policy area of responsibility; the external environment assessment determines the opportunities and threats that may affect or influence NACS's institutional path in the future Internal environment assessment ✓Concept: systematic assessment of organizational factors and capabilities that may positively or negatively affect NACS's ability to achieve the strategic objectives and realize its institutional long- term vision ✓Development: based on SWOT analysis - assessment of institutional/ internal environment Strengths, which need to be used and/or reinforced to achieve the strategic objectives of NACS, and Weaknesses, which need to be addressed or resolved; to these, Opportunities stemming from NACS’s external environment - to be seized by the institution - and Threats - to be mitigated - are added Source: authors’ elaboration based on the provisions of GD 427/ 2022 The exercise for defining NACS’ institutional profile and internal and external environment was informed by relevant past assessments. These include, among others, the relevant HRM RAS7 outputs8 and Output 1.1. Analysis of the mandate, functions, jobs, and competencies within NACS and Output 1.3. Recommendation on a proposed organizational structure, staffing plan and job descriptions for NACS, elaborated within the framework of the current project, have been reviewed. In addition, a desk review of the analytical, strategic, and legal documents on HRM in Romanian public administration and an analysis of relevant international experience (specific experiences focusing on Ireland and Portugal) have been undertaken, in addition to collecting relevant information during interviews with relevant external stakeholders of NACS. The analytical results have been validated by NACS’ staff during a series of synchronous and asynchronous online interactions. 2.5. Defining NACS IDS mandate, mission, vision, and values NACS’ mandate, mission, vision, and values are critical elements in the process of developing the IDS. They provide internal and external stakeholders with a single framework of responsibilities and objectives necessary for coherent, transparent, effective, and efficient strategic planning and implementing processes. NACS’ mandate, mission, vision, and values, as defined in this report, have been formulated using a co-design approach with NACS’ staff, following the assessment of NACS’ 7 Reimbursable Advisory Services Agreement on Developing a Unitary Human Resources Management System within the Public Administration, concluded between the Government of Romania and the World Bank 8 Baseline diagnostic (vertical and functional analysis); Study on data requirements and access procedures; A proposed model for the national competition; Competency framework; Analysis of performance management system; Study on HR departments; and Methodology for monitoring public sector wage policy. 26 internal and external environment and an analysis of the challenges/priorities of the public administration (civil service) HRM policy area/ sector (see Figure 5). Figure 5. What has been the methodological approach to the development of NACS’ new mandate, mission, vision, and values? NACS's new mandate ✓Concept: short statement reflecting the purpose and functions of the public institution, which underpins efforts to achieve the stated vision ✓Development: based on i) mandatory, legal mandate: GEO 57/2019 (Administrative Code), GD 785/2022 on the organization and functioning of the NACS, other relevant legal and regulatory provisions; ii) self-committed to mandate and possibly legally binding in the near future - sectoral and institutional reform objectives resulting from implemented/ ongoing projects and policy initiatives NACS's new mission ✓Concept: a description of what a public institution does and why it does it (main purpose and reason for existing); it provides strategic and operational guidance; it communicates information about the institution's provision of public goods, beneficiaries, philosophy, values and future development plans to all stakeholders (P. Drucker) ✓Development: co-designed with NACS staff based on NACS's new mandate and international good practices examples NACS's new vision ✓Concept: a short statement expressing the degree of development of the public policy area designed by the public institution in the medium term, whose validity will go beyond the implementation period of the institutional strategic plan; it takes into account the reflection of keywords for each defined strategic objective ✓Development: co-designed with NACS staff based on NACS's new mandate and international good practices examples NACS's values ✓Concept: guiding principles that give a public institution purpose and direction; they help institutions manage their interactions both internally and externally (i.e., with staff and stakeholders). ✓Development: co-designed with NACS staff based on NACS's new mandate and international good practices examples Source: authors’ elaboration based on the provisions of GD 427/ 2022 and Drucker (2018)9 NACS’ new mandate, mission, vision, and values have been co-designed based on the results of the previous analyses and good international practice examples. The WB team supported NACS in developing its new mandate, mission, vision, and values taking into consideration the results of the analysis of NACS’ institutional profile and internal and external environment. The results benefitted from inputs gathered through structured consultations held with NACS’ staff and have been validated during an in-person workshop. 9 Drucker P. F. (2018). What Is Our Mission? Adapted from The Five Most Important Questions by Peter F. Drucker. Available at https://www.drucker.institute/wp-content/uploads/2018/08/Reading_Drucker-on- Mission.pdf 27 2.6. Defining NACS IDS functional areas, Strategic Objectives, and intervention options NACS IDS functional areas NACS IDS functional areas were identified with consideration of the previous analytical work on NACS institutional arrangements. Based on the results of the analysis of NACS’ institutional profile, and internal and external environment, six functional areas for NACS IDS were identified (see Figure 6). Together with the associated Strategic Objectives and intervention options, these reflect the public administration (civil service) HRM policy priorities, form the backbone of NACS IDS, and were validated by NACS’ internal and external stakeholders in a careful process described later in this section. Figure 6. What are the six functional areas or pillars of NACS IDS? Functional Area 1. Policy formulation and regulation Functional Area Functional Area 2. Monitoring 6. NACS’s internal legal and transformation regulatory compliance NACS IDS Functional Area Functional Area 5. HRM function 3. Competency in the public management administration Functional Area 4. Recruitment services Source: authors’ elaboration NACS IDS Strategic Objectives Each functional area of the IDS has its own Strategic Objectives. Following standard ISP methodological guidance and based on the results of the analysis of NACS’ institutional profile and internal and external environment, the Strategic Objectives for each of the six functional areas of NACS IDS were identified (see Figure 7). They represent clear, time-framed statements of the impact 28 of policies that are intended to support the achievement of the NACS’ vision and that is feasible to achieve within the duration of the IDS. Figure 7. What are the underlying principles of the proposed methodological approach to the development of NACS’ Strategic Objectives? Proportionate number of strategic objectives ✓The number of institutional strategic objectives depends on the size and complexity of the institution, in this case, on the number of functional (intervention) areas Comprehensive character of strategic objectives ✓Strategic objectives should be comprehensive enough to cover as fully as possible the institution's efforts towards materializing its institutional vision and also not overlap ✓Strategic objective, however, may be met with the help of a single or multiple programs ✓Strategic objectives reflect public policy and investment priorities Stability of strategic objectives ✓Strategic objectives should not be significantly revised or eliminated during the implementation of the IDS, although the IDS – and, in particular, its corresponding Action Plan – might be reviewed as the result of its annual monitoring and (intermediate) evaluation SMART and imperative formulation of strategic objectives ✓Strategic objectives should, to the extent possible be formulated following the SMART principles i.e., be specific, measurable, achievable, attainable and time-bound ✓Strategic objectives should be presented in the form of an imperatively worded phrase, intended to provide a clear policy direction or expected impact, and which may begin with verbs such as improve, strengthen, increase, expand, accelerate, reduce or eliminate, etc., as the case may be Source: authors’ elaboration based on the provisions of GD 427/ 2022 NACS IDS intervention options As a next step, for each functional area, two alternative institutional development options were developed, and their preferability was comparatively assessed with NACS’ internal and external stakeholders. The set of first options (i.e., “Option 1s”) were meant to define the ideal development outcome (and maximum level of strategic ambition) for that functional area, whereas the set of second options (i.e., “Option 2s”) were meant to reflect the minimum desirable development outcome (and minimum level of strategic ambition). Each option defined the expected role of NACS in designing and implementing policy reforms and reform results. In addition, each option defined mid-term and long-term courses of action or directions and corresponding Activities. 29 Using the results of a collaborative Multi-Criteria Analysis (MCA)10 based on the Suitability, Acceptability, Feasibility (SAF) framework,11 stakeholders assessed the alternative development options for each functional area (see Figure 8). Figure 8. What is the SAF (Suitability, Acceptability, Feasibility) framework? Suitability ✓Assesses the extent to which the institutional development option responds to the institutional mandate, vision, and mission; in other words, the degree of suitability of an option is decisive in determining whether the institutional strategy will contribute to achieving what the organization wants, i.e., in the case of NACS, the successful implementation of HRM reforms in the Romanian public administration. ✓It is assessed against: i) the impact of the external environment on the organization’s strategy; ii) the organization’s strategic capacity (resources and skills); and iii) linking the strategy to the organization’s purpose, which is encapsulated in its mandate, vision, mission, and values. Acceptability ✓Assesses the degree to which the expected performance outcomes are consistent with stakeholder expectations; three aspects of the strategic options identified for the NACS Development Strategy are assessed against acceptability: i) expected efficiency – in terms of the expected outcomes and return vis-à-vis the costs associated to put the strategy in place; ii) level of risk – understood as risks involved in following the strategy and how significant they could be; and iii) the likely reaction of stakeholders – considering the attractiveness of the strategy, the timescale required for delivery, and the perceived risks. ✓It is not exclusively related to financial aspects, but to the perceived impact on clients (i.e., public authorities and institutions, etc.), users (NACS staff, management, and executive staff in public authorities and institutions, including HR staff), and other stakeholders (professional associations, trade unions, academia, non-profit sector, economic operators, citizens, and society as a whole). Feasibility ✓Assesses whether the organization has or can obtain and mobilize the necessary resources and capacities to implement the IDS. In this respect, issues related to the NACS such as the budget and other financial sources that can be accessed, its staff and competencies, material base, etc. need to be considered for this criterion. Source: authors’ elaboration based on the provisions of GD 427/ 2022 The purpose of the collaborative assessment exercise was to inform the parties about the upcoming reform priorities and identify the preferences for the options. The exercise first exposed NACS’ internal and external stakeholders to the content of the expected public administration (civil 10 Multi-criteria analysis (MCA) is used to establish preferences for options by reference to an explicit set of objectives that the decision-making body has identified and for which it has established measurable criteria. The criteria help assess the extent to which these objectives have been achieved. A key feature of the MCA is its emphasis on the judgment of the decision-making team in setting objectives and assessment criteria, i.e., in estimating the relative importance associated with each of the criteria considered and, to some extent, in assessing the contribution that each option makes to the achievement of each performance criterion. 11 The SAF strategy model is widely used to weigh options when designing a strategy for organizations. The SAF framework offers a way to confront the new developments of the organization with the reality on the ground. For that, the SAF analysis uses three main set criteria to help prepare an assessment: Suitability, Acceptability, and Feasibility. 30 service) HRM reform priorities.12 It also served to foster stakeholders’ future engagement and ownership of the reform implementation, and to support NACS’ efforts in realizing its mandate and vision. Finally, the exercise identified stakeholders’ and NACS’ preferred development option for each of the six functional areas (see Table 1). The results of NACS’ institutional development assessment show differences in the preferences of internal stakeholders and external stakeholders. The results clearly show differences in the preferences of NACS’ internal stakeholders (management and non-management staff) compared to NACS’ external stakeholders (public authorities and institutions relevant for the design and implementation of the reforms). This difference has important implications for NACS’ stakeholders’ engagement strategy to be further detailed and implemented as part of the implementation of its IDS. The methodological approach to the assessment of NACS’ institutional development options and the assessment results are further explained in Annex 1. Table 1. What were the preferred institutional development options for NACS, by functional area (all participating stakeholders vs. representatives of NACS)? Preferred Option Preferred Option Functional area (Stakeholders) (NACS) Functional Area 1. Policy formulation and Option 2 Option 1 regulation Functional Area 2. Monitoring legal and regulatory Option 1 Option 1 compliance Functional Area 3. Competency management Option 2 Option 2 Functional Area 4. Recruitment services Option 2 Option 2 Functional Area 5. HR function in the public Option 1 Option 1 administration Functional Area 6. NACS’ internal transformation Option 1 Option 1 Source: authors’ compilation based on the assessment results of NACS’ institutional development options The final decision regarding the preferred options was jointly taken by NACS’ management and non-management level staff based on the results of the assessment. Management’s and non- 12 As per its current legal mandate, NACS contributes to the strengthening of the HRM function for civil service exclusively, administers SENEOSP and keeps records of staff paid from public funds. Romanian public administration staff includes both civil servants (i.e., staff appointed according to the provisions of the Civil Servants Statutes under the Administrative Code) and contractual staff (i.e., staff hired under the provisions of the Labor Code, as complemented by special legislation applicable to public sector staff). Although NACS mandate is limited in scope (i.e., not covering HRM of contractual staff in public administration), the current report builds on the assumption that the HR departments across public administration are responsible for the management of both civil servants and contractual staff and, as such, the strengthening of the civil service HRM – with the critical contribution of NACS – will likely exercise positive spillovers on the HRM of the contractual staff. Several enabling conditions are met. NACS concentrates expertise on civil service HRM, manages data on a key subset of staff employed across the public administration (i.e., civil servants) and will expand its record keeping responsibilities to include staff paid from public funds. 31 management’s collective decision, based on a final assessment of the NACS’ external environment conditions, was to select the options representing the maximum level of strategic ambition. Hence, the full set of institutional development options for NACS was “Option 1” for all of the functional areas. The final set of institutional development options was further developed as a result of the co- design process involving NACS’ staff on corresponding Programs, Measures, and Activities, described in detail in Chapter 4. 2.7. Developing NACS IDS Programs, Measures, and Activities Programs The content of a NACS IDS Program reflects the link between policy planning and budget planning.13 The purpose of the Programs is to outline the budget allocation to Strategic Objectives, to achieve their implementation and to facilitate the monitoring and reporting of performance indicators. In the architecture of NACS IDS a Program: i) supports the implementation of the corresponding Strategic Objective and its results; ii) is composed of a set of Measures; iii) is assigned performance indicators identifying the results (outcomes) pursued, and iv) can be achieved within the legally approved funding limit. The Programs developed within NACS IDS are intended to provide inputs to the MDPWA’s ISP, substantiate the NACS’ annual budget proposal to be included in the annual MDPWA’s budget proposal, and be implemented, monitored, and evaluated accordingly. In other words, NACS IDS not only provides institutional strategic guidance to NACS, but also supports the elaboration, implementation and monitoring and evaluation of MDPWA’s ISP and corresponding budget. NACS IDS Programs have been co-designed by the WB team and NACS ’s staff, which was organized as a collective workshop and subsequent working sessions with each of the dedicated working groups. The content of NACS IDS Programs was developed based on the updated preferred intervention options and it is detailed in Chapter 4. It includes such information as Program title and description, public policy area that the Programs target, Program objective(s), outcome indicators, and Program implementation management and financing. Measures In the NACS IDS context, Programs consist of Measures responding to a policy priority or Strategic Objective of the institution. The Program structure reflects categories of Measures, composed of major Activities and/or projects similar in scope, which contribute to the performance of an area of NACS’ activity. The number of Measures by Program varies according to the complexity of the Program. NACS IDS Measures were co-designed by the WB team and NACS’ staff. Co-design took place at a collective workshop and subsequent working sessions with each of the dedicated working groups. The content of NACS IDS Measures has been developed based on the updated preferred intervention options and it is detailed in Chapter 4. It includes such information as Measure title and description, public policy area that the Measure targets, output indicators, and financing. Corresponding milestones and responsibilities have been added for each Measure in the Action Plan. 13 According to the provisions of GD 427/ 2022. 32 Activities In NACS IDS context, Measures are implemented through a coherent set of Activities and/or projects implemented by the institution. Sets of indicative and chronologically ordered Activities were developed for each Measure under NACS IDS. They are used to describe the Measures and form the basis for the identification of corresponding Measure milestones and their inclusion in the Action Plan. In addition, Activity sets provide NACS with valuable content for the development of its annual working plan. 2.8. Developing the NACS IDS Action Plan NACS IDS is accompanied by a comprehensive Action Plan. It provides a general overview of the institutional development of NACS, taking into consideration the public administration (civil service) HRM reform priorities of NACS IDS, and provides the institution with an IDS implementation tool. NACS’ institutional development Action Plan has been co-designed by the WB team and NACS’ staff. It includes information on the functional areas, Strategic Objectives, Programs, Measures and associated milestones indicated on the implementation timeline, as well as IDS implementation responsibilities for NACS and its stakeholders. The Action Plan is presented in Annex 2. 2.9. Developing NACS IDS monitoring and evaluation framework and indicators NACS will monitor and evaluate implementation. NACS should monitor the implementation at least annually and evaluate it at the latest at the end of the implementation period, i.e., early 2028.14 The monitoring of NACS IDS would enable the institution not only to gauge and disseminate its performance in implementing the reforms and its success as a responsible institution, but also to provide MDPWA with the necessary information for the monitoring of its corresponding ISP programs. In addition, it would provide NACS with the necessary substantiation arguments for its annual budget proposal to be submitted to MDPWA and the Ministry of Finance. The monitoring process will prioritize impact indicators associated with Strategic Objectives and outcome indicators associated with Programs. The evaluation process, in turn, will aim to add (qualitative) process and institutional insights on why actual performance levels have been achieved, allowing for the necessary substantiation of any needed adjustment of strategic actions. The NACS IDS monitoring and evaluation framework and indicators were co-designed by the WB team and NACS’ staff. The performance monitoring system includes results indicators, i.e., impact, outcome, output and input indicators, and tools to carry out monitoring and evaluation and report progress. The 14 Ideally, if resources are available and depending on the implementation monitoring results, NACS IDS implementation should also be subject to a mid-term evaluation i.e., at the beginning of 2025. This would allow NACS to adjust its intervention activities and/or levels of ambition and reallocate correspondingly the necessary implementation resources. 33 proposed monitoring system is based on the on UNDG’s results-based management framework (see Figure 9). Figure 9. What are the seven steps to implement a results-based management system? STEP 1. OBJECTIVES, MEASURES, AND ACTIVITIES STEP 2. INDICATORS •Identify clear and measurable objectives, Measures, •Select indicators that will be used to measure and activities (results) supported by logical progress towards each objective, Measure, and frameworks activity - some already exist, others will need to be created STEP 3. INDICATOR VALUES IN THE REFERENCE STEP 4. M&E FRAMEWORK PERIOD AND TARGETS •Develop performance monitoring systems to •Identify/measure the value of indicators in the regularly collect data on actual results reference period •Set explicit targets for each indicator, used to assess performance over the implementation period STEP 5. MONITORING PERFORMANCE AND STEP 6. EVALUATION ADJUSTING AMBITION AND/OR INTERVENTION •Integrate evaluations (interim and/or final) to •Report actual results, analyze them against targets, provide complementary performance information and review targets (and/or Objectives and/or not readily available from performance monitoring Programs and/or Measures and/or Activities). system STEP 7. LEARNING •Use performance information for internal management accountability, learning, and decision- making processes, and for external performance reporting to stakeholders and partners Source: authors’ elaboration based on UNDG (2012)15 According to the UNDG’s framework, NACS IDS indicators should be accurate and measurable, relevant, representative, cost-effective, and comparable (see Table 2). Table 2. What features should indicators (and corresponding targets) have? Indicator Definitions of indicator characteristics characteristics Accurate and The indicator allows performance measurement with a high degree of accuracy measurable The performance measurement aspect reflected by the indicator is important Relevant for information users 15 United Nations Development Group (2012). Results-Based Management Handbook. Harmonizing RBM concepts and approaches for improved development results at the country level . Available at https://unsdg.un.org/sites/default/files/UNDG-RBM-Handbook-2012.pdf 34 Indicator Definitions of indicator characteristics characteristics The indicator succeeds in capturing the degree of performance it is intended to Representative measure The benefits of using the indicator outweigh the costs of collecting, processing, Cost-effective and verifying them Comparable The indicator has been used in the past or is used by similar organizations Source: authors’ elaboration based on the provisions of GD 427/ 2022 NACS IDS results indicators include impact, outcome, and output (see Table 3).16 Table 3. What types of indicators can be developed for strategic monitoring and evaluation purposes and what do they mean? Strategic Type of Definition Data source level indicators developed Strategic Impact indicators ✓May be expressed as percentage expression International Objective (%) of sustainable effect of Programs statistics ✓ Measure sustainable, long-term results (> 4 years) ✓ Measures the effect on society (not only for direct beneficiaries) ✓ Have multiple determinants (e.g., share of staff with improved annual performance evaluation) Program Outcome ✓ May be expressed as percentage expression of International indicators the effect of Programs implemented through statistics Measures National ✓ Measure medium-term results (2-4 years) statistics ✓ Measures the effect on direct beneficiaries ✓ Have multiple determinants (e.g., share of staff with improved competencies) Measures Output indicators ✓ Measured in physical units Administrative of immediate ✓ Measure the quantity of products and services data produced through Measures made up of Activities/projects (e.g., number of staff whose training was supported) Activities/ Product ✓ Quantitative or qualitative expression of the Administrative projects (physical) and/or effort put into Activities/projects for data process implementing a process or obtaining a product indicators ✓ Used in monitoring the annual Activity plan Source: authors’ elaboration based on the provisions of GD 427/ 2022 3. Internal and external factors influencing NACS IDS 16 Product (physical) and/or process indicators, used to monitor activities and projects are to be developed in NACS’s annual working plan. 35 NACS IDS aims to offer an adequate strategic planning instrument enabling the organization to address – according to its mandate – persistent issues and future challenges related to the management of human resources in public administration. It aims to mobilize various internal and external resources to solve problems, reduce or eliminate weaknesses reinforce strengths and materialize opportunities at the systemic and institutional level. This section provides a brief description of NACS’ existing resources, tangible and intangible, including an account of NACS’ organizational culture, a synthesis of NACS’ external and internal environment analysis, and a brief review of Romania’s public administration HRM reform areas and objectives that aim to address persistent problems and future challenges, as reflected in the relevant strategic framework. This section is the result of WB and NACS teams co-design work and builds on the relevant HRM RAS outputs,17 on Output 1.1. Analysis of the mandate, functions, jobs and competencies within NACS and Output 1.3. Recommendation on a proposed organizational structure, staffing plan and job descriptions for NACS, of the current project. The central issue of Romania’s public administration HRM is weaknesses in the strategic management of resources and the insufficient linking of institutional needs and employees’ competencies. A weak link between a fair and trustful career system and performance management further negatively impacts the implementation of the reforms Romania needs in the context of swift and unpredictable technological, social, and demographic changes.18 This central issue is the result of several underlying causes: 1. Fragmentation of strategic HRM in public administration; lack of coordination for the implementation of human resources reforms. 2. Lack of adequate tools and competences in HRM in the current technological context; processes are bureaucratic and not sufficiently digitalized. 3. Fragmentation of data on public administration staff; data is collected in a non-uniform way, and there is no integrated HRM system providing a standardized, comprehensive and up- to-date collection and management. 4. Weakness in linking institutional needs with employee competencies, the career system and performance management for the implementation of public administration reforms in the context of technological, social and demographic changes. 5. Weakness in human resources departments: technological gaps, staff overload, excessive bureaucratization, and skills gaps. 6. Weakness in raising awareness and addressing corruption in public administration. Given the fragmentation, duplication, and gaps in system-wide policy-making and oversight, increased inter-institutional coordination was deemed a crucial enabling factor for the development of a unitary HRM system. As an important part of a better coordinated HRM system in the public administration, NACS is mandated to develop, support, and promote effective and efficient competency-based human resource management policies in civil service, to ensure a merit- 17 Reimbursable Advisory Services Agreement on Developing a Unitary Human Resources Management System within the Public Administration, concluded between the Government of Romania and the World Bank. In particular, the technical inputs to NACS IDS capitalize on the findings of the report WB (2019). Output 1. Deliverable 1.1. Baseline review of the national framework for HRM and its institutionalization , completed within the framework of HRM RAS. 18 Based on the draft Strategy for the Civil Service for 2021-2027 (as of June 2021). 36 based recruitment system for civil servants, and to guide public institutions in the field of human resource management applicable to civil service. NACS is also mandated to manage the database of staff paid from public funds.19 To realize its mandate, NACS needs to shift its focus from mainly monitoring compliance with existing legislation to supporting public institutions in managing their staff, be they civil servants or contractual employees. This requires NACS to develop and strengthen its expertise in HRM for various functional areas, improve relevant data collection systems, and invest more in supporting, guiding, and coaching HR departments in public institutions.20 3.1. NACS resources In exercising its mandate, NACS relies on a series of key resources, both tangible21 and intangible,22 described in the figures below. 19 According to GEO 57/2019 (Administrative Code) and GD 785/2022 on the organization and functioning of the NACS, the legally binding mandate of the Agency is to ensure the strengthening of the HRM function for civil service exclusively and to improve the records management for staff paid from public funds. Romanian public administration staff includes both civil servants (i.e., staff appointed according to the provisions of the Civil Servants Statutes under the Administrative Code) and contractual staff (i.e., staff hired under the provisions of the Labor Code, as complemented by special legislation applicable to public sector staff). Although NACS mandate remains limited in scope, the current report builds on the hypothesis that the HR departments across public administration are responsible for the management of both civil servants and contractual staff and, as such, the strengthening of the civil service HRM function will likely exercise positive spillovers on the exercise of the contractual staff HRM function. 20 WB (2019). Output 1. Deliverable 1.1. Baseline review of the national framework for HRM and its institutionalization, completed within the framework of HRM RAS. 21 Tangible resources refer to buildings, IT systems, budget, and staff 22 Intangible resources refer to skills, managed information and reputation 37 Figure 10. What are NACS’ tangible resources? EU funding is the main A relatively modern but Number of employees source of financing for insufficiently developed BUDGET IT SYSTEM STAFF and organizational strategic priorities and IT system to enable ANFP structure - high vacancy to fulfil its mandate: (i) civil service reform. rate (18%) Allocations from the the HR portal, (ii) the Staff generally feel that electronic document state budget are mainly their salaries provide for staff expenditure. management SIM incentives. The average salary in the NACS was system, (iii) the MigBook 9,854 RON in 2019, application, where most compared to an NACS public service data average of 9,657 RON is centralized. Cross- for central government. checking and manual NACS has gone through verification is required in a series of recent these systems. reorganizations (5 in It is envisaged that an the last 4 years) HRMIS will be developed Changes in NACS through an EU-funded management project. The system will also support the operationalization of the national competition. 38 Source: WB-NACS teams co-design work Figure 11. What are NACS’ intangible resources? SKILLS REPUTATION DATA Staff competences indicate a predominance of NACS manages data on The NACS has a reputation generalist profiles. civil servants, but current as a "guardian of civil Sound specialist knowledge data management service legislation", which of civil service legislation, - mechanisms do not results from its focus on important for drafting new effectively inform policy compliance checking. The legislation, checking making; institutional view, compliance, providing The data are not communicated in staff support. automatically updated and interviews in 2019, was Strong project the process depends on that NACS helps public management skills. reporting and checks by institutions "comply with Project management skills the NACS in relation to the law". are an advantage. Strong notifications of changes in The focus on compliance analytical skills and structures, establishment checking and the strategic planning skills are of civil services, etc. The formalistic approach were required. data are not automatically also a source of criticism at checked with other data local level when the sources. Administrative Code was NACS is expected to debated in Parliament. manage the data for all The interviews revealed public sector staff. that the NACS should take a more proactive approach in supporting HR departments. Source: WB-NACS teams co-design work NACS defines itself as “a guardian of public service legislation.” This organizational self- representation is defined by a series of elements that usually represent building blocks of any organization culture: symbols, power relations and organizational structures, control systems, rituals and routines, and messages and myths. It is the attributes associated with each building block that create NACS’ organizational self-representation. The cultural web analysis conducted as part of this strategic planning exercise revealed that the organizational culture of NACS is characterized by a procedural rather than managerial administrative system, with a highly legalistic and hierarchical administrative culture, which is frequent in the Romanian public administration. Until recently NACS relied predominantly on hierarchical power structures, with little room for the use of flexible working teams across departments; its institutional logic was framed towards control rather than support for developing people and processes, with limited examples of interventions aimed to guide and to coach (see Figure 12). 39 Figure 12. What defines NACS’ organizational culture? SYMBOLS •Government logo, central government structure, no special symbols •People sitting individually in front of computers as a sign of professionalism POWER STRUCTURES •Based on rank/level in the hierarchy •Relying on top management decision and reduced space for bottom-up consultation ("we don't question managers' decisions") •Sometimes correlated with low level of individual accountability •Functional bureaucratic chains, strong top-down coordination •Strong senior leadership, committed to reform ORGANIZATIONAL STRUCTURES •Rigid structures •Departmental isolation •Teamwork limited to specific projects •Task-oriented, little focus on implementing expertise where it is most needed (improvements since 2020) •Internal HR processes not a reference point for reform CONTROL SYSTEMS •Functional managerial control, little room for initiative •Performance management framework focused on day-to-day tasks, little room for staff incentives •Procedural and formalistic approach to control RITUALS AND ROUTINES •Focus on process rather than outcomes (e.g. the number of petitions addressed rather than what support produced) •"We work hard and the institutions are not aware of the workload we face" MESSAGES AND MYTHS •Related to the perceived mission •"Helping institutions comply with the law" •"Protection for integrity in recruitment" •"A stable organization" •Commitment of a small agency that has managed to protect its core role despite local criticism •An innovative agency pushing for reforms Source: WB-NACS teams co-design work 3.2. External and internal environment analysis: challenges and opportunities Several factors – political, economic, social, technological, legal, and environmental – have the potential to impact both NACS as an organization and the HRM reforms it intends to implement (see Table 4). 40 Table 4. What are the Political, Economic, Social, Technological, Legal and Environmental factors impacting NACS and the HRM reforms? POLITICAL FACTORS ✓ Frequent government changes and reorganizations of public authorities and institutions over the past years have an impact both on NACS capacity to exercise its mandate, and on the implementation of HRM reforms in civil service and public administration. In 2019 alone NACS issued opinions or responses to 247 requests for opinion on reorganizations at the central level. Usually, reorganization processes are not based on thorough analysis of HRM implications. A new political rotation expected inside the Government will likely generate instability in the near future, with a negative impact on the pace of HRM reforms. ✓ The trend towards decentralization has continued lately, albeit at an inconsistent pace. Decentralization is inter alia translated into increased prerogatives for public authorities and institutions in establishing or changing their structure of public functions, in recruitment, in public sector pay. This has led to persistent fragmentation of the policy and legal framework regarding the HRM in public administration. Currently, the civil servants represent around one tenth of the public administration staff. While the legal and institutional frameworks are better defined and have been constantly improved, the legal framework applicable to contractual staff in public administration is considerably less developed, the general provisions applicable to labor contracts constituting the main legal framework. This results in inconsistent HRM practices across public administration. ✓ The Government Program for 2020-2024 includes HRM reforms and public administration reforms. The previous strategic frameworks and those replacing it in the future – currently under development – will likely reinforce the political will for reforms. ✓ There is strong EC support for public administration reform. Financial and administrative support is made available by the EU through the 2021-2027 multiannual financial framework and the Recovery and Resilience Facility, the key instrument at the heart of NextGenerationEU translated into a National Recovery and Resilience Plan which puts an emphasis on public administration HRM reforms. ✓ The National Council for Human Resources Development in Public Administration (NCHRDPA) 23 is still expected to be operationalized. The role of the Council is to promote an appropriate institutional framework for the coordination of public policies and actions having an impact on human resources in the public administration, ensuring the development of human resources in the public administration, as well as to assess the achievement of the objectives assumed by the Romanian Government in the field of human resources. Until the Council is operationalized, the harmonization of HRM polices for both civil servants and contractual staff in public administration will continue to lag behind. ✓ The recent political agenda has focused on addressing the challenges posed by Covid-19, the energy crisis, increasing inflation or inflows of refugees in the aftermath of Russia’s attack on Ukraine leaving reduced attention span and resources available for structural reforms and HRM reforms in particular. ECONOMIC FACTORS ✓ Government spending is expected to be streamlined to address the current deficit and inflationary pressures. ✓ EU funding for administrative capacity-building was made available for HRM reforms in 2020 and has been used in the following years. The Managing Authority for the POCA has agreed to support the interventions proposed by the NACS on training and development of the new IT system. In addition, the new operational Programs under the 2021-2027 multiannual financial framework will support the improvement of the effectiveness and quality of public 23 Established by Law 69/2019 on the establishment of the National Council for Human Resources Development in Public Administration 41 administration,24 and Romania’s National Recovery and Resilience Plan includes several HRM reform measures that are in the responsibility of NACS. SOCIAL FACTORS ✓ Covid-19 has been a serious challenge to HRM reforms implementation. Face-to-face meetings are needed at key moments when reform plans are discussed and for stakeholder engagement (as these reforms require clear political prioritization, effective consultation, face-to-face meetings and training). Romanian public authorities and institutions have migrated to online media and interactions at a fast pace, reducing the pressure of the quarantine challenges. This has created a good momentum for further advancing HRM reforms, in particular those targeting the increased use of Information and Communications Technology (ICT) instruments In policy- making and daily activities. ✓ The energy crisis, increasing prices and economic hardships have the potential to decrease public pressure for what appear to be relatively less stringent reforms. In addition, despite progress being made, the general population still lacks confidence in government reforms and low expectations regarding civil service reforms. TECHNOLOGICAL FACTORS ✓ The rise of social media and mobile technology offers opportunities to interact with wider audiences and communicate faster compared to traditional media, but also presents reputational risks, as the level of control over messages is harder to ensure. The number of communicators will likely be higher, as even employees can promote specific content through their personal social media accounts. This, in turn, requires adequate training and development of rules of conduct for employees. ✓ Although modest progress has been made in the 2014-2020 programming period, the increasing use of information technology will provide opportunities to redesign business processes. The National Authority for Digitization and the Ministry of Research, Innovation and Digitization are key stakeholders with which NACS should develop partnerships for HRM reforms design and implementation. In addition, important initiatives in the civic area (Code for Romania) have supported meeting the public administration objectives and should be fostered in the future. ✓ Data exchange protocols and cybersecurity threats seem to be adequately managed in the public sector, but digitization is lagging behind. The current set-up for public institutions managing data deemed to be of national security is covered by adequate security mechanisms (via the STS), but data sharing arrangements are unclear. LEGAL FACTORS ✓ Amendments to the Administrative Code have been made to offer NACS the possibility to adapt some provisions related to civil service reforms, to facilitate their implementation and to adjust deadlines. ✓ Secondary legislation has been drafted and is expected to be formally adopted to operationalize the HRM reforms. ENVIRONMENT FACTORS ✓ An increased focus on sustainable services is expected. ITC can be used to digitize as much content as possible and generate environmental benefits such as reducing energy and fossil fuel consumption, paper products, among others. 24 In particular, the Technical Assistance Program 2021-2027 (TAOP) aims to provide support for an efficient and effective implementation process of the funds in Romania, in line with the horizontal principles set out in Art. 3 and 5 TEU, including Art. 10 TFEU. The POAT takes into account the 2019 Country Specific Recommendations (CSR) on improving the quality and predictability of decision making, simplification of administrative procedures, public procurement, as well as those set out in the 2020 CSR on improving the effectiveness and quality of public administration, including through appropriate involvement of social partners, following the recommendation to develop one administrative capacity building plan at national level and one at regional level in order to provide the strategic framework for increasing administrative capacity to adequately respond to the needs of implementing the new cohesion policy. 42 Source: WB-NACS teams co-design work The capacity of NACS to effectively implement the HRM reforms, according to its mandate, is not only influenced by external factors over which NACS has limited control, but also by the existing organizational features that define the internal environment in which NACS operates. Internal factors represent institutional strengths which should be maintained and built upon and institutional weaknesses which should be alleviated or removed, to the extent possible. External factors represent opportunities to be capitalized on and threats to be mitigated (see Table 5). Table 5. What are the Strengths, Weaknesses, Opportunities, and Threats impacting NACS and the HRM reforms? STRENGTHS WEAKNESSES (Positive impact on the reform mandate) (Negative impact on the reform mandate) Current ✓ Skills in developing/updating the legal and ✓ Frequent reorganizations relevant strategic framework of the civil service ✓ Organizational culture linked to features (drafting legislation, compliance control) hierarchical controls and formalistic ✓ Strong commitment of top management to procedures reforming the function over the last two ✓ Weak performance management years framework ✓ Support from EC & Government Center ✓ Leadership skills of NACS managers need ✓ Adequate external funding secured for key to be developed reforms ✓ Current internal HR processes do not ✓ Competent core of key staff (analytical provide a benchmark for other public skills, project management, strategic institutions planning) ✓ High vacancy rate but relatively stable ✓ Strong project management team number of staff ✓ Emphasis on checking compliance rather than helping public institutions comply with HR regulations ✓ Limited translation of the notion of "public service management" to organizational functions. ✓ The role of the NACS in developing the civil service as a professional body is not clear to external stakeholders. OPPORTUNITIES THREATS (Positive impact for the fulfilment of the reform (Negative impact on the reform mandate) mandate) Relevant ✓ Strategically positioning civil service reform ✓ The political agenda focuses on tackling factors on the political agenda the pressing challenges caused by COVID- with an ✓ MRU reforms adopted are an opportunity 19 (growing deficit, health situation) impact to modernize the civil service and the NACS ✓ Moderate support from the political level in the ✓ The opportunity to develop, streamline, for the appropriate positioning of the future modernize the agency's IT system can NACS as the leader of the reform process transform the NACS into a model for the ✓ The complexity of the HRM reforms may digitization of Romania's central public translate into an excessive burden for the administration agency in the current status quo, with high ✓ Willingness to adopt a communication credibility risks in case of delays or strategy ineffective delivery ✓ Establishment of the HR Council ✓ Sustainability of funding from the state budget is unclear 43 ✓ Central government reorganizations to continue in the future ✓ Pandemic COVID-19 - uncertainty in planning and delivering reforms effectively (as these reforms require clear prioritization at political level, effective consultations, face-to-face meetings and training) Source: WB-NACS teams co-design work 3.3. Public Administration HRM reform areas and objectives The main HRM reforms envisaged for Romania’s public administration are represented in the table below. The reforms include the introduction of the competency framework in HRM processes within public administration, a centralized national competency-based competition to access civil service, the creation of a centralized database for all staff paid from public funds, and the development of HRM capacity and the HR profession within public authorities and institutions to support the delivery of HRM reforms, among others. Table 6. What are the main HRM reforms envisaged for Romania’s public administration (civil service) ? No Main HRM reforms 1 Introduction of the competency framework as the backbone of the HRM processes and applying it in HRM processes 2 Introduction of a 3-year recruitment plan; the development of this plan requires strategic workforce planning in central and territorial public administration 3 Introduction of a centralized national competency-based competition as the first stage of the recruitment process 4 Creation of a centralized database for all staff paid from public funds (civil servants and other staff covered by the framework law on salaries 153/2017) 5 Introduction of a new performance management system for public administration staff based on the competency framework 6 Development of HRM capacity and the HR profession to support the delivery of HRM reforms 7 Alignment of the roles and capacities of public administration training policy with the objectives of a competency-based HRM system; the training system needs to become relevant to professional development and career progression; develop a credit system to make training relevant to career progression. The public administration training policy and strategy will be developed with NIA, according to its institutional mandate 8 Introduction of evidence-based policy making in HR, based on the processing of data included in the new public sector personnel database. Source: authors’ elaboration based on various sources HRM reforms stem from the strategic documents relevant for NACS’ past and present mandate, as reflected in the figure below. Civil service, or more broadly public administration HRM reforms, 44 include priorities set at the EU and national levels, as well as sectoral – i.e., HRM related – or broader cross-cutting reform objectives, targeting public administration as a whole. Figure 13. What is the strategic framework of HRM reforms in Romania? Source: authors’ elaboration based on various sources Note: The Strategy for Civil Service Development 2022-2027 and the Strategy for Public Administration Training 2022-2027 were developed but not adopted formally when the current report was drafted. Most of the strategic documents that define NACS objectives and Activities should have been implemented by 2020. Three of them remain, however, relevant: • The Strategy for Strengthening Public Administration 2014-2020 (SSPA),25 which is aimed at setting out the general framework for public administration reform. One of the general objectives of SSPA is implementing an effective management in the public administration, to be achieved, inter alia, by the following actions: 25 Approved by GD 909/2014 45 o Clarifying institutional roles and mandates in HR management, while strengthening administrative capacity for a strategic, unified and integrated approach to personnel policies. o Increasing professionalism and stability in the civil service as a result of adapting recruitment, selection and appraisal procedures to the requirements of performance management. o Reviewing motivational policies in the field of human resources in public administration, including from the perspective of career opportunities and performance-oriented pay. o Integrated approach to the development of competencies for public administration. o Promoting ethics and integrity in public administration. • The Strategy for Civil Service Development 2016-2020 (SCSD),26 which builds on the vision for the public administration human resources, laid down in the SSPA, but focusing only on the civil service. The actions set out in SCSD include: o Clarifying the role and mandate of the NACS and strengthening its administrative capacity to provide quality civil service management in line with the needs of the administration. o Strategic HR management and strengthening HR departments in ministries. o Implementation of adequate technical support (ICT systems) for keeping the records of all human resources in public administration and the strategic management of the civil service. o Establishing a framework of general and specific competencies for holding public service positions (non-management and management level, including high-level civil servants) in line with the needs of results-oriented approach and with the mandates and functions of public institutions. o Defining and implementing a pilot for a mixed system (National Competition combined with specific recruitment by position) of transparent recruitment and selection of candidates for executive level civil service positions, based on an annual recruitment plan, the rationale and implementation of which will be coordinated by NACS. o Implementing an effective management system of individual and organizational performance, including a coherent and objective model of performance assessment of civil servants, based on the results achieved by the public institution. 26 Approved by GD 525/2016 46 o Strengthening the status and reinforcing the role of the ethics counsellor, while developing institutional capacities to implement mechanisms related to the topic of ethics counselling. • The Strategy for Public Administration Training 2016-2020 (SPAT),27 which promotes and further elaborates the professional training objectives set out in SSPA and SCSD, with the aim of providing a unitary framework for measures which enhance the quality of public administration professional training. The specific objectives of SPAT are: o Implementing an institutional and regulatory framework, which is consistent with the requirements set for the management of public administration training (unified, coherent, transparent, integrated and performance driven). o Correlating standardized competencies with the reform of the recruitment, promotion, and evaluation systems, setting up a quality management system for public administration training and stimulating participation in different types of lifelong education. o Making a “professional training and development portfolio” for each public administration staff member, proving that that person has the general and specific competencies needed for the position held. o Implementing measures for information, awareness-raising, communication, branding/rebranding, and marketing campaigns, aimed at making known to the target audience that “professionalism matters in public administration”. There are no new strategic documents replacing the aforementioned strategies, apart from the draft Strategy for the Civil Service 2022-2027 (SCS), developed by NACS,28 which is yet to be officially sanctioned. The SCS is designed to contribute to the implementation of those provisions of GEO 57/2019 on the Administrative Code (as amended), which refer to the reform of HR management in the Romanian public administration. SCS is structured into five lines of action: o Developing and implementing evidence-based, results and future-oriented and sustainable public policies for HR management in the civil service. o Digital transformation of HR management in public administration. o Managing the competencies needed to deliver quality public services, creating an effective and attractive working environment in the civil service. o Professionalizing HR management in public authorities and institutions. o Promoting ethics, integrity, transparency and preventing corruption. As an exception, one strategy, which is still in force and provides actions to be taken by NACS, is the National Anticorruption Strategy 2021-2027 (NAS),29 which is aimed at consolidating the 27 Approved by GD 650/201 28 For this analysis, the draft of the Strategy for the Civil Service 2021-2027, updated on 21.04.2022, was used. 29 Approved by GD 1269/2021 47 national system for preventing and combating corruption, by implementing measures that are aimed at improving the criteria for the selection, promotion and/or award of persons holding public offices, and at consolidating the institutional management and the administrative capacity for preventing and combating corruption (notably, by reinforcing and enhancing the role of the ethics counsellors). Useful information on the reform areas and objectives in which NACS is involved or which are relevant to it are also to be found in other planning documents: • The Government Program 2021-2024, sets forth specific objectives related to the human resources in the public sector, for example: o Implementing a unified competency framework in the public administration to ensure a clearer career path. o Implementing a professional and impartial model of recruitment to the civil service by organizing a system of competitions that emphasizes the competence and integrity of civil servants, as well as performance orientation. o Setting up a single system of budgetary personnel records for civil servants, contractual staff in the administration and state employees (e-budgetary system). • Romania’s National Recovery and Resilience Plan (NRRP), which includes several measures that are in the responsibility of NACS: o Identifying and implementing solutions to enhance the prestige of the civil service.30 o The National Competition for entry into the civil servants’ cores, in correlation with position-based selection.31 o Introducing competency frameworks and performance-based assessment.32 o E-NACS – The development and expansion of the management platform for the civil servants (at central, territorial, local level) for all career path processes and for interconnection with collaborating institutions.33 o SIMRU – Integrated and unified system of managing HR services for the central public administration.34 30 Measure A of Reform 3 – Effective HR Management in the Public Sector, which is part of Component C14 – Good Governance 31 Measure B1 of Reform 3 – Effective HR Management in the Public Sector, which is part of Component C14 – Good Governance 32 Measure B2 of Reform 3 – Effective HR Management in the Public Sector, which is part of Component C14 – Good Governance 33 Measure I of Investment 10 – Digital Transformation in the Management of the Civil Service, which is part of Component C7 – Digital Transformation 34 Measure II of Investment 10 – Digital Transformation in the Management of the Civil Service, which is part of Component C7 – Digital Transformation 48 o Advanced digital skills training program for civil servants.35 4. Building blocks of the NACS IDS This section describes the NACS IDS building blocks in detail. They are hierarchically arranged and begin with NACS’ new institutional mandate, mission, and vision, based on a new set of institutional values. The new mandate is supported by six functional areas, and 9 associated Strategic Objectives, implemented through 16 Programs consisting of 35 Measures with underlying detailed Activities / projects (see Figure 14). Expected impacts and results are described for each Strategic Objective, as well as the underlying strategic and legal requirements, Program budgets, institutional implementation responsibilities, and outcome (i.e., programs-related) and output (i.e., Measures- related) indicators, with corresponding baseline values and target values for the entire planning period. Additional and synthesized information is provided in the annexes, including the Action Plan, the associated budgets, and indicators. Figure 14. What are NACS IDS building blocks? NACS’S NEW MANDATE, MISSION, VISION, AND VALUES FA 1: POLICY FA 2: FA 3: FA 4: RECRUITMENT FA 5: HRM FA 6: NACS’s INTERNAL TRANSFORMATION FORMULATION MONITORING COMPETENCY SERVICES FUNCTION (2 SO, 6 P, 15 M) AND LEGAL AND MANAGEMENT IN PA (2 SO, 2 P, 5 M) REGULATIONS REGULATORY (2 SO, 3 P, 4 M) (1 SO, 1 P, (1 SO, 2 P, 4 M) COMPLIANCE 3 M) (1 SO, 2 P, 4 M) SO 6.1. SO 6.2. SO 3.1. SO 4.1. SO 1.1. SO 2.1. SO 3.2. SO 4.2. SO 5.1. P 1.1.1. P 1.1.2. P 2.1.1. P 2.1.2. P 3.1.1. P 3.2.1. P 3.2.2. P 4.1.1. P 4.2.1. P 5.1.1. P 6.1.1. P 6.1.3. P 6.2.1. P 6.2.2. P 6.2.3. P 6.1.2. M 2.1.1.1. M 4.1.1.2. M 6.1.3.2. M 1.1.1.1. M 1.1.1.2. M 1.1.2.1. M 1.1.2.2. M 2.1.1.2. M 2.1.2.1. M 2.1.2.2. M 3.1.1.1. M 3.2.1.1. M 3.2.1.2. M 3.2.2.1. M 4.1.1.1. M 4.2.1.1. M 4.2.1.2. M 4.2.2.3. M 5.1.1.1. M 5.1.1.2. M 5.1.1.3. M 6.1.1.1. M 6.1.1.2. M 6.1.1.3. M 6.1.2.1. M 6.1.2.2. M 6.1.2.3. M 6.1.2.4. M 6.1.3.1. M 6.1.3.3. M 6.2.1.1. M 6.2.2.1. M 6.2.2.2. M 6.2.3.1. M 6.2.3.2. Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Act/Project Source: WB-NACS teams co-design work 35 Investment 16 – Advanced Digital Skills Training Program for Civil Servants, which is part of Component C7 – Digital Transformation 49 4.1. NACS’ new mandate, mission, vision, and values NACS’ new mandate rests mainly on the provision of GEO 57/2019 of the Administrative Code, as amended, and Government Decision 785/2022 on the organization and functioning of the National Civil Servants Agency. According to these provisions, the legally binding mandate of NACS is to ensure the strengthening of the HRM function for civil service exclusively, administer the National Electronic Public Sector Employment Registration System (SENEOSP) and keep records of staff paid from public funds. Romanian public administration staff includes both civil servants (i.e., staff appointed according to the provisions of the Civil Servants Statutes under the Administrative Code) and contractual staff (i.e., staff hired under the provisions of the Labor Code, as complemented by special legislation applicable to public sector staff). Although NACS’ mandate remains limited in scope, this report builds on the hypothesis that the HR departments across public administration are responsible for the management of both civil servants and contractual staff and, as such, the strengthening of the civil service HRM function within NACS and HR departments across public administration will likely produce positive spillovers on the exercise of the contractual staff HRM function (see Figure 15). Figure 15. What is NACS’ new mandate? NACS’ NEW MANDATE “The mandate of NACS is to develop, support, and promote effective and efficient competency- based human resource management policies in public administration, to ensure a merit-based recruitment system for civil servants, and to guide public institutions in the field of human resource management. The Agency is also mandated to manage the database of staff paid from public funds.” Source: WB-NACS teams co-design work NACS’ new mission is derived from its mandate. It highlights the actions NACS chooses to take in order to fulfil its legal mandate and foster the implementation of civil service and public administration HRM reforms. To this end, the mission of the institution also includes important qualifiers of its intended actions. Figure 16. What is ’NACS’ new mission? NACS’ NEW MISSION “NACS, as guarantor of public service values, assumes the role of building and strengthening a coherent and innovative management system of human resources in public administration to respond effectively and efficiently to the needs of citizens. Therefore, the mission of NACS has three directions: 50 1. To develop a coherent and modern human resource management system, proposing evidence-based human resource policies and regulations within the public administration and contributing to the professional development of civil servants. 2. To provide public authorities and institutions with expert assistance in the field of HRM for a more efficient public administration, by supporting the beneficiaries’ efforts to strategically plan their workforce needs, guiding them through the HRM cycle, and selecting the most suitable candidates through a national competency- based selection competition. 3. To act as a guarantor of public service values, ensuring that human resource management policies and practices within government comply with the law and are of value to the citizens we serve.” Source: WB-NACS teams co-design work NACS’ new vision represents a snapshot of the institution in 2030. The vision exceeds the institutional planning horizon (2027) and provides internal and external stakeholders a representation of the institutional ambition in exercising its mandate and mission. Figure 17. What is NACS’ new vision? NACS’ NEW VISION36 “In 2030, the National Civil Servants Agency is recognized as a leading player in the public sector HRM ecosystem, which has sustainably transformed the public service into an inclusive, professional, adaptable, and innovative one, where civil servants are the epicenter of high- quality public services. In 2022, NACS decided to take advantage of favorable strategic and policy-related circumstances and address systematically the weaknesses in the strategic management of HR in Romania’s civil service and public administration and the insufficient correlation between the institutional needs and employees’ competencies, between fair and trustful career system and performance management for the implementation of the reforms Romania needed in the context of swift and unpredictable, political, economic, social, technological, legal and environment related changes. With its first Institutional Development Strategy (IDS) NACS embarked on a change process that has proved to be coherent, based on collective efforts, and sustainable in the long run. NACS HRM reform-oriented actions rested on six pillars or functional areas: 1) Policy formulation and regulation; 2) Monitoring legal and regulatory compliance; 3) Competency management; 4) 36 Since the strategic vision is usually described as a concrete picture of the future, the use of the past tense in describing the route to the realization of the vision is a stylistic device to show that the strategy has been implemented successfully. It also shows how the theory of change applied produced the expected results from the perspective of a person living the vision in the future. A shorter version of the vision, comprising just the first statement, can be used for various communication purposes. 51 Recruitment services; 5) HRM function in the public administration; and 6) NACS’ internal transformation. From its inception and throughout its implementation, NACS IDS has generated expected changes in three ways. First, as a public document, the IDS has enhanced the transparency of the civil service HRM reforms. Taking into consideration options of intervention for each functional area and their expected outcomes, it has provided internal and external stakeholders with the necessary rationale and desired ambition levels for the reforms. Second, as a learning and capacity-building process, NACS IDS development involved exchanges among different internal departments and with the representatives of external stakeholders. Being exposed to evidence produced through ‘collective intelligence’ processes, all parties involved have learned to challenge their assumptions and this allowed for the correction of their cognitive biases. Third, once completed and formally adopted, NACS IDS has been used as a valuable communication tool both for civil service and public administration HRM-related reforms and for the necessary institutional transformation of NACS itself. Thus, NACS IDS has generated the necessary engagement of internal and external stakeholders throughout its implementation. NACS has managed to sustain its necessary internal transformation which, in turn, supported better quality HRM policies and regulations in civil service, a more proactive and targeted legal and regulatory compliance in the field, the introduction and improvement of the competency framework in all of the civil service HRM-related processes, the introduction of more meritocratic recruitment processes in the civil service and the improved exercise of HRM function within civil service. Improved HRM practices have expanded to include public administration contractual staff, as a result of a beneficial ‘contamination’ of good practices applied in civil service. The performance of and public trust in public administration have improved, citizens and businesses alike benefitting from more predictable and better evidence-based policies developed and implemented by more transparent and accountable public authorities and institutions.” Source: WB-NACS teams co-design work NACS’ institutional values are integrity and fairness, professionalism, and responsibility (see Figure 18). Figure 18. What are NACS’ values? NACS’ VALUES “We believe that our core values define who we are, what we believe in, and how we act individually and together to protect the values of public service: 1. We believe in integrity and fairness in the development of human resources policies and practices in public administration. 2. We believe in professionalism because the mission of civil servants is to serve citizens by providing high-quality public services. 52 3. We believe in our responsibility to the citizens to develop an efficient public administration. Our values reflect the principles underlying our institutional actions: ✓ Legality and respect for the rule of law ✓ Personal and institutional integrity ✓ Fairness, non-discrimination, equal treatment and opportunity, and open access to public office ✓ Simplification and de-bureaucratization ✓ Sustainable development ✓ Transparency and accessibility ✓ Focus on citizens' needs and results” Source: WB-NACS teams co-design work 4.2. Functional Areas, Strategic Objectives, Programs, Measures, and Activities/ projects This section presents a comprehensive description of each one of the functional areas in NACS IDS. It covers, by functional area, the Strategic Objectives, Programs, Measures, and Activities, including their corresponding indicators and a budget estimate for their realization. The following Functional areas were identified as key areas where NACS should focus its institutional development efforts: ✓ Functional Area 1: Formulation of policies and regulations – focuses on strengthening NACS general capacity to formulate HRM-related policies and regulations (either to be promoted by MDPWA) or by NACS itself, according to their legal mandates ✓ Functional Area 2: Monitoring legal and regulatory compliance – focuses on strengthening NACS general capacity to monitor the legal compliance of public authorities and institutions with HRM-related laws and regulations, according to its mandate ✓ Functional Area 3: Competency management – focuses on strengthening NACS special capacity to formulate and implement HRM policies and regulations needed for the implementation of the competency framework in civil service ✓ Functional Area 4: Recruitment services – focuses on strengthening NACS special capacity to formulate and implement HRM policies and regulations needed for the implementation of the recruitment based on competency in civil service 53 ✓ Functional Area 5: HRM function in the public administration – focuses on strengthening NACS general capacity to support the HR departments in public authorities and institutions implement the HRM-related reforms ✓ Functional Area 6: NACS’ internal transformation – focuses on strengthening NACS general capacity and facilitating the institutional transformation needed for the implementation of the interventions in the functional areas mentioned above. A certain degree of overlaps in the scope of the functional areas (for instance, in terms of internal vs. external actions, or building NACS’ general vs specific capacities) stems from the need to individualize specific strategic objectives and programs associated with HRM reform milestones and investment targets that the Government and NACS have committed to in the NRRP. Such alignment with the NRRP enables better planning, implementing, monitoring and evaluating processes, supporting the implementation of the NRRP commitments 4.2.1. Functional Area 1: Formulation of policies and regulations Functional Area 1 pertains to policy and regulatory formulation in NACS. To support the organization in its efforts to draft and contribute to the preparation of policies and regulations, it is important to strengthen capacity to design, formulate, draft, and implement sound policies and regulations. This Functional Area has one Strategic Objective (SO). Strategic Objective 1.1. Leading and supporting the formulation of evidence-based, predictable, and forward-looking public policies and regulatory development in HRM This SO refers to one of the key attributions of NACS (described in Article 3 of the GD 785/2022), regulating the civil service. According to Article 4 of the GD, the following duties fall under NACS’ regulatory function: • Elaborates and proposes policies and strategies regarding the management of the civil service and of the civil servants, which it submits for approval to the Government through the MDPWA • Drafts legislation regarding the civil service and the civil servants, which it submits for approval to the Government through the MDPWA • Regulates the rules regarding the conduct of civil servants and the activity of ethics counsellors in public authorities and institutions • Analyzes and approves draft legislation containing provisions related to the civil service and the civil servants, developed by other authorities or public institutions • Analyzes and issues, at the request of authorities and public institutions, points of view regarding draft legislation related to the civil service and the civil servants • Elaborates, in collaboration with the public institutions with responsibilities in the area of salary and fiscal-budgetary policies, the legal framework for the remuneration of civil servants • Drafts legislation aimed at harmonizing the civil service legislation with the EU regulations and other international acts to which Romania is a party 54 • Ensures that draft legislation developed by other ministries and public authorities that include provisions regarding the civil service and the civil servants are consistent with existing internal and European regulations • Elaborates competency frameworks, according to the law • Monitors and evaluates the implementation of public policies pertaining to civil service and civil servants • Provides expert opinions on agreements, memoranda, or other documents to which the NACS is a party, or which concern civil service and civil servants SO 1.1. is supported by two Programs: Program 1.1.1. Capacity building for policy formulation and regulatory development within NACS, and Program 1.1.2. Improving data recording, collection, and analysis to support policy and regulatory development. Each one of the Programs has two Measures. Figure 19. Impact and results of Strategic Objective 1.1 Impact Efficient and effective operation of the civil service Better service delivered to citizens Results Improved internal capacities for policy and regulatory design HRM policies and regulations based on evidence Functional and modern data collection and management systems Source: WB-NACS teams co-design work The estimated budget required to implement the Programs for the period 2022-2027 is RON 18,307,200.37 Table 7. Strategic Objective 1: Funding breakdown per budgetary Program Program Total value/year (RON, 000) Budgets for Total Strategic 2022 2023 2024 2025 2026 2027 Objective 1.1. Capacity building for policy formulation and P.1.1.1 8,516.8 1,107.3 1,299.5 1,399.0 1,481.4 1,568.6 1,661.0 regulatory development within NACS Improving data recording, collection, correlation, and P.1.1.2 9,790.3 1,155.2 1,514.4 1,630.4 1,726.4 1,828.1 1,935.8 analysis to support policy and regulation development 37 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. 55 Program Total value/year (RON, 000) Budgets for Total Strategic 2022 2023 2024 2025 2026 2027 Objective 1.1. Total SO 1.1 18,307.2 2,262.5 2,813.9 3,029.4 3,207.8 3,396.7 3,596.8 Source: WB-NACS teams co-design work Program 1.1.1. Capacity-building for policy formulation and regulatory development within NACS Program description This Program aims at the strengthening of the regulatory function within NACS, which is fundamental among NACS functions provided by the law. In general, this Program refers to creating capacities within the organization, so that staff can actively participate in the formulation of draft policies and regulations. Public policy domains and legal framework Program 1.1.1 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 1.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • Law 24/2000 regarding the legislative technical rules for drafting legislation • GD 775/2005 for approving the regulation on the procedures for elaborating, monitoring and evaluating public policies at central level • GD 561/2009 for approving the regulation regarding the procedures at Government level for elaborating, endorsing, and presenting the public policy documents, draft legislation, and other documents for approval/adoption • GD 443/2022 for approving the content of the presentation and reasoning instrument, the structure of the report on the implementation of legislation, the methodological instructions for carrying out the impact assessment, and for setting up the Advisory Board on the impact assessment of legislation • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the regulation on the organization and functioning of NACS, issued by the NACS President Program objectives 56 Program 1.1.1. Capacity-building for policy formulation and regulatory development within NACS aims to achieve the following results by 2027: a) Core technical staff fully operational to prepare draft policy and regulatory proposals using evidence-based decision-making tools b) Regulatory Impact Analysis (RIA) to improve policy and regulatory design internalized c) Policy and regulatory proposals adequately substantiated using RIA Table 8. Strategic Objective 1.1: Program 1.1.1. Outcome Indicators Measurement Reference Program outcome indicators Target (2027) unit value (2022) Number of people skilled in using RIA No. 0 10 Share of policy and regulatory proposals developed on the basis of RIAs and assessed as satisfactory % 21 30 (from the total number of regulatory proposals)38 Source: WB-NACS teams co-design work Program implementation management The units in NACS that will lead this Program are the Human Resources Department (CRU), the Directorate for Resources and Institutional Capacity (DRCI), and the Directorate-General for Legal Affairs (DGJ).39 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 9. Strategic Objective 1: Measures of Program 1.1.1 Program 1.1.1. Capacity building for policy formulation and regulatory development within NACS Measure 1.1.1.1. Attract and develop staff to work on policy and regulatory formulation This Measure requires NACS to identify compartments and key staff that will be responsible for policy and regulatory formulation. This may require redeploying experts to support this function and build teams that can prepare ex-ante and ex-post analysis to support a sound preparation of draft policies and regulations. 38 GD 443/2022, approving the content of the presentation and motivation document, the structure of the report on the implementation of the normative acts, the methodological instructions for carrying out the impact assessment, as well as the establishment of the Advisory Council for the impact assessment of normative acts provides in Annex 6 the assessment criteria on the quality of the presentation and motivation documents and the corresponding potential scores, as follows: Excellent, Satisfactory, Partially Satisfactory or Unsatisfactory. According to the most recent Annual report on the impact assessment of regulations adopted by the Romanian Government, the analysis revealed that only 20.6% of the accompanying presentation and motivation documents issued in 2021 met the conditions to be assessed as Satisfactory and that the situation only slightly improved compared to previous years. The reference base of the indicator and associated target were chosen based on this reference. 39 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 57 NACS will conduct analysis of the skills and staff needs (quantitative and qualitative), and the organization will hire additional staff to develop policy and regulatory proposals. It will continue with ongoing training for members of the teams that will be responsible for this task. Measure 1.1.1.2. Integrating the use of Regulatory Impact Analysis (RIA) in policy and regulatory formulation within NACS RIA is a key tool to improve the quality of policies and regulations, as it supports a proper problem and objectives definition, combined with the selection of options to solve the problem and an analysis of the benefits and costs of those options. RIA, at the end, helps choose the most effective and efficient option. The selected staff must be trained in RIA techniques and methodological approaches to increase the technical capacities of NACS experts participating in the drafting of policies and regulations. RIA can be introduced in a phased way, first organizing pilot projects, and then institutionalizing its use. Source: WB-NACS teams co-design work The following table presents the indicators and targets for the Measures identified for this Program 1.1.1. Table 10. Summary of Program 1.1.1 and connected Measures, including Output indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement (output) 2022 Program 1.1. Creation of capacities for policy formulation and regulatory design in NACS Result a) Core technical staff fully operational to prepare draft policy and regulatory proposals using evidence-based decision-making tools 1.1.1.1 Attract and No. of staff attracted No. 0 2 2 2 2 2 develop staff to to work on policy and work on policy and regulator regulatory development formulation Result b) Internalize the use of Regulatory Impact Analysis (RIA) to improve policy and regulatory design and Result c) Policy and regulatory proposals adequately substantiated using RIA No. of training courses No. 0 1 1 1 1 1 on RIA and evidence- 1.1.1.2 Integrate based tools the use of RIA in conducted policy and No. of employees No. 0 2 4 6 8 10 regulatory trained in RIA formulation within No. of RIA pilots No. 0 0 1 0 0 0 NACS carried out No. of RIAs produced No. 0 0 0 0 2 0 Source: WB-NACS teams co-design work Program 1.1.2. Improving data recording, collection, and analysis to support policy and regulatory development Program description This Program aims at strengthening activities and products related to data and information, so this can be an integral part of the policy and regulatory formulation. Data is essential to properly substantiate policy and regulatory interventions, so it is important that NACS focuses on improving existing databases, incorporating new technologies for the use of HRM data, and developing indicators for HRM analysis. Public policy domains and legal framework 58 Program 1.1.2 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 1.1.2 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 1.1.2. Improving data recording, collection, and analysis to support policy and regulatory development aims to achieve the following results by 2027: a) Robust technical solutions for data collection and management in NACS b) Monitoring of HRM indicators Table 11. Strategic Objective 1.1: Program 1.1.2. Outcome Indicators Measurement Reference Program outcome indicators Target (2027) unit value (2022) Share of public policy proposals, regulations, reports using quantitative data to measure costs % (*) (*) and benefits (from the total number of public policy proposals, regulations, reports) Source: WB-NACS teams co-design work Program implementation management The units in NACS that will lead this Program are the Directorate-General for Legal Affairs (DGJ), the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP), and the Information Technology and Digital Transformation Directorate (DTITD).40 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. 40 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 59 Table 12. Strategic Objective 1: Measures of Program 1.1.1 Program 1.1.2. Improving data recording, collection and analysis to support policy and regulatory development Measure 1.1.2.1. Improving data collection and analysis to support the formulation of evidence-based policy and regulation This Measure refers to the need to effectively use data and information when preparing policies and regulations. To do that, data should be properly collected and processed, so it can be used when technical staff address an issue and propose solutions. This requires identifying and adding functionalities to NACS´ HRM IT solutions (e.g., business intelligence tools), creating the necessary institutional framework and operationalizing the HRM IT solutions, such as SENEOSP,41 E-ANFP,42 SIMRU,43 and collecting and analyzing additional data from external stakeholders. Building data analytics capacity within NACS is essential. Measure 1.1.2.2. Establishing indicators to support policy and regulatory formulation Indicators are fundamental to conduct HRM analysis and monitor implementation. This Measure focuses on the development of an indicator system which can be used when NACS develops policies and regulatory proposals. It also requires NACS to develop capacities in data analysis and results-based planning and management, and disseminate relevant indicators to beneficiary public institutions. Source: WB-NACS teams co-design work Table 13. Summary of Program 1.1.2 and connected Measures, including Output indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 1.1.2. Improving data recording, collection and analysis to support policy and regulatory development Result a) Robust technical solutions for data collection and management in NACS 1.1.2.1. Improving No. of No. 0 1 3 3 3 3 data collection and operational analysis to support HRM IT the formulation of solutions evidence-based policy and regulation Result b) Monitoring of HRM indicators 1.1.2.2. No. of No. 0 0 3 3 3 4 Establishing institutions indicators to providing/using support policy and the proposed 41 National electronic public sector employment registration system (SENEOSP); a set of interconnected information resources and technologies designed to digitize specific processes and workflows for the collection, processing, and use of data and information needed to keep track of staff paid from public funds 42 Platform that will support NACS in fulfilling its mandate and institutional tasks i.e., the management of civil servants at central, territorial, and local levels (data, information, supporting documents) for all processes related to the career path. public authorities and institutions will report data and upload supporting documents related to the career path of civil servants in order to ensure the NACS's record keeping, management, and issuance of documents, in line with its institutional role 43 Integrated Human Resources Service Management System for Central Public Administration (SIMRU), which will ensure the internal management of human resources management processes for NACS and central public authorities and institutions in a unified, standardized way 60 Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) regulatory relevant HRM formulation indicators Source: WB-NACS teams co-design work 4.2.2. Functional Area 2: Monitoring legal and regulatory compliance Functional Area 2 is about ensuring compliance with the policy, legal, and regulatory framework. To achieve this goal, NACS will guide and support institutions to implement the applicable legal and regulatory frameworks. These include provisions concerning civil service entrance and promotion competitions, the transition towards competency-based performance management, etc. This Functional Area has one Strategic Objective. Strategic Objective 2.1. Support and guide public institutions in the implementation of the applicable legal framework This SO is one of NACS’ main responsibilities, as per Article 401(1)(e) of GEO 57/2019 on the Administrative Code (as amended), and Article 6(a) of GD 785/2022. This indicates that NACS monitors and controls the application of the legislation on the civil service and the civil servants, as well as the compliance with the rules of conduct, of the public authorities and institutions. Furthermore, this SO reflects other NACS monitoring and control responsibilities, according to Article 6(d) and (e) of GD 785/2022: (i) monitoring and controlling the application and compliance with the legal provisions on the organization and functioning of joint committees and disciplinary committees, the organization and conduct of competitions, organization of the probationary period, performance appraisal of civil servants, and the professional file of civil servants, and (ii) monitoring the application of the rules regarding the conduct of civil servants and the activity of ethics counsellors in public authorities and institutions. The SO is supported by two Programs: Program 2.1.1. Developing NACS’ capacity to develop tools and methods to support the implementation of the legal framework by public institutions and Program 2.1.2. Promoting performance appraisal and a results-oriented HR model. Each one of the Programs has two Measures, for a total of four Measures. Figure 20. Impacts and results of Strategic Objective 2.1. Impact High performing and efficient civil service in Romania Organizational culture shift in the public service culture towards a results-based one from a compliance-based one Results Improved capacities to comply with the legal and regulatory framework Effective implementation of the current legal and regulatory framework in the public administration Improved capacities to support performance evaluation in the civil service Effective implementation of organizational mandates 61 Source: WB-NACS teams co-design work The estimated budget required to implement the Programs for 2022-2027 is RON 20,180,400. 44 Table 14. Strategic Objective 2.1: Funding breakdown per budgetary Program Program Total value/year (RON, 000) Budgets for Total Strategic 2022 2023 2024 2025 2026 2027 Objective 2.1. Developing NACS’ capacity to develop tools and methods to support the P.2.1.1 14,210.6 6,573.9 1,905.0 1,312.4 1,389.7 1,471.5 1,558.2 implementation of the legal framework by public institutions Promoting performance P.2.1.2 appraisal and a 5,969.8 704.4 923.4 994.2 1,052.7 1,114.7 1,180.4 results-oriented HR model Total SO 2.1. 20,180.4 7,278.3 2,828.4 2,306.6 2,442.4 2,586.2 2,738.6 Source: WB-NACS teams co-design work Program 2.1.1. Developing NACS capacity to develop tools and methods to support the implementation of the legal framework by public institutions Program description This Program is meant to build capacities within NACS to ensure that the institution actively contributes to the implementation of the legal and regulatory framework, increasing compliance by other institutions. Public policy domains and legal framework Program 2.1.1. is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) 44 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use the approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. . 62 • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 2.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 2.1.1. Developing NACS capacity to develop tools and methods to support the implementation of the legal framework by public institutions aims to achieve the following results by 2027: a) Guidance for public institutions to support them to comply with the legal and regulatory framework b) Public institutions supported by NACS compliant with the legal and regulatory framework Table 15. Strategic Objective 2.1: Program 2.1.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Number of staff in charge capable of effectively and No. (*) (*) efficiently supporting the implementation of the new legal framework and HRM reforms by public institutions Share of ex-ante support activities dedicated to public % 10% 25% authorities and institutions in total (measured in working time) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the Directorate-General for Legal Affairs (DGJ), the National Competition Directorate (DCN) and the Information Technology and Digital Transformation Directorate (DTITD).45 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. 45 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 63 Table 16. Strategic Objective 2.1: Measures of Program 2.1.1 Program 2.1.1. Developing NACS capacity to develop and use tools and methods to support the implementation of the legal framework by public institutions Measure 2.1.1.1. Support public institutions to improve compliance with the legal and regulatory framework in the field (ex-ante) This Measure requires the development of guidance materials, such as models, procedures, frequently asked questions, etc., and the use of tools that can help NACS to support institutions, particularly HR and staff departments, to comply with the current legal and regulatory framework. This implies consultations with public institutions to raise awareness about guiding resource development initiatives and to gather their views on content and user experience for the required adjustments. The Measure also requires informing public institutions where the pieces of guidance can be found, their purpose, how they are to be used, and the use of various communication channels, such as newsletters, conferences, workshops, etc. Measure 2.1.1.2. Analysis of the effects of the Measures to support public institutions to improve compliance with the legal and regulatory framework in force (ex-post actions) This Measure requires NACS to conduct analysis in relation to the effects of the Measures implemented to support public institutions to improve compliance with the legal and regulatory framework. This Measure requires strengthening NACS capacities to acquire and keep the necessary staff (quantitatively and qualitatively) and develop adequate tools to support public institutions with not only ex-post approvals, but also ex-ante guidance. It requires offering institutions processed statistical data on compliance with HR policies. It also requires preparing annual communication of the results of the implementation to the public institutions and to develop feedback collection mechanisms and adjust support as needed. Source: WB-NACS teams co-design work The following Table 17 presents the indicators and targets for the Measures identified for the Program 2.1.1. Table 17. Summary of Program 2.1.1 and connected Measures, including Output indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 2.1.1. Developing NACS capacity to develop tools and methods to support the implementation of the legal framework by public institutions Result a) Guidance for public institutions to support them to comply with the legal and regulatory framework M 2.1.1.1 Prepare No. of Information No. (*) (*) (*) (*) (*) (*) public institutions to sessions organized improve compliance by NACS – central with the legal and level regulatory No. of information No. (*) (*) (*) (*) (*) (*) framework (ex-ante sessions organized actions) by NACS – local level Result b) Public institutions supported by NACS compliant with the legal and regulatory framework M 2.1.1.2. Analysis No. of public No. 0 0 0 30+ 30+ 30+ of the effects of the authorities and Measure to prepare institutions public institutions to participating in comply with the information sessions legal framework in organized by NACS – central level 64 force (ex-post No. of public No. 0 0 0 30+ 30+ 30+ actions) authorities and institutions participating in information sessions organized by NACS – local level Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program 2.1.2. Promoting performance management and a results-oriented HR model Program description This Program aims to promote performance evaluation and a results-oriented HR model in the civil service, thereby shifting from a more procedural approach to a results-oriented organizational culture in public institutions. The final goal of performance management and a results-oriented HR model is to steer, motivate, and enable staff to achieve organizational mandates. A successful performance management system should align staff and organizational goals, differentiate fairly between types and levels of performance, motivate staff through the right mix of incentives, and ensure adequate opportunities for growth and development. The Program builds on the assumption that the policy, legislative, and regulatory changes necessary for the implementation of a performance-based management and a results-oriented HR model within public administration will be made with NACS’ contribution and that it will play a key role in supporting and guiding public authorities and institutions in the implementation of the relevant frameworks. This Program will help embed performance management and a results-oriented HR model in the organizational culture of the public institutions. NACS has a leading role in this process not only to promote these practices, but also to create capacities that allow both NACS and public institutions to effectively implement these organizational changes in the civil service. Public policy domains and legal framework Program 2.1.2 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 2.1.2 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS 65 • GD 341/2007 on filling in high-level civil servant positions, the career management and mobility of high-level civil servants • GD 611/2008 for approving the rules regarding the organization and development of the civil servants’ career • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 2.1.2. Promote performance evaluation and a results-oriented HR model aims to achieve the following results by 2027: a) Active promotion of a performance management system (new performance management and results-oriented HR model in the civil service) b) Improved capacities to support performance evaluation in the civil service (NACS as a reference guiding institution on the application of performance management and a results- oriented HR model and civil servants evaluated according to the new performance management system) Table 18. Strategic Objective 2.1: Program 2.1.2. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Share of public authorities and institutions % (*) (*) applying performance management and a results- oriented HR model Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the Directorate-General for Legal Affairs (DGJ) and the National Competition Directorate (DCN).46 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 19. Strategic Objective 2.1: Measures of Program 2.1.2. Program 2.1.2. Promoting performance management and a results-oriented HR model 46 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 66 Measure 2.1.2.1. Promote the new performance management system This Measure is designed to promote a performance management system in which NACS plays a guiding role for public institutions, offering them tools and guidance materials that can help them in the implementation of the proposed organizational change, as well as to introduce the necessary legal amendments that will facilitate its implementation. Measure 2.1.2.2. Create capacities to support performance management The shift towards a performance management system that combines various elements to make it more effective, motivating, and efficient requires support to public authorities and institutions through training sessions that can help HR departments, managers, and different groups of civil servants to familiarize themselves with specific requirements, processes, and tools that will improve the performance management process. Source: WB-NACS teams co-design work Table 20. Program 2.1.2 and connected Measures, including Output indicators Initiatives and Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures achievement (output) unit value 2022 target 2023 target 2024 target 2025 target 2026 2027 Program 2.1.2. Promoting performance appraisal and a results-oriented HR model Result a) Active promotion of a performance management system No. of promotion actions No. 0 0 0 10+ 20+ 30+ M 2.1.2.1. carried out in central Promoting the public institutions performance No. of promotion actions No. 0 0 0 5+ 7+ 10+ management carried out in local public system institutions Result b) Improved capacities to support performance evaluation in the civil service M 2.1.2.2. No. of training sessions No. 0 0 0 5+ 7+ 10+ Capacity building for central public to support institutions verification and No. of training sessions No. 0 0 0 5+ 7+ 10+ evaluation of for local public performance institutions Source: WB-NACS teams co-design work 4.2.3. Functional Area 3: Competency management Functional Area 3 concerns competency management in the HRM process in public administration. The consolidation of a competency framework, in which competencies are identified and defined as expected behaviors to achieve excellent individual and organizational performance, is fundamental for the HRM system. The framework integrates all the different components like recruitment and selection, performance management, training and development, career progression, and pay, into a whole. This Functional Area has two Strategic Objectives. Strategic Objective 3.1. Developing competency management skills within NACS This SO refers to one of the key attributions of NACS, described in Article 401(1)(m) of GEO 57/2019 on the Administrative Code (as amended), and in Article 4(k) of the GD 785/2022, which indicate that the organization is responsible to elaborate competency frameworks, according to the law. 67 The SO is supported by one Program: Program 3.1.1. Development of capacities in NACS for strategic planning and analysis to manage competencies. This Program has one Measure. Figure 21. Impacts and results of Strategic Objective 3.1 Impact Consolidated role of NACS to lead the implementation of the competency framework Fully operational competency management system in the Romanian public administration Results Improved management of competencies in NACS Tools and materials for competency management in the public administration fully operational The estimated budget required to implement the Program for 2022-2027 is RON 3,168,200. 47 Table 21. Strategic Objective 3.1: Funding breakdown per budgetary Program Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 3.1. Developing NACS strategic planning and analytical P.3.1.1 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 capacity for competency management Total SO 3.1. 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 Source: WB-NACS teams co-design work Program 3.1.1. Developing NACS competency management capacities Program description This Program aims to create the required capacities to properly implement the newly adopted general competency framework and to help institutions develop and implement the specific competency frameworks. In general, this Program refers to the development of internal capacities that can support the management of competencies, the elaboration of methodologies to support the creation and update of the general and specific competency frameworks, the preparation of instruments that can be applied to the competency framework, and to pilot the proposed methodologies and tools in public administration. Public policy domains and legal framework 47 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. 68 Program 3.1.1 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 3.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 3.1.1. Developing NACS competency management capacities aims to achieve the following results by 2027: a) Core technical staff fully operational to manage the competency framework in NACS b) Established methodologies and tools to implement, update, manage and review the competency framework c) Competency framework fully operational in the public administration Table 22. Strategic Objective 3.1: Program 3.1.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Number of staff in NACS in charge of managing No. (*) (*) competencies Number of pilots undertaken to implement the No. (*) (*) competency framework Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The unit in NACS that will lead this Program is the Authorization Department for Specific Competencies Framework (CACCS) in the Legal, Regulatory, and Authorization Directorate (DJRA) of the Directorate-General for Legal Affairs (DGJ).48 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. 48 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 69 Table 23. Strategic Objective 3.1: Measure of Program 3.1.1 Program 3.1.1. Developing NACS strategic planning and analytical capacity for competency management Measure 3.1.1.1. Building technical capacity within NACS for competency management This Measure seeks to create technical capacities in NACS, as a leading and guiding institution, to manage the implementation of the new general competency framework. This requires not only to set up a group of experts that can be trained and then dedicated to competency management, but also to develop methodologies and tools that support public institutions in the adoption of the general competency framework and the development of specific competency frameworks. Skills created can then be tested through the implementation of pilot projects that support human resources specialists to apply the competency framework in public administration. Source: WB-NACS teams co-design work Table 24 presents the indicators and targets for the Measures identified for Program 3.1.1. Table 24. Summary of Program 3.1.1 and connected Measures, including Output indicators Initiatives and Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures achievement (output) unit value target 2023 target 2024 target 2025 target 2026 2027 2022 Program 3.1.1. Developing NACS strategic planning and analytical capacity for competency management Results a) Core technical staff fully operational to manage the competency framework in NACS and b) Established methodologies and tools to implement, update, manage and review the competency framework No. of staff allocated to No. (*) (*) (*) (*) (*) (*) work on the management of the competency framework No. of capacity- No. (*) (*) (*) (*) (*) (*) M 3.1.1.1 Building building Activities for technical capacity NACS staff to manage within NACS for the competency skills framework management No. of guiding No. (*) (*) (*) (*) (*) (*) materials and methodologies used to promote and guide the use of the competency framework Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Strategic Objective 3.2. Leading the implementation of the competency framework for HRM in the public administration This SO refers to one of the key attributions of NACS, described in Article 401(1)(m) of the Administrative Code and in Article 4(k) of GD 785/2022, which indicates that the organization is responsible to elaborate the general competency framework and support public institutions to elaborate the specific competency frameworks, according to the law. 70 The SO is supported by two Programs: Program 3.2.1. Strengthening capacities to use the competency framework in HR processes in public administration and Program 3.2.2. Strengthening skills management practices. These Programs have 3 Measures in total. Figure 22. Impacts and results of Strategic Objective 3.2 Impact Public administration based on competencies Single coordinated strategic approach for HR processes in place Results Improved management of competencies in the civil service Competency framework model fully piloted in the Romanian public administration Source: WB-NACS teams co-design work The estimated budget resources required to implement the Programs for the period 2022-2027 are RON 57,501,700.49 Table 25. Strategic Objective 3.2: Funding breakdown per budgetary Program Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 3.2. Strengthening capacities to use the competency P.3.2.1 32,800.1 1,062.0 11,022.2 11,536.8 5,685.1 1,714.5 1,779.5 frameworks in HR processes in the public administration Strengthening competency P.3.2.2 14,701.6 330.6 9,239.4 3,501.6 553.0 523.1 553.9 management practices Total SO 3.2. 57,501.7 1,392.6 20.261.6 15,038.4 6,238.1 2,237.6 2,332.4 Source: WB-NACS teams co-design work Program 3.2.1. Strengthening capacities to use the competency frameworks in HR processes in the public administration Program description This Program aims at consolidating the inter-institutional coordination, which is required for the implementation of the competency (general and specific) frameworks, as well as to consolidate the 49 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. 71 capacities of authorities in public institutions to manage competencies. This is a precondition for an effective implementation of the general competency frameworks, the application of which NACS is supporting across all the different processes that make up the HRM of the public administration staff. Public policy domains and legal framework Program 3.2.1 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 • Strategy for Public Administration Training 2016-2020, approved by GD 650/2016 Program 3.2.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 3.2.1. Strengthening capacities to use the competency frameworks in HR processes in the public administration aims to achieve the following results by 2027: a) Consistent and coordinated use of the competency framework b) Capacities among the authorities and public institutions to manage competencies Table 26. Strategic Objective 3.2: Program 3.2.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Number of institutions implementing the No. (*) (*) competency frameworks Share of staff contracted based on competencies % (*) (*) Share of local public authorities and institutions % (*) (*) that use the evaluation of the general competencies set out for each position in the selection process Share of public authorities and institutions that % (*) (*) use the competency frameworks in the training and development process Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management 72 The units in NACS that will lead this Program are the Authorization Department for Specific Competencies Frameworks (CACCS) of the Legal, Regulatory and Authorization Directorate (DJRA) in the Directorate-General for Legal Affairs (DGJ), the Information Technology and Digital Transformation Directorate (DTITD), the Communication and International Relations Service (SCRI), the National Competition Directorate (DCN) and the Directorate for Resources and Institutional Capacity (DRCI).50 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 27. Strategic Objective 3.2.: Measures of Program 3.2.1. Program 3.2.1. Strengthening capacities to use the competency frameworks in HR processes in the public administration Measure 3.2.1.1. Strengthening inter-institutional coordination for the implementation of the Competency Frameworks (NACS) This Measure gives NACS a leading role in coordinating the implementation of the competency frameworks by establishing different tools and instruments that can be used to promote the use of the competency frameworks, such as an online center with resources for HR specialists and public officials, communication channels (tutorials, models, etc.) for all beneficiaries for the competency frameworks, and a mechanism to collect feedback to adjust the methodologies used to review and update competencies. Measure 3.2.1.2. Capacity building in the area of competency management (public authorities and institutions) This Measure refers to the support public authorities and institutions will receive to consolidate their capacities to effectively implement the competency framework, which could include a capacity-building plan, sensitization activities, workshops, and conferences. Source: WB-NACS teams co-design work Table 28. Program 3.2.1. and connected Measures, including Output indicators Initiatives and Indicator of Measuremen Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate t unit value target 2023 target 2024 target 2025 target 2026 2027 achievement (output) 2022 Program 3.2.1 Strengthening capacities to use the competency framework in HR processes in public administration Result a) Consistent and coordinated use of the competency framework in the Romanian public administration M 3.2.1.1. No. of accesses to the No. (*) (*) (*) (*) (*) (*) Strengthening online center with interinstitutional resources for public coordination for authorities and the institutions implementation No. of guidance No. (*) (*) (*) (*) (*) (*) of the requests from public Competence authorities and Management institutions on the use 50 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 73 Framework of the competency (NACS) framework No. of tutorials No. (*) (*) (*) (*) (*) (*) prepared to support the use of the competency framework No. of civil service No. (*) (*) (*) (*) (*) (*) positions for which NACS has developed/compiled templates for specific competencies frameworks Result b) Capacities among the authorities in public institutions to manage competencies No. of capacity- No. (*) (*) (*) (*) (*) (*) building activities to support the implementation of the 3.2.1.2. Capacity- competency building in the framework area of No. of HR specialists No. (*) (*) (*) (*) (*) (*) competence trained on the management competency (public framework authorities and No. of awareness No. (*) (*) (*) (*) (*) (*) institutions) raising activities organized to support the implementation of the competency framework Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program 3.2.2. Strengthening competency management practices Program description This Program aims at creating a unified competency based HRM system, which will ensure the full implementation of the competency frameworks among institutions of the Romanian public administration and its extension to additional functions in HR. Public policy domains and legal framework Program 3.2.2 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 3.2.2 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS 74 • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 3.2.2. Strengthening competency management practices aims to achieve the following results by 2027: a) Unified HRM system based on competencies Table 29. Strategic Objective 3.2: Program 3.2.2. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Share of posts in the List of posts in public % (*) (*) administration linked to the competency framework Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The unit in NACS to take the lead in this Program is the Authorization Department for Specific Competencies Frameworks (CACCS) of the Legal, Regulatory and Authorization Directorate (DJRA) in the Directorate-General for Legal Affairs (DGJ).51 Measures and Activities The following table includes a description of the Measure and underlying Activities that will be implemented to achieve each of the established outcomes. Table 30. Strategic Objective 3.2: Measures of Program 3.2.2 Program 3.2.2. Strengthening competency management practices Measure 3.2.2.1. Towards a unified competency-based HRM system This Measure refers to the need to develop a unified system for HRM, which is based on competencies. Developing standardized job descriptions linked to a competency framework for all public institutions can help address current inconsistencies and serve as a building block for a unified HRM system in the public administration. This will require the preparation, review, and update of an inventory of job classification used in the public administration, the setup of a job repertoire linked to the competency framework and the creation of a system that facilitates the permanent improvement in competency management. 51 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 75 Source: WB-NACS teams co-design work Table 31. Program 3.2.2 and connected Measures, including Output indicators Initiatives and Measures Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 3.2.2. Strengthening skills management practices Result a) Unified HRM system based on competencies Inventory of No. (*) (*) (*) (*) (*) (*) public administration posts completed List of posts in No. (*) (*) (*) (*) (*) (*) public M 3.2.2.1. Towards a administration unified competency- linked to the based HRM system skills framework completed No. of HR No. (*) (*) (*) (*) (*) (*) specialists trained in the use of competency framework Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 4.2.4. Functional Area 4: Recruitment services Functional Area 4 is about the improvement of recruitment processes and practices in the Romanian public administration. NACS plays a role in oversight and recruitment, and it now is responsible to implement a national competition for joining the civil service corps (NC), where some of the existing shortcomings in the recruitment process can be addressed.52 It is expected to move to an approach where the recruitment matches the right people to the right jobs. This Functional Area consists of two Strategic Objectives. Strategic Objective 4.1. Implementation of the National Competition for filling the vacant civil service posts 52 According to the new recruitment and selection model for civil servants, the following stages, responsibilities and expected results are envisaged: ✓ Stage 0: Workforce planning; Responsibility: NACS; Result: 3-year recruitment plan. ✓ Stage 1: National competition - first stage of the recruitment and selection process for civil servants in central and territorial public administration; Responsibility: NACS; Result: pool of candidates shortlisted created and valid for the next 3 years. ✓ Stage 2: Competition by post - Second stage of the recruitment and selection process for civil servants in central and territorial public administration; Responsibility: public authorities and institutions; Result: Appointment of selected civil servant on a specific post within a public authority and institution. 76 This SO refers to the responsibilities NACS has regarding the NC, which is the first, national, stage of the new recruitment and selection process to fill in civil service positions at central and territorial level: • According to Articles 401(1)(q), 467(3)(a) and 469(1) of GEO 57/2019 on the Administrative Code, with subsequent amendments and additions, as well as according to Article 5(1)(g) of GD 785/2022, NACS organizes, manages, and runs the NC for the recruitment of civil servants at central and territorial level. It should be noted that the provisions of Article 467(3)-(9) of GEO 57/2019 on the Administrative Code (as amended), (i.e., including the provisions on the NC) shall enter into force on 30 September 2023. • According to Articles 401(1)(r) and 467(5) of GEO 57/2019 on the Administrative Code (as amended), and to Article 5(f) of the GD 785/2022, the NC is organized based on a recruitment plan for civil servants at central and territorial level (except for civil service positions that benefit from special statutes). This recruitment plan should be prepared by NACS and it should forecast, for a maximum period of three years, the need for human resources in the civil service at the level of public authorities and institutions within which civil servant positions at central and territorial level are established (except for civil service positions that benefit from special statutes). • According to Article 619(4) of GEO 57/2019 on the Administrative Code (as amended), and to Article 5(1)(g) of GD 785/2022, NACS organizes, manages, and runs the NC, as part of the pilot project for the competition to fill certain vacant civil service positions: o general civil service positions, at the junior professional grade, in the public authorities and institutions within which civil servant positions at central and territorial level are established (except for civil service positions that benefit from special statutes); o civil services position corresponding to the category of high-level civil servants. The pilot project will be conducted from the moment the Government decision approving the rules for organizing and conducting the pilot project enters into force, and until 30 September 2023, when the provisions of Article 467(3)-(9) of GEO 57/2019 on the Administrative Code (as amended), shall enter into force. • According to Article 619(10) of GEO 57/2019 on the Administrative Code (as amended), and to Article 5(1)(f) of GD 785/2022, NACS forecasts the number of civil services positions required to carry out the pilot project for the competition to fill certain vacant civil service positions. The SO is supported by one Program: Program 4.1.1. Ensure relevant capacities within NACS to implement the NC. This Program has two Measures. Figure 23. Impacts and results of Strategic Objective 4.1 Impact Efficient and effective recruitment process in the Romanian public administration Results Getting the right people for the right positions Capacities and skills matching professional needs 77 Source: WB-NACS teams co-design work The estimated budget resources required to implement the Programs for the period 2022-2027 are RON 56,992,000.53 Table 32. Strategic Objective 4.1.: Funding breakdown per budgetary Program Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 4.1. Ensure relevant capacities within P.4.1.1 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 NACS to implement the NC Total SO 4.1. 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 Source: WB-NACS teams co-design work Program 4.1.1. Ensure relevant capacities within NACS to implement the National Competition Program description This Program aims to strengthen internal capacities in NACS to manage the recruitment process, based on a transparent, effective, and efficient competition. The Program covers the two phases for making the transition to the NC as part of the recruitment of all civil servants at central and territorial level (except for civil service servants that benefit from special statutes): • The first phase, which refers to the pilot project organized according to the transitional provisions of Article 619 of GEO 57/2019 on the Administrative Code (as amended), and which is aimed at certain civil service positions. • The second phase, which refers to the entry into force of the provisions of Article 467(3)-(9) of GEO 57/2019 on the Administrative Code (as amended), and entails the definitive and full-scale adoption of the NC for the recruitment of all civil servants at central and territorial level. Public policy domains and legal framework Program 4.1.1. is substantiated based on the priorities established through: • The Government Program 2021-2024 53 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget synthetic information is presented in Annexes 3.1.-3.3. . 78 • Strategy for the Civil Service 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 • National Anticorruption Strategy 2021-2027, approved by GD 1269/2021 Program 4.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 4.1.1. Ensure relevant capacities within NACS to implement the National Competition aims to achieve the following results by 2027: a) Core technical NACS staff fully operational to support quality recruitment services b) Operational procedures in place to support the implementation of the NC Table 33. Strategic Objective 4.1: Program 4.1.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) No. of operational procedures under implementation No. 0 3 on NC Average time for recruitment procedures’ completion days (*) (*) (differentiated by professional level; broken down by phase/step) Percentage of procedural phases completed on time % (*) (*) Quality of recruitment procedures (based on clients’ % (*) (*) satisfaction – candidates and supervisors/HR managers; including merit-based perception) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the National Competition Directorate (DCN) of the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP), the Directorate for Resources and Institutional Capacity (DRCI), the Directorate-General for Legal Affairs (DGJ) and NACS Leadership.54 Measures and Activities 54 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 79 The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 34. Strategic Objective 4.1.: Measures of Program 4.1.1. Program 4.1.1. Ensure relevant capacities within NACS to implement the National Competition Measure 4.1.1.1. Strengthening NACS internal capacity for quality recruitment services This Measure requires NACS to identify a core group of technical staff that will be trained to support the implementation of the NC and be responsible for developing guidance material for HR departments in public institutions regarding recruitment practices. Measure 4.1.1.2. Development of the necessary framework for the national pilot and extended National Competition This Measure requires NACS to become an assessment center, and to develop the normative and strategic framework required for a full implementation of the NC, both in its piloting and in its consolidating phase. The following table 35 presents the indicators and targets for the Measures identified for this Program 4.1.1. Table 35. Summary of Program 4.1.1. and connected Measures, including Output indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value 2022 target 2023 target 2024 target 2025 target 2026 2027 achievement (output) Program 4.1.1. Ensuring relevant capacities within NACS to implement the NC Result a) Core technical NACS staff fully operational to support quality recruitment services No. of staff within the No. 8 9 10 14 17 17 NCD ensuring the functionality of the structure No. of operational No. 0 1 2 3 3 3 M 4.1.1.1 procedures Strengthening developed NACS internal No. of communication No. 1 3 5 7 8 8 capacity for tools and channels quality used recruitment No. of No. (*) (*) (*) (*) (*) (*) services workshops/training sessions on competency-based testing and recruitment Result b) Operational procedures in place to support the implementation of the NC No. of external No. 11 (pilot) 33 (pilot + 14 (CN 14 (CN 14 (CN 14 (CN experts contracted ex-post expanded) expanded) expanded) expande analysis + d extended NC) M 4.1.1.2 Pilot project No. 0 1 0 0 0 0 Development of completed the necessary Ex-post analysis No. 0 1 0 0 0 0 framework for completed the national Regulatory act on No. 0 1 1 1 1 1 pilot and extended NC extended NC approved No. of NC rounds No. 0 2 2 2 3 5 extended No. of NACS staff No. 0 0 0 0 20 40 providing 80 competence assessment in the extended NC Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Strategic Objective 4.2. Reforming and improving the selection process in job competitions. This SO refers, primarily, to two responsibilities that NACS has: • According to Article 401(1)(l) of GEO 57/2019 on the Administrative Code (as amended), and Article 5(1)(m) of the GD 785/2022, NACS provides, upon request, specialized assistance to the HR departments of public institutions regarding the application of the legislation in the field of civil service and civil servants. • According to Article 401(1)(p) of GEO 57/2019 on the Administrative Code (as amended), and Article 4(d) of the GD 785/2022, NACS draws up common regulations, applicable to all public authorities and institutions, regarding the civil service positions, as well as instructions on the uniform application of legislation in the area of the civil service and civil servants. The SO is supported by one Program: Program 4.2.1. Supporting the transition of public authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions. This Program has three Measures. Figure 24. Impacts and results of Strategic Objective 4.2 Impact Government officials selected based on competencies and meritocracy Results High quality recruitment practices The estimated budget required to implement the Programs for the period 2022-2027 is RON 12,135,700.55 Table 36. Strategic Objective 4.2.: Funding breakdown per budgetary Program Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 4.2. Supporting the P.4.2.1 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 transition of public 55 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. . 81 Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 4.2. authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions Total SO 4.2. 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 Source: WB-NACS teams co-design work Program 4.2.1. Supporting the transition of public authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions Program description This Program supports public institutions that need to transition to a selection based on competencies and meritocracy. The role of NACS will be to provide guidance and assistance to public authorities and institutions, by raising awareness on the benefit of competency-based selection, by providing methodologies and training to the personnel in HR departments on conducting competency-based selection, and by providing competency assessment services to public authorities and institutions. Public policy domains and legal framework Program 4.2.1. is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for the Civil Service 2022-2027 • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 4.2.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • GD 341/2007 on filling high-level civil servant positions, the career management and mobility of high-level civil servants • GD 611/2008 for approving the rules regarding the organization and development of the civil servants’ career • Order 530/2022 for approving the Instructions regarding the publication of the competition notice on the website of NACS, issued by NACS 82 • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 4.2.1. Supporting the transition of public authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions aims to achieve the following results by 2027: c) HR staff fully trained in selection process based on general and specific competencies d) Methodologies and working tools to support the implementation of a competency-based system fully operational e) Assessment Center fully operational Table 37. Strategic Objective 4.2.: Program 4.2.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Proportion of authorities and institutions applying No. (*) (*) selection based on skills and meritocracy in competitions for posts Share of authorities and institutions supported by % (*) (*) NACS in selection based on competences and meritocracy in job competitions Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The unit in NACS that will lead this Program is the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP).56 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 38. Strategic Objective 4.2.: Measures of Program 4.2.1. Program 4.2.1. Supporting the transition of public authorities and institutions towards competency- based and meritocratic selection of candidates in job competitions Measure 4.2.1.1. Raising awareness on the added value of competency-based selection (at the level of public institutions and candidates) This Measure refers to the need to raise awareness among public institutions and potential candidates about the benefits of a competency-based selection process for positions in the public administration. 56 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 83 This requires the organization of various activities, such as workshops, conferences and training sessions, dedicated to highlight the added value of having a competency-based selection at the competition stage. This also requires organizing meetings between employers (public authorities and institutions) and potential candidates, for instance, in an “open day” format. Measure 4.2.1.2. Supporting authorities and public institutions in the application of competency- based selection in job competitions This Measure is intended to support public institutions in the efforts to apply competency-based selection processes, through the preparation of methodologies and working tools, as well as capacity building and training activities that increase the knowledge on managing the competency framework for quality recruitment services. Measure 4.2.1.3. Expanding the capacities of the Assessment Center (of NACS) to provide selection services on demand This Measure requires the training of staff to increase capacities in the Assessment Center to provide services for the evaluation of specific competencies in the recruitment process. Table 39. Program 4.2.1. and connected Measures, including Output indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 4.2.1 Supporting the transition of public authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions Result a) HR staff fully trained in selection process based on general and specific competences 4.2.1.1. Awareness of No. of No. 4 6 8 8 8 8 the added value of awareness- competency-based raising events selection (at the level organized of public institutions and candidates) Result b) Methodologies and working tools to support the implementation of a competency-based system fully operational No. of No. 0 1 2 2 2 3 methodologies and working tools developed 4.2.1.2 Supporting (including institutions and revisions) public authorities in No. of training No. 0 0 2 2 3 3 the application of programs for skills-based selection members of job in job competitions competition boards and HR department representatives organized Result c) Assessment Center fully operational 4.2.1.3. Expanding No. of NACS staff No. 0 0 0 0 20 40 the capacities of the trained to Assessment Center provide specific (of NACS) to provide skills assessment selection services on services demand Source: WB-NACS teams co-design work 84 4.2.5. Functional Area 5: HRM function in the public administration Functional Area 5 refers to the support that NACS will provide to public institutions and their HR staff in the development of the HR functions in public administration. This Functional Area includes one Strategic Objective. Strategic Objective 5.1. Supporting the HRM function in the public administration in Romania This SO refers to NACS’ function to provide specialized assistance to HR departments within the public institutions. Article 401(1)(m) of GEO 57/2019 on the Administrative Code (as amended), and Article 5(1)(m) of the GD 785/2022 establish that NACS provides, upon request, specialized assistance to the HR departments of public institutions regarding the application of the legislation in the field of civil service and civil servants. Furthermore, Article 404 of GEO 57/2019 on the Administrative Code (as amended) states that NACS cooperates with the specialized departments of public authorities and institutions that are in charge of setting up and running the day-to-day management of human resources. The SO is supported by one Program: Program 5.1.1. Supporting HR departments and managers in public administration. This Program has 3 Measures. Figure 25. Impacts and results of Strategic Objective 5.1 Impact HR functions fully operational Results Capacities created in public institutions to perform HR functions Source: WB-NACS teams co-design work The estimated budget resources required to implement the Programs for the period 2022-2027 are RON 17,324,900.57 Table 40. Strategic Objective 5.1.: Funding breakdown per budgetary Program Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 5.1. Supporting HR departments and P.5.1.1 managers in public 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 administration in Romania 57 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. . 85 Program Budgets for Total value/year (RON, 000) Strategic Objective Total 2022 2023 2024 2025 2026 2027 5.1. Total SO 5.1. 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 Source: WB-NACS teams co-design work Program 5.1.1. Supporting HR departments and managers in the public administration Program description This Program supports HR departments and managers in public administration so they can fully implement their HRM functions. Public policy domains and legal framework Program 5.1.1 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for Civil Service Development 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 5.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 5.1.1. Supporting HR departments and managers in the public administration aims to achieve the following results by 2027: a) New tools to support HR departments and managers b) NACS as focal point for HR departments and managers in the public administration c) Capacities created to perform HRM functions Table 41. Strategic Objective 5.1: Program 5.1.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Number of staff with HRM skills in charge of No. 10 40 communication with public authorities and institutions 86 Number of NACS expert teams fully operational to No. 0 8 support HR departments and managers Source: WB-NACS teams co-design work Program implementation management The units in NACS that will lead this Program are the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP), the Directorate-General for Legal Affairs (DGJ), and the Directorate for Resources and Institutional Capacity (DRCI).58 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 42. Strategic Objective 5.1.: Measures of Program 5.1.1. Program 5.1.1. Supporting HR departments and managers in the public administration Measure 5.1.1.1. Redefining support functions and instruments This Measure aims at redefining the tools that are currently used by NACS to support HR departments. The redefining requires the design and implementation of a survey to assess the needs to support HR departments and managers and the preparation of new tools. The results of the survey will provide the basis for a plan to redefine the support functions and tools, which will then be designed. Measure 5.1.1.2. Development of a 3-tier HRM framework for interaction with HR departments This Measure requires the recruitment and training of staff dedicated to support NACS interactions with HR departments. It also requires the development of modern, proactive channels of communication with HR specialists in public institutions and authorities. Measure 5.1.1.3. Ensuring the transfer of HRM expertise from NACS This Measure requires the allocation of appropriate resources so NACS can become a methodological focal point for public institutions, where expert teams are fully operational to support HR departments and managers. These teams need to be supported by an appropriate mandate and sufficient resources. Communication and engagement with stakeholders are fundamental to ensure the expertise transfer. Source: WB-NACS teams co-design work Table 43 presents the indicators and targets for the Measures identified for Program 5.1.1. Table 43. Summary of Program 5.1.1 and connected Measures, including Output indicators Initiatives Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target and achievement (output) unit value target 2023 target 2024 target 2025 target 2026 2027 Measures 2022 Program 5.1.1. Supporting HR departments and managers in public administration in Romania 58 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 87 Result a) New tools to support HR departments and managers 5.1.1.1. No. of functions and No. 0 0 0 0 2 2 Redefining tools developed to support support HR functions departments and and managers instruments Result b) NACS as focal point for HR departments and managers in the public administration No. of staff recruited to No. 0 10 5 5 5 5 support HR structures and managers in public 5.1.1.2. institutions Develop a 3- No. of HRM training No. 0 1 1 1 1 1 tier HR courses conducted for framework NACS staff for No. of employees No. 0 0 10 10 10 10 interaction trained in HRM and with HR communication with HR departments structures and managers in public institutions Result c) Capacities created in the Romanian public administration to perform HRM functions Share of know-how % 25% 35% 50% 75% 75% 75% transfer and M 5.1.1.3. communication Ensure activities with HR transfer of structures and HRM managers in the expertise territory in relation to from NACS current NACS activities (as measured in person- hours) Source: WB-NACS teams co-design work 4.2.6. Functional Area 6: NACS’ internal transformation Functional Area 6 is about transforming NACS, so that it can perform its functions under the other five Functional Areas. Transformation will consist of the review of current internal processes and the work environment, as well as in changes in resources, IT and communication. Under the umbrella of this functional area, NACS will pave the way for eventually turning into a full digital/paperless organization by 2027 and piloting new approaches to work in public administration, such as management by results, hybrid working arrangements, mobility schemes, coaching etc. Managing change is also important to achieve the desired objectives. This Functional Area is composed by two Strategic Objectives. Strategic Objective 6.1. Leading organizational change for a “new generation” NACS This SO refers to promoting an organizational change process that transforms the institution into a “new generation” NACS. There is a need to modernize the institution in terms of more flexible and simple internal processes, while the increased use of IT in daily processes will promote transparency and accountability. This also requires engaging in a more proactive way with internal and external stakeholders. The SO is supported by three Programs: Program 6.1.1. Improving NACS internal processes, 6.1.2. Strengthening stakeholder engagement (internal and external), and Program 6.1.3. Supporting the use of Information and Communications Technology (ICT) tools in institutional processes. Each one 88 of the Programs encompasses several Measures: Program 6.1.1. has three Measures, Program 6.1.2. has four Measures, and Program 6.1.3. has three Measures. Figure 26. Impacts and results of Strategic Objective 6.1 Impact Modern, effective, and efficient HRM in Romania High-performing, leading institution for HRM Results Simple and clearer internal processes dealing with HRM functions Change management embedded to support NACS organizational change Improved staff satisfaction in NACS Stakeholder engagement strengthened Integration of modern ICT solutions in HRM processes Source: WB-NACS teams co-design work The estimated budget resources required to implement the Programs for the period 2022-2027 are RON 273,622,500.59 Table 44. Strategic Objective 6.1.: Funding breakdown per budgetary Program Program Total value/year (RON, 000) Budgets for Total Strategic 2022 2023 2024 2025 2026 2027 Objective 6.1. Improving P.6.1.1 NACS internal 39,163.1 3,596.2 5,550.5 6,899.1 7,287.5 7,698.0 8,131.8 processes Strengthening stakeholder P.6.1.2 engagement 36,546.0 4,312.3 5,653.1 6,086.1 6,444.5 6,824.0 7,226.0 (internal and external) Digitalization P.6.1.3 of institutional 197,913.4 2,290.7 75,310.9 58,730.0 51,327.4 6,416.0 3,838.5 processes Total SO 6.1. 273,622.5 10,199.2 86,514.5 71,715.2 65,059.4 20,938.0 19,196.3 Source: WB-NACS teams co-design work Program 6.1.1. Improving NACS internal processes 59 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget synthetic information is presented in Annexes 3.1.-3.3. . 89 Program description This Program aims to simplify and streamline internal processes within NACS, to increase efficiency and productivity, while improving the working conditions and managing staff satisfaction. This could be accomplished by implementing automated systems and procedures that reduce paperwork, and support collaboration and synergies between departments. To ensure a smooth transition, change management strategies and tools should be integrated to facilitate the large impact that this transformation will have on daily working habits and behaviors. This will help consolidate an organizational change process that will place NACS at the forefront of institutional modernization. Public policy domains and legal framework Program 6.1.1 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for the Civil Service 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 • 2030 Agenda for Sustainable Development, assumed by Romania as a member of the UN • National Strategy for Sustainable Development of Romania 2030 (NSDS 2030), approved by GD 877/2018 • National Action Plan for the implementation of the NSDS 2030, approved by GD 877/2018 (as amended by GD 754/2022) Program 6.1.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GO No. 119/1999 on internal/managerial control and preventive financial control • GD 785/2022 on the organization and functioning of NACS • Order 600/2018 for the approval of the Internal/Managerial Control Code of Public Entities, issued by the General Secretariat of the Government • Order 760/2022 for approving the regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 6.1.1. Improving NACS internal processes aims to achieve the following results by 2027: a) Simple, clearer, and digitalized internal processes b) Change management embedded to support NACS organizational change c) Improved working conditions and staff satisfaction Table 45. Strategic Objective 6.1.: Program 6.1.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Share of digitalized processes in total internal % (*) (*) processes 90 Share of staff applying new digitalized internal % (*) (*) processes Improved performance as a result of applying new minutes (*) (*) digitalized processes (work time savings) Reduced number of months of delay in implementing No. (*) (*) NACS IDS Measures and HRM reforms Number of complaints regarding the working No. (*) (*) conditions solved Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program will be defined by NACS. Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 46. Strategic Objective 6.1.: Measures of Program 6.1.1. Program 6.1.1. Improving internal processes in NACS Measure 6.1.1.1. Reducing red tape and simplification of internal processes This Measure includes a strategic reduction of red tape and the introduction of simplification measures that can contribute to making the institution perform better. It also includes allocation of human and technical resources with a strategic vision. The Measure requires the setup of a working group to identify internal processes to be optimized/digitalized at the departmental or organizational level, the preparation of internal methodologies for new processes (or the updating of existing ones), the digitalization of internal processes (management of professional files, personnel, payroll, accounting, financial management) and on-the-job training on the use of newly digitalized internal processes. The Measure also requires the integration of quality management systems, aiming at maintaining ISO certifications and integrating the systems with each other and with the system of managerial internal control. Measure 6.1.1.2. Change management in NACS Change management is a systematic approach to dealing with organizational transformation. It helps prepare, support, and equip individuals to drive change success, guiding organizational change to fruition. The number of HRM reforms currently underway requires a clear and structured change management approach that will attract support for reform, remove obstacles to impactful delivery, and address the resistance that uncertainty and fear will most likely generate. This Measure therefore requires the launch of a regularly scheduled employee engagement survey, upgrade of formal and internal communication channels60 to increase awareness and acceptance of proposed changes and inform progress (e.g., via e- 60 Specific details on how internal communication can support the change process are included in Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project 91 mail, chat, regular staff meetings, regular management meetings), development of cross-cutting competencies (change management, strategic communication, coaching skills) for NACS technical leaders working with HR departments, the development of NACS managerial capabilities through executive and team coaching and training in specific areas (delegation, collaborative planning, team development, effective meetings, stakeholder engagement skills, etc.), and annual teambuilding. Measure 6.1.1.3. Improving working conditions and managing staff satisfaction This Measure requires that, as part of the organizational change, NACS improves working conditions and fosters staff satisfaction. This includes the design and implementation of an internal staff survey to identify ways to improve working conditions. Purchasing collaborative working tools can support this process. In addition, and based on the Sustainable Development Goals (SDG), this Measure requires the adoption of new skills, values and attitudes, which will help integrate the SDG requirements into the work of NACS, for the environmental, social, and economic dimension. Table 47 presents the indicators and targets for the Measures identified for Program 6.1.1. Table 47. Summary of Program 6.1.1. and connected Measures, including Output indicators Initiatives and Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures achievement (output) unit value 2022 target 2023 target 2024 target 2025 target 2026 2027 Program 6.1.1. Improve internal processes in NACS Result a) Simple, clearer, and digital internal processes Mapping of internal No. (*) (*) (*) (*) (*) (*) processes that can be digitalized M 6.1.1.1 No. of digitalized internal No. (*) (*) (*) (*) (*) (*) Reducing red processes and standard tape and operational procedures simplification No. of training sessions in No. (*) (*) (*) (*) (*) (*) the new digitalized processes Result b) Change management embedded to support NACS organizational change No. of training sessions in No. (*) (*) (*) (*) (*) (*) cross-cutting competencies (change management, strategic communication, coaching skills) for NACS M 6.1.1.2 technical staff Change No. of coaching programs No. (*) (*) (*) (*) (*) (*) management (on delegation, collaborative in NACS planning, team development, effective meetings, stakeholder engagement skills, etc.) for NACS management staff Result c) Improved working conditions and staff satisfaction M 6.1.1.3 Updated mapping of working No. (*) (*) (*) (*) (*) (*) Improving conditions amenable to working improvements conditions No. of actions taken to No. (*) (*) (*) (*) (*) (*) and managing improve working conditions staff satisfaction Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 92 Program 6.1.2. Strengthening stakeholder engagement (internal and external)61 Program description This Program aims at strengthening the engagement of internal and external stakeholders, which are essential to lead and support the organizational change of NACS. The implementation of HRM reforms depends on an active participation of diverse actors that can help propel the reform efforts, but also the consolidation of capacities, tools, and mechanisms inside NACS to proactively consider and address the needs of external stakeholders. This will, in the medium and long term, foster connections, trust, confidence, and buy-in of external stakeholders for key initiatives. Public policy domains and legal framework Program 6.1.2 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for the Civil Service 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 6.1.2 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 6.1.2. Strengthening stakeholder engagement (internal and external) aims to achieve the following results by 2027: a) Roll-out of employee engagement survey b) Engaged, motivated, and informed NACS staff62 c) Implemented Program for newcomers (both entry level staff and staff at any level coming from outside NACS) d) Consolidation of key partnerships and tools to engage with stakeholders Table 48. Strategic Objective 6.1.: Program 6.1.2. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) 61 Recommendations for effective stakeholder engagement are presented in Chapter IV.2 and Annex 7 of Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project. 62 Recommendations on how to engage staff are presented in Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project. 93 Percentage of employees aware of the new % (*) (*) mandate, mission, vision, and values of NACS Share of newcomers who have completed an % (*) (*) onboarding program Number of coalitions/alliances/partnerships No. (*) (*) established with stakeholders Increased engagement on NACS social media No. (*) (*) accounts Increased visits on the NACS website No. (*) (*) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the Communication and International Relations Service (SCRI), NACS Leadership, the President´s Office (CP), the Secretary-General (SG) and the Deputy Secretary-General (DSG).63 Measures and Activities The following table includes a description of the Measures that will be implemented to achieve each of the established outcomes. Table 49. Strategic Objective 6.1.: Measures of Program 6.1.2. Program 6.1.2. Strengthening stakeholder engagement (internal and external) Measure 6.1.2.1. Employee engagement survey This Measure refers to the launch and roll-out of an annual employee engagement survey (measuring staff beliefs and values, their alignment with NACS institutional mandate and mission, and employee engagement and job satisfaction), which could be designed in 2023, piloted in 2024 and 2025, and formally introduced in 2026. The survey process will require organization of the data collection, analysis of the results, dissemination of those results, and identification of the areas for improvement that will be summarized in an action plan to be implemented the following year. Monitoring of implementation will develop understanding of what areas have been improved and what remains to be done in the following year. Measure 6.1.2.2. Internal communication on the new NACS mission, vision, and values 64 NACS needs to deliver its organizational strategy by informing and engaging employees while relying on strategic alliances across the institution. This Measure requires the preparation of an internal communication campaign for NACS staff on the new mission, vision, and values that the organization will 63 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 64 Also see the recommendations on NACS internal communication provided under Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project (Chapter IV.2) 94 be promoting as part of its leading role in the HRM reform process. The Measure also implies the implementation of this internal campaign and managing staff involvement to promote the mission, vision, and values of NACS. Measure 6.1.2.3. Onboarding Program for newcomers This Measure requires the design of a Program for newcomers to foster early engagement of new NACS staff. The onboarding Program can be designed and piloted in 2023 and can be implemented in 2024 and 2025. It will be replicated whenever required in the future. Measure 6.1.2.4. Effective involvement of external stakeholders and coalition/alliance building 65 This Measure requires systematically mapping the stakeholders to inform them about the engagement strategy and identifying targeted communication tools to support that involvement. It also requires monitoring the website traffic, media appearances, and social media conversations, as well as improving the accessibility and quality of NACS communications via social media and other channels. NACS also needs to develop guidelines and procedures to manage partnerships with external stakeholders and ensure the involvement of senior management in the organization to interact with critical external stakeholders. Table 50. Program 6.1.2. and connected Measures, including Output Indicators66 Initiatives and Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures achievement (output) unit value 2022 target 2023 target 2024 target 2025 target 2026 2027 Program 6.1.2. Consolidate the engagement of interested parties (internal and external) Result a) Roll-out of Employee survey (measuring staff beliefs and values, their alignment with NACS new role and staff engagement and satisfaction) Employee engagement No. 0 1 1 1 1 1 survey designed 6.1.2.1. Employee Employee engagement No. 0 0 1 1 0 0 engagement survey piloted in NACS survey Employee engagement No. 0 0 0 0 1 1 survey implemented annually Result b) Engaged, motivated and informed NACS staff 6.1.2.2. Internal An internal communication No. 0 1 0 0 0 0 communication campaign designed on the new NACS An internal communication No. 0 0 1 1 1 1 mission, vision, campaign implemented and values Result c) Implemented Program for Newcomers 6.1.2.3. Onboarding Program for No. 0 1 0 0 0 0 Onboarding newcomers - designed and Program for piloted newcomers Onboarding Program for No. 0 0 1 1 1 1 newcomers - implemented Result d) Consolidation of key partnerships and tools to engage with stakeholders 65 Also see the recommendations on engaging with NACS’ external stakeholders provided under Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project (Chapter IV.2) 66 More recommendations on indicators are included in V. Monitoring and evaluating success – M&E tools, methods, and proposed KPIs of Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS under output 1.4 of the current project (Chapter IV.2) 95 No. and type of stakeholders No. (*) (*) (*) (*) (*) (*) identified and institutionally agreed67 No. and type of No. (*) (*) (*) (*) (*) (*) communication tools identified 68 No. of monitoring reports No. (*) (*) (*) (*) (*) (*) 6.1.2.4. Effective generated69 involvement of Communication guide No. (*) (*) (*) (*) (*) (*) external developed and stakeholders and disseminated 70 coalition/alliance No. of engaged participants No. (*) (*) (*) (*) (*) (*) building on NACS social media accounts71 No. of visitors to the NACS No. (*) (*) (*) (*) (*) (*) website72 No. of No. (*) (*) (*) (*) (*) (*) meetings/communications with critical external partners73 Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program 6.1.3. Digitalization of institutional processes Program description This Program aims at accelerating the use of ICT tools in NACS, as a way to support the organizational change. This is in line with certain obligations of NACS; in particular, the responsibility for developing, managing, and operating the National Electronic Public Sector Employment Registration System (SENEOSP), as expressed in Article 401(1)(i) and Article 411(3) of GEO 57/2019 on the Administrative Code (as amended), and in Article 7(a) of GD 785/2022. Public policy domains and legal framework Program 6.1.3 is substantiated based on the priorities established through: • The Government Program 2021-2024 • Strategy for the Civil Service 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Strengthening Public Administration 2014-2020, approved by GD 909/2014 • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 6.1.3 will be implemented in compliance with the following legal framework: 67 Baseline and targets to be determined by NACS. 68 Baseline and targets to be determined by NACS. 69 Baseline and targets to be determined by NACS. 70 Baseline and targets to be determined by NACS. 71 Baseline and targets to be determined by NACS. 72 Baseline and targets to be determined by NACS. 73 Baseline and targets to be determined by NACS. 96 • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 6.1.3. Digitalization of institutional processes aims to achieve the following results by 2027: a) HR systems and databases interconnected b) HR processing functions digitalized c) National Electronic Public Sector Employment Registration System (SENEOSP) functional d) Staff using the developed ICT solutions informed and trained Table 51. Strategic Objective 6.1.: Program 6.1.3. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Share of interoperable public administration systems % (*) (*) and databases Share of solutions and databases managed by % (*) (*) integrated NACS Share of staff capable to use the newly developed ICT % (*) (*) solutions Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the Information Technology and Digital Transformation Directorate (DTITD), the Directorate-General for Legal Affairs (DGJ) and the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP).74 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve the established outcomes. Table 52. Strategic Objective 6.1.: Measures of Program 6.1.3. Program 6.1.3. Digitalization of institutional processes 74 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 97 Measure 6.1.3.1. Improve interoperability with public administration systems and databases and/or integrate solutions and databases managed by NACS This Measure is planned to improve the interoperability of existing systems and databases that operate in the HR field. The Measure requires, in an initial phase between 2022 and 2023, the set-up of an ICT working group that can identify technical solutions for the interoperability between key institutions. Later, in 2024-2027, this Measure would require the creation of a unified database of basic HR information. Dedicated training sessions will ensure that the relevant users of the unified database of HR information within public administration gain the necessary operating knowledge and skills. Measure 6.1.3.2. Digitalization of processes at the institutional level This Measure requires the identification of processes that may be digitalized and the creation of an inventory. Then the selected processes can be improved through digital transformation, by implementing IT solutions, tools, or facilities. The Measure also requires monitoring and evaluation of digitalized processes and planning for continuous process improvement. Dedicated training sessions will inform and encourage NACS staff to take up the new digital solutions. Measure 6.1.3.3. National Electronic Public Sector Employment Registration System (SENEOSP) This Measure requires the establishment of the National Electronic Public Sector Employment Registration System, which is slated to be done in a phased approach. The system will be established in 2023, and implemented and refined between 2024 and 2027. Dedicated training sessions will ensure that the relevant users of SENEOSP have the necessary operating knowledge and skills. Table 53 presents the indicators and targets for the Measures identified for Program 6.1.3. Table 53. Summary of Program 6.1.3. and connected Measures, including Output Indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 6.1.3. Accelerate the use of IT tools in daily processes Result a) HR systems and databases interconnected No. of identified No. This is not 2 Minimum 1 Minimum 1 Minimum 1 Minimum interoperable the case 1 external data holders No. of No. This is not 2 Minimum 1 Minimum 1 Minimum 1 Minimum interoperability the case 1 6.1.3.1. Improve collaboration interoperability protocols with public concluded administration Initial report on No. Report 0 0 0 0 0 systems and technical made databases and/or solutions for integrate interoperability solutions and Updated report No. 0 1 1 1 1 1 databases on technical managed by solutions for NACS interoperability Systems and No. Not the 0 1 0 0 0 database case integration plan implemented Updated plan No. 0 0 0 1 0 0 98 Systems and No. 0 0 0 0 1 0 database integration report (monitoring) Systems and No. 0 0 0 0 0 1 database integration report (evaluation) No, of training No. (*) (*) (*) (*) (*) (*) sessions dedicated to the use of the integrated database Result b) HR processing functions digitalized Plan for No. 0 0 1 0 0 0 digitization of processes at institutional level Process No. 0 0 0 1 10 0 digitization monitoring report 6.1.3.2. Evaluation No. 0 0 0 0 0 1 Digitalization of report processes at the Process No. 0 0 0 0 1 1 institutional level digitization improvement plan implemented No, of training No. (*) (*) (*) (*) (*) (*) sessions dedicated to the use of the digitalized processes Result c) National Electronic Public Sector Employment Registration System in place SENEOSP pilot No. 1 0 0 0 0 0 plan SENEOSP Pilot No. 0 1 0 0 0 0 monitoring Report SENEOSP Pilot No. 0 0 1 0 0 0 Evaluation 6.1.3.3. National Report Electronic Public SENEOSP No. 0 0 0 1 0 0 Sector Implementation Employment Plan Registration SENEOSP No. 0 0 0 0 1 0 System Monitoring (SENEOSP) Report SENEOSP No. 0 0 0 0 0 1 Evaluation Report No, of training No. (*) (*) (*) (*) (*) (*) sessions dedicated to the use of SENEOSP Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 99 Strategic Objective 6.2. Improve internal and external communication on NACS as leader in HRM reforms This SO refers to a key need for the success of internal change of an institution: strategic communication, which accompanies the implementation of change, reports on the achievements of outcomes, contributes to shape the organization´s long-term narrative, and influences target audiences to create change. This entails handling communication on two levels: (i) communication within the organization (internal communication) -- meant to timely and properly engage the organization’s employees and to ensure that they are aware of and connected to the mandate and priorities of the organization, and (ii) communication regarding the organization (external communication) -- meant to convey, consistently and compellingly, a message on the position and roles of the organization. Besides internal and external communication on NACS, this SO also refers to communication aimed at disseminating information on the HR reforms led by NACS (namely, the NC, and the competency framework), as cornerstones for branding/promoting the public administration as employer. As part of this objective, NACS will seek to increase its presence at the international level through dedicated projects and activities by producing relevant and high quality analytical work based on lessons learned as leader in HRM reforms. NACS will also seek opportunities for knowledge sharing, including through twinning projects with institutions in other EU member states, as well as transferring its experience with EU membership candidate countries. The SO is supported by three Programs: Program 6.2.1. Improving communication skills within NACS, Program 6.2.2. Achieving the objectives of NACS´ communications and employer branding strategy, and Program 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy, and digitalization). Each one of the Programs encompasses Measures, as follows: Program 6.2.1. has one Measure, and Program 6.2.2. and Program 6.2.3. have two Measures each. Figure 27. Impacts and results of Strategic Objective 6.2. Impact NACS as a leading communication agent for HRM reforms Results Fully capacitated NACS staff in communication techniques and management Full implementation of the communication and employer branding strategy Improved prestige of the civil service The estimated budget required to implement the Programs for the period 2022-2027 is RON 46,576,000.75 75 The methodological approach to the development of the budgets is detailed in Section 5. NACS IDS implementation and monitoring and evaluation. Enabling factors of NACS institutional development of the current report. NACS IDS associated budget has been developed for each objective, program, and Measure included in the strategic planning document employing a top-down approach under the assumption that NACS will use its approved budget to implement its new institutional strategic objectives and finance its regular operations. Additional financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. NACS IDS budget information is presented in Annexes 3.1.-3.3. . 100 Table 54. Strategic Objective 6.2.: Funding breakdown per budgetary Program Program Total value/year (RON, 000) Budgets for Total Strategic 2022 2023 2024 2025 2026 2027 Objective 6.1. Improving communication P.6.2.1 5,034.6 594.1 778.8 838.4 887.8 940.1 995.5 skills within NACS Achieving the objectives of the NACS’ P.6.2.2 communication 12,762.7 1,506.0 1,974.2 2,125.4 2,250.6 2,383.1 2,523.5 and employer branding strategy Increasing the prestige of the public office P.6.2.3. 28,780.7 10,706.0 8,792.2 2,125.4 2,250.6 2,383.1 2,523.5 (transparency, meritocracy, digitization) Total SO 6.2. 46,576.0 12,806.1 11,545.2 5,089.2 5,389.0 5,706.3 6,042.5 Source: WB-NACS teams co-design work Program 6.2.1. Improving communication skills within NACS Program description This Program aims at consolidating the capacities within NACS to effectively communicate the HRM reform process while building an organizational culture around NACS’ mission, vision, and values. Selected NACS staff need to be trained in various skills and managers need to increase the impact of their internal and external communication through training in various fields, such as public speaking, persuasive communication, and impactful messaging. Public policy domains and legal framework Program 6.2.1 is substantiated based on the priorities established through: • Strategy for the Civil Service 2022-2027 (draft) Program 6.2.1 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President 101 Program objectives Program 6.2.1. Improve internal and external communication on NACS as leader in HRM reforms aims to achieve the following results by 2027: a) Fully capacitated NACS staff in communication techniques and management Table 55. Strategic Objective 6.2.: Program 6.2.1. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Share of available staff with the necessary skills to run % (*) (*) an effective and efficient communication process in total needed76 Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The unit in NACS that will lead this Program is the Directorate for Resources and Institutional Capacity (DRCI).77 Measures and Activities The following table includes a description of the Measure and underlying Activities that will be implemented to achieve the established outcomes. Table 56. Strategic Objective 6.2.: Measures of Program 6.2.1. Program 6.2.1. Improving communication skills within NACS Measure 6.2.1.1. Strengthening communication capacity Capacity is essential for the successful communication around the implementation of the strategy. Instead of the currently fragmented communication function in NACS, a single communication unit staffed with communications experts is envisaged to improve efficiency and coordination. This Measure requires recruiting staff with communication skills and improving those skills through capacity-building activities for managers and communication experts. Table 57 presents the indicators and targets for the Measures identified for Program 6.2.1. Table 57. Summary of Program 6.2.1. and connected Measures, including Output Indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) 76 Baseline and targets to be determined by NACS. 77 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 102 Program 6.2.1. Improving communication skills within NACS Result a) Fully capacitated NACS staff in communication techniques and management No. of technical No. (*) (*) (*) (*) (*) (*) staff with communication skills employed 78 No. of technical No. (*) (*) (*) (*) (*) (*) communication staff trained to develop the skills needed for the smooth running of the communication 6.2.1.1 Strengthening process79 communication No. of training No. 0 2 2 0 0 0 capacity sessions conducted for technical staff No. of managers No. (*) (*) (*) (*) (*) (*) trained to develop communication skills80 No. of training No. 0 2 2 0 0 0 sessions conducted for managers Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program 6.2.2. Achieving the objectives of NACS´ communications and employer branding strategy81 Program description As part of the preparation of a new vision, mission, and values, NACS needs to identify its employer value proposition, what experience the employer offers, and what employees expect in exchange. This should be the basis for the communication and employer branding strategy and therefore this Program aims at implementing it and ensuring that its objectives are achieved. Public policy domains and legal framework Program 6.2.2 is substantiated based on the priorities established through: • Strategy for the Civil Service 2022-2027 (draft) Program 6.2.2 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions 78 Baseline and targets to be determined by NACS. 79 Baseline and targets to be determined by NACS. 80 Baseline and targets to be determined by NACS. 81 According to Output 1.4 of Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS within the framework of the current project. 103 • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 6.2.2. Achieving the objectives of NACS´ communications and employer branding strategy aims to achieve the following results by 2027: a) Communication as a core strategic Activity of NACS b) Communication and branding strategy fully operational Table 58. Strategic Objective 6.2.: Program 6.2.2. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Reduced number of months of delay in No. 0 0 implementing the NACS communication and branding strategy Share of NACS staff fully trained in communication % (*) (*) in total needed82 Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program implementation management The units in NACS that will lead this Program are the Communication and International Relations Service (SCRI), the Human Resources Department (CRU) at the Directorate for Resources and Institutional Capacity (DRCI) and the National Competition Directorate (DCN) at the Directorate- General for Civil Service Management and Public Service Reform (DGMFPRSP).83 Measures The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 59. Strategic Objective 6.2.: Measures of Program 6.2.2. Program 6.2.2. Achieving the objectives of NACS´ communications and employer branding strategy Measure 6.2.2.1. Reform and reposition the communication function as a strategic priority for NACS This Measure refers to developing coordination mechanisms to support a unified implementation of the Communication Strategy, and to develop and implement mechanisms for collaboration among departments. 82 Baseline and targets to be determined by NACS. 83 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 104 Measure 6.2.2.2. Development, implementation and monitoring of the communication and branding strategy This Measure requires the development of a communication and branding strategy for the organization and the elaboration of an initial 2-year communication plan that focuses on key priorities. It will also require implementing the strategy and to measure and evaluate results based on relevant key performance indicators (KPIs). Annual adjustments can be made to the strategy if identified. Table 60. Program 6.2.2. and connected Measures, including Output Indicators Initiatives and Indicator of immediate Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures achievement (output) unit value 2022 target 2023 target 2024 target 2025 target 2026 2027 Program 6.2.2. Achieving the objectives of NACS communications and employer branding strategy Result a) Communication as a core strategic Activity of NACS Communication % 0 1 1 0 0 0 6.2.2.1. Reform procedure developed and reposition and implemented the No. of capacity-building No. 0 1 0 1 0 1 communication activities in the field of function as a communication strategic priority No. of staff trained on No. (*) (*) (*) (*) (*) (*) for NACS communication skills 84 Result b) Communication and branding strategy fully operational NACS communication No. 0 1 0 0 0 0 and branding strategy developed and adopted 2-year communication No. 0 1 0 1 0 1 plan focusing on key strategic priorities 6.2.2.2. developed and adopted Development, NACS communication No. 0 1 1 1 1 1 implementation and branding strategy and monitoring implemented of the Evaluation report on No. 0 0 0 0 0 1 communication the results of the and branding implementation of the strategy communication and branding strategy based on key performance indicators (KPI) Strategy adjusted No. 0 0 1 1 1 1 annually if necessary Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Program 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy, digitalization) Program description This Program aims at creating effective linkages between an effective Communications Strategy for NACS and enhancing the prestige of the civil service overall. Given the role of NACS in the 84 Baseline and targets to be determined by NACS. 105 implementation of a new recruitment model (National Competition) and the introduction of the competency framework it is imperative that these efforts get supported by an effective Communication Strategy. In the case of the NC, proper communication will be needed to ensure that the competition attracts a sufficient number of candidates with adequate skills. In the case of the competency framework, communication will be focused on raising awareness regarding the benefits and the changes related to implementing competency-based HR processes. In particular, the broad uptake of the competency-based framework will be supported by dedicated activities to stimulate the promotion of the best performing civil servants (those with the highest appreciation/satisfaction from the public and internal clients). Public policy domains and legal framework Program 6.2.3 is substantiated based on the priorities established through: • Strategy for the Civil Service 2022-2027 (draft) • Romania’s National Recovery and Resilience Plan • Strategy for Civil Service Development 2016-2020, approved by GD 525/2016 Program 6.2.3 will be implemented in compliance with the following legal framework: • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions • GD 785/2022 on the organization and functioning of NACS • Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President Program objectives Program 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy. digitalization) aims to achieve the following results by 2027: a) Effective communication on the new recruitment model b) HR reforms effectively communicated Table 61. Strategic Objective 6.2.: Program 6.2.3. Outcome Indicators Program outcome indicators Measurement Reference value Target (2027) unit (2022) Number of candidates per position in the NC85 No. (*) (*) Share of public administration staff using newly % (*) (*) created digital HRM instruments86 Increase of public trust in public administration87 % (*) (*) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 85 Baseline and targets to be determined by NACS. 86 Baseline and targets to be determined by NACS. 87 Baseline and targets to be determined by NACS. 106 Program implementation management The units in NACS that will lead this Program are the Communication and International Relations Service (SCRI), the National Competition Directorate (DCN) at the Directorate-General for Civil Service Management and Public Service Reform (DGMFPRSP), the Help Desk of the Directorate- General for Legal Affairs (DGJ), and the Coordination, Monitoring and Authorization Service for NRRP payments (SCMAP PNNR).88 Measures and Activities The following table includes a description of the Measures and underlying Activities that will be implemented to achieve each of the established outcomes. Table 62. Strategic Objective 6.2.: Measures of Program 6.2.3. Program 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy, digitalization) Measure 6.2.3.1. Contribution to improving the employer brand of the central government A core message promoting NACS´ employer brand should be part of the communication around the NC. This Measure requires the implementation and monitoring of the Activities in the action plan of the Communication Strategy for the new recruitment model (National Competition). Measure 6.2.3.2. Communicating HR reforms in the public administration One Strategic Objective for NACS is to attract highly qualified new staff, which can be supported through the development of an employer brand that refers to the professionalism and prestige of public service. This Measure requires the implementation and monitoring of communication activities related to the competency framework. Table 63 presents the indicators and targets for the Measures identified for Program 6.2.3. Table 63. Summary of Program 6.2.3. and connected Measures, including Output Indicators Initiatives and Indicator of Measurement Reference Intermediary Intermediary Intermediary Intermediary Target Measures immediate unit value target 2023 target 2024 target 2025 target 2026 2027 achievement 2022 (output) Program 6.2.3. Increasing the prestige of the civil service (transparency, meritocracy and digitalization) Result a) Effective communication on the new recruitment model Action plan No. 0 1 0 0 0 0 regarding communication on the new recruitment 6.2.3.1. Contribution model (based on to improving the Communication employer brand of Strategy the central Monitoring No. 0 1 1 1 1 0 government report for the communication on the new recruitment model (based on 88 See Annex 2 with some details of the Action Plan for reference to other units involved in this Program. 107 Communication Strategy) Evaluation No. 0 0 1 0 0 1 report for the communication on the new recruitment model (based on Communication Strategy) Result b) HR reforms effectively communicated Action plan No. 0 1 0 0 0 0 regarding communication on the HR reforms (competency framework, SENEOSP, digital competences, SIMRU, E-NACS) Monitoring No. 0 0 1 1 1 0 report for the communication 6.2.3.2 on the HR Communicating HR reforms reforms in the public (competency administration framework, SENEOSP, digital competences, SIMRU, E-NACS) Evaluation No. 0 0 0 0 0 1 report on the communication on the HR reforms (competency framework, SENEOSP, digital competences, SIMRU, E-NACS) Source: WB-NACS teams co-design work 108 5. Implementation arrangements, monitoring and evaluation, and change management This section provides information on NACS IDS implementation, monitoring and evaluation, and the approach to change management. It refers to the Action Plan, the NACS IDS budget and indicators that have been developed and are presented in this report. The section first briefly discusses the need for change management in the current public administration HRM reform context. Next it provides three main categories of recommendations meant to improve the odds for a successful NACS IDS implementation, focusing on engagement with internal and external stakeholders of NACS, and on strategic communication. More details on the requirements of NACS IDS development, implementing, monitoring, revision, and evaluation are provided in Annex 5 of this report. NACS IDS implementation arrangements NACS IDS is accompanied by a comprehensive Action Plan to support its implementation.89 The Action Plan provides a general overview of the institutional development of NACS, taking into consideration the public administration (civil service) HRM reform priorities included in the NACS IDS and provides the institution with an IDS implementation tool. As such, it sets important milestones to be achieved during the implementation of each identified Measure, as well as corresponding responsibilities of NACS departments and institutional partners at central, territorial, and local levels. Based on the inputs provided in this report, NACS is expected to develop corresponding annual working plans detailing the Activities/ projects and corresponding output indicators. Ideally, NACS representatives involved in the co-development of the IDS will also be involved in the implementation and oversight of the corresponding IDS Activities/ projects, Measures, and Objectives.90 NACS IDS financing NACS IDS associated budget has been developed for each objective, Program, and Measure included in the strategic planning document. The public system in Romania is in a full transition process from line budgeting to performance-based program budgeting. Under these circumstances, each budget line (provided in the NACS approved budget for fiscal year (FY) 2022 and budget proposal for FY 2023 – which includes budget estimations for the following three years (2024-2026) – was converted into a program budget, using a methodology developed by the WB team. Estimations for the remaining planning period (i.e., 2027) have been made based on existing information (e.g., expenditure estimations for the previous FYs, estimated inflation rate, etc.) and expert judgment. The underlying assumption was that NACS will use its approved budget to implement its new institutional strategic objectives and finance its “regular” operations. Additional 89 Action Plan is presented in Annex 2 to this report. 90 NACS team involved in NACS IDS co-design is presented in Annex 6 to this report 109 financial resources, provided in the approved EU-funded projects of NACS have been taken into consideration. The budget execution will allow a better quantification of planned expenditures by Measures and finer tuning of the level of financing with the performance targets committed by the institution. The methodological steps taken in the development of NACS IDS are presented below: I. Wage expenditures were identified in the NACS budget and divided by technical (responsible) and support departments – referred to as cost centers II. To these, the rest of the recurring expenditures (such as but not limited to, the expenditures with materials and services) were added to each cost center separately, in an amount directly proportional to that of the salary expenditures III. An allocation matrix of all Measures (Program components) was made to the cost centers, according to the legal attributions (established by the GD 785/2022 on the organization and functioning of the National Civil Servants Agency, further detailed by Order 760/2022 for approving the Regulation on the organization and functioning of NACS, issued by the NACS President) IV. For each specialized cost center, the proportion of recurring expenditures (salaries plus materials and services), necessary to implement each Measure (components of budget Programs) in order to obtain the outputs, was evaluated. The percentages were then expressed in absolute amounts, obtaining the recurrent expenditures allocated to each Measure, for each cost center V. The non-recurring expenditures – such as new initiatives, projects, including those with non- reimbursable financing, investments, etc., and the cost center responsible for the implementation were identified, adding the respective expenditures to the recurrent ones, already allocated VI. Recurring and non-recurring expenditures were aggregated for each individual Measure, on each cost center, broken down by years, for the entire IDS implementation period. The expenditures related to the cost centers exercising support functions (HR, legal, budget, etc.) were allocated to the objective referring to the development of the institutional capacity VII. The budget was then aggregated by Programs and Strategic Objectives for the entire IDS implementation period (i.e., 2022-2027). NACS IDS monitoring and evaluation The implementation of NACS IDS is supported by the developed system of impact, outcome, and output indicators.91 The implementation of NACS IDS is to be monitored, at least annually, by Activities/ projects, Measures, and Strategic Objectives; and evaluated at least at the end of the implementation period. Monitoring would enable the institution not only to gauge and disseminate its performance in implementing the public administration (civil service) HRM reform interventions and its success as a responsible institution but also to provide MDPWA with the necessary information for monitoring its corresponding ISP Programs. In addition, it would provide NACS with the necessary substantiation arguments for its annual budget proposal to be submitted to MDPWA 91 The system of NACS IDS monitoring and evaluation indicators is presented in Annexes 4.1-4.3 to this report 110 and the Ministry of Finance. The evaluation of NACS IDS implementation – including the mid-term evaluation – would allow NACS to make the necessary intervention and/or level of ambition adjustments, and the progress along the learning curve. NACS should deploy consistent capacity building exercises to strengthen its capacity not only to monitor and evaluate its IDS, but relevant sectoral strategies as well. To this end, it should consider the conclusion of twinning arrangements with other civil service agencies in the EU and OECD countries that have more experience in strategic planning, results-based management and monitoring and evaluation. Change management in support of the implementation of the IDS NACS takes the leadership on HRM reforms in a unique momentum for a meaningful reform of the public administration created by the NRRP. The current policy context is one of the most auspicious from the 1999 Civil Service Statute onwards, due, in part, to the resources and conditionality provided by the NRRP. Five sets of ambitious HRM milestones assumed under the NRRP (see Figure 28) will require meaningful cooperation across the government, as well as engagement of non-governmental actors. The need for cross-government collaboration is also reflected in and encouraged by the funding mechanism of the NRRP: according to a recent Communication of the European Commission,92 in case a certain subset of milestones and targets associated with a payment request are not assessed as satisfactorily achieved, then a partial amount of the payment request is suspended for 6 months, the rest being paid to the respective Member State. Figure 28. Public administration/civil service HRM reform milestones according to Romania’s NRRP 2022-2025 •New competency framework (CF) introduced 2022-2025 •National competition: pilot, round II, round III 2022-2025 •New IT system integrates all HRM processes 2023-2025 •Performance evaluation uses new CF 2025-2026 •Competencies are reviewed and adjusted Source: Romania’s National Recovery and Resilience Plan93 Given this momentum for reforms, but also the amplitude of the HRM reforms, their effective implementation requires a structured and well-defined approach to change management. This requires not only NACS, as the leading agency, to take the HRM reform baton and carry it forward, 92 COM (2023) 99 final. Recovery and Resilience Facility: Two years on A unique instrument at the heart of the EU’s green and digital transformation. Available at https://commission.europa.eu/system/files/2023- 02/COM_2023_99_1_EN.pdf. 93 Available at https://mfe.gov.ro/pnrr/ 111 but a whole range of stakeholders needs to be mobilized around this cause. NACS needs to build their awareness and support of, and commitment to the reform agenda. For this, NACS needs to become a powerful, inspiring communicator of the reforms, moving beyond the familiar legalistic discourse. NACS will need to engage the hearts and minds of central and local government officials who will implement the new competency-based HRM system. In doing so, NACS will need to rely more on the driving power of the higher-level mission of the reforms for eliciting stakeholders’ engagement, and less on the authority of legalistic instruments. The idea that the reforms will help modernize the public administration and better serve citizens, needs to be engrained across all institutions, until HRM change agents across the government identify with it. Such a shift in communication is already underway within the Agency, but it needs to be further pursued. NACS leadership has successfully created the conditions at all levels of the organization for a shared vision and ownership of the Agency’s new role leading the HRM reforms. This process needs to continue, to ensure that NACS staff not only understand and believe in the reforms relevance for their own day-to-day work, but they also help new hires get onboard with this vision as fast as possible. Change management considerations mainstreamed in the IDS design A change management approach focused on mobilizing implementation support for the HRM reforms across the government has been mainstreamed throughout the proposed NACS IDS. The expected results of interventions in these areas are an empowered group of leaders in the Romanian bureaucracy that mobilize HR departments, managers and public servants across the government, seizing the current opportunity to reform the civil service. The change management approach proposed in the IDS is a mix of processes, techniques and tools that support HRM reform stakeholders to embrace change and engage in reform implementation94. The most urgent recommendations for change management interventions are listed below: 1. Strengthen engagement with internal stakeholders. While changing internal processes or investments in ICT infrastructure will take time, strengthening engagement with internal stakeholders is the most urgent action that requires NACS management’s full attention, with immediate results and impact on keeping the HRM reform implementation on course. While recognizing that internal engagement has already started with the adoption of a commonly agreed vision, mission, and values for the Agency, as well as the design of various strategic and operational documents, the next step is translating all this into operational plans through a participatory process. An example of how this process could take place was modelled in day 2 of the IDS workshop (Nov 8-9, 2022)95. An important insight from this 94 Adapted from USAID (2015) “Change Management Best Practices Guide” 95 NACS engaged in collective exercises on change management, including three ‘deep dives’ at the level of Measures (under 6.1.1.) a) ‘Redesigning workplace conditions and management of staff satisfaction, b) ‘Improving NACS internal processes, and c) ‘Effectively engaging with external stakeholders and building 112 process is that further planning and implementation of change management activities through collective brainstorming and prioritization will directly build internal engagement. 2. Strengthen engagement with external stakeholders. As discussed above, the effective implementation of the HRM reforms hinges on strong cross-government collaboration, which requires NACS to closely engage both with key institutional partners at the central government level, as well as with other external stakeholders (public institutions, media, civil society, academia and the wider public). A detailed stakeholder mapping is provided in Output 1.4 under this project.96 Building on this, NACS should further map the potential implementation risks and challenges, and the various stakeholder groups’ role in it. Such a mapping exercise will allow the NACS to plan for and anticipate issues that could arise in the implementation process, and to develop strategies to mitigate or address those issues, through targeted strategic communication with each specific external stakeholder with a role in HRM reform implementation. Furthermore, rethinking and reshaping its relationship with external stakeholders will require NACS to develop adaptive (or situational) leadership behaviors. This includes a shift from a top-down projection of reform expectations (including responsibilities, objectives, KPIs, etc.) to proactively guiding and supporting public institutions in the implementation of the reforms through advice and technical support. NACS needs to engage stakeholders into meaningful participation by creating delegative structures and the necessary space for stakeholders to become reform agents in their own ‘constituencies’. This “change of hats” in NACS requires outstanding adaptability, a high competency in deep listening of stakeholder needs, sensing when to step back, observe, offer minimal support and most importantly, learning to create a safe, fault-free space for reflection and learning, that ultimately reinforces empowered stakeholders in action. 3. Shift from ad-hoc to strategic communication of the HRM reforms with the implementation of the proposed Communications and Branding Strategy. Strategic communication plays an essential role in changing how stakeholders and the wider public perceive challenges and opportunities related to implementing the HRM reforms. It allows stakeholders to understand what, when and why the organization is changing, facilitating acceptance, and adapting to new circumstances.97 Effective strategic communications consider the ‘who’ (audience), ‘what’ (content), ‘how’ (media channels and modalities), and ‘when’ (timing) of the reforms. Regarding audience, effective communication needs to match stakeholders’ profiles and content of communication needs to be targeted and simple. This entails developing core messages and narratives and using examples. Existing websites and social media can be utilized in support of this. Strategically deciding when to communicate is important to keep stakeholders informed, maintain momentum, and create windows for alignment and feedback. More detailed recommendations on strategic coalitions. Participants identified individually over 100 detailed activities, processes, ingredients for success, and bottlenecks associated with the Measures under assessment, which can be taken into account for more detailed action planning. 96 Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS, under Output 1.4 of the current project. 97 Raineri, A. 2011. Change Management practices: Impact on perceived change results. Journal of Business Research. 113 communication are included in Output 1.4.2 of this project with a proposal for a Communications and Branding Strategy for NACS.98 6. An enhanced accountability approach to NACS IDS implementation: improving NACS reporting function The success of NACS IDS implementation requires the strengthening of its accountability to the MDPWA, to the Government at large, to the Parliament, and to Romanian citizens. NACS should include information on monitoring the implementation of the sector strategies in which it is involved in its annual activity report. The report should provide information on implementation, monitoring and evaluation of the NACS IDS, and Communication Strategy. It should also include information on the professional development of NACS staff. More generally NACS should aim to streamline the content of its various reports to better respond to the information needs of its various stakeholders, efficiently use available information resources, communication channels and eliminate/reduce redundancies. This section discusses NACS responsibilities regarding reporting and provides some recommendations to improve this function. 6.1. Overview of the reporting responsibilities of NACS NACS has general reporting responsibilities that are linked to its status as a specialized body of the central public administration and specific reporting responsibilities that reflect its mandate and the tasks it has been entrusted within the area of the civil service and of the civil servants. The reporting responsibilities of NACS, reviewed in this chapter, are laid down in the following pieces of legislation: • Law 544/2001 on the free access to information of public interest. • Law 52/2003 on decision-making transparency in the public administration. • GEO 57/2019 on the Administrative Code, with subsequent amendments and additions. • GD 123/2002 for approving the methodological guidelines on the application of Law 544/2001 on the free access to information of public interest. • GD 1066/2008 for approving the rules on the professional training of civil servants. • GD 599/2018 for approving the standard methodology for the assessment of corruption risks in central public authorities and institutions, together with the indicators for estimating the likelihood of corruption risks materializing, the indicators for estimating the impact of corruption risks materializing and the template of the corruption risk register, and for approving the methodology for the evaluating the integrity incidents in central public 98 Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS, under Output 1.4 of the current project. 114 authorities and institutions, together with the template of the annual evaluation report on the integrity incidents • GD 931/2021 on the procedure for appointment, tasks, organization of activity and procedure for the evaluation of the individual professional performance of the ethics counsellor, as well as for the approval of the reporting procedure of the institutions and authorities for the purpose of ensuring the implementation, monitoring and control of compliance with the principles and rules relating to the conduct of civil servants. • GD 785/2022 on the organization and functioning of NACS. • GD 831/2022 for approving the methodological guidelines on the application of Law 52/2003 on decision-making transparency in the public administration. • Order 26/2022, issued by NACS, for approving the Methodology on filling in and submitting the information regarding the implementation of the principles applicable to the professional conduct of civil servants and the rules/standards of conduct of civil servants, as well as regarding the administrative and disciplinary procedures applicable to civil servants in public authorities and institutions. • Order 1109/2022, issued by NACS, for approving the standard format, the deadlines and the method of sending data relating to joint committees and collective bargaining agreements. As any public authority/institution in the central public administration, NACS has several general reporting responsibilities which translate into the following reports: • The activity report, which public authorities must draw up and publish, according to Article 5(3) of Law 544/2001. Public authorities must make publicly available the activity report, on a regular basis.99 The reference period of this report may be set out by each authority, the minimum requirement being that such a report be published at least annually. The report must comply with the template laid down in Annex No. 3 to the Methodological Guidelines approved by GD 123/2002, and it is published in the Official Monitor of Romania, as well as on the website of each public authority. • The annual report on the professional training of civil servants, which public authorities have to draw up, according to Article 21(1) of GD 1066/2008. There is no template for this report neither reference in the legal basis to its minimum content (presented in the Table 64). According to Article 21(3) of GD 1066/2008, the annual report on the professional training of civil servants is part of the annual activity report; as such, it is subject to the publicity requirements that apply to the latter report. The template for the activity report, as laid down in Annex No. 3 to the Methodological Guidelines approved by GD 123/2002, does not provide explicit references to the annual report on the professional training of civil servants; nonetheless, information on the professional training of civil servants could be included under the heading “Information on HR management” of the activity report. 99 NACS annual activity reports are available at: http://www.anfp.gov.ro/continut/Raport_activitate_ANFP. 115 • The annual report on transparency in decision-making,100 which public authorities have to draw up and publish, according to Article 13(2) of Law 52/2003. The report must comply with the template laid down in Annex No. 7 to the Methodological Guidelines approved by GD 831/2022, and it is published on the website of each public authority. The report must also be filled in online on the single centralization platform,101 set up and managed by the GSG. • The annual report on access to information of public interest102 (the evaluation report on the implementation of Law 544/2001). The report must comply with the template laid down in Annex No. 10 to the Methodological Guidelines approved by GD 123/2002, and it is published annually. The report must also be filled in online on the single centralization platform, set up and managed by the GSG.103 • The annual evaluation report on the integrity incidents,104 which central public authorities and institutions have to draw up and publish, according to Article 9 of the Methodology for evaluating integrity incidents in central public authorities and institutions, laid down in Annex No. 5 to GD 599/2018. The report must comply with the template laid down in Annex No. 6 to GD 599/2018; the report is published on the website of each public authority/institution and is submitted to the Technical Secretariat of the National Anticorruption Strategy. • The annual report on the implementation of the principles applicable to the professional conduct of civil servants and the rules/standards of conduct of civil servants,105 which the ethics counsellors in each public authority and institution have to draw up and publish, according to Article 457(2) of GEO 57/2019 on the Administrative Code (as amended), and to Article 25(3) of GD 931/2021. The report must comply with the template laid down in Annex No. 1 to the Methodology approved by Order 26/2022, issued by NACS. The report is published on the website of each public authority/institution. Table 64. General reporting responsibilities of NACS – content and deadlines Report Content of the report Reporting deadlines Annual activity - Organization profile The report for each report - Public policy: year must be 100 NACS annual reports on transparency in decision-making are available at: http://www.anfp.gov.ro/continut/Rapoarte_monitorizare__arhiva. 101 www.e-consultare.gov.ro 102 NACS annual reports on access to information of public interest are available at: http://www.anfp.gov.ro/continut/Rapoarte_privind_aplicarea_Legii_nr_5442001. 103 According to the provision of Article II of GD 830/2022, within 18 months from the moment GD 830/2022 has entered into force (i.e., from 28th of June 2022), the General Secretariat of the Government will develop the functionalities of the platform www.e-consultare.gov.ro, and will approve, by order, the guidelines for publishing the annual reports on access to information of public interest on the platform. 104 NACS annual evaluation reports on the integrity incidents are available at: http://www.anfp.gov.ro/continut/Arhiva_rapoarte_incidente_de_integritate. 105 NACS annual reports on the implementation of the principles applicable to the professional conduct of civil servants and the rules/standards of conduct of civil servants in NACS are available at: http://www.anfp.gov.ro/continut/Raportul_privind_respectarea_normelor_de_conduita_. 116 Report Content of the report Reporting deadlines o Information on the results of implementing the published by the end Institutional Strategic Plan (priorities for the reporting of April of the period; objectives, results, budget for each priority; following year KPI; expected results of public policy documents etc.) o Priorities for the next period - Institutional transparency: o The budget of the institution o Information on public procurement o Information on litigation o The organizational chart o Information on HR management - Relationship with the community: o Activity report according to Law 544/2001 o Activity report according to Law 52/2003 o Information on attracting community resources - Legislation: o Information on the draft legislation initiated by the institution Annual report - The number of civil servants in the public The report for each on the authority/institution that have attended training year must be professional programs, according to the planning (with the breakdown published by the end training of civil by category of civil servants) of April of the servants - The types of professional training that civil servants in the following year (part of the public authority/institution have benefited from annual activity - The professional training providers and the way in which Note: since the report report) professional training was carried out on the professional - The degree of correlation between the approved development of civil planning, the measures actually implemented, and the servants is part of the results achieved annual activity report, - As the case may be, updates to the professional training the deadline measures, the professional development plan for civil mentioned above is servants, and the budget allocations (if the option to the deadline for update these documents was used) publishing the activity - As the case may be, proposals to improve the professional report training system for civil servants Annual report - Information on the process of drafting legislation, like: The report for each on o The number of pieces of legislation adopted year must be: transparency in o The number of draft pieces of legislation that have - published on the decision- been publicly released institution’s making o The total number of recommendations received website by 30th of o The total number of recommendations included in April of the draft legislation following year o The total number of public debate meetings held - filled in online, on - Information on the decision-making process, like: the website o The total number of public meetings www.e- o The number of participants in public meetings consultare.gov.ro, o The total number of comments and recommendations by 15th of May of put forth in public meetings the following year o The total number of recommendations included in the decision made o The number of meetings that were not public and the reasons for restricting access 117 Report Content of the report Reporting deadlines - Information on the cases in which the public authority has been taken to court - The institution’s own assessment of the partnership with citizens and their legally constituted associations Annual report - The assessment of the person in charge with drawing up The report for each on access to the report regarding the resources and the process year must be: information of related to the access to information of public information - made public by public interest - Information published ex officio 30th of April of the (the evaluation - Information provided on request: following year report on the o The total number of requests for access to information - filled in online, on implementation of public interest: the website of Law ▪ The breakdown by type of applicant www.e- 544/2001) ▪ The breakdown by way of addressing the request consultare.gov.ro, (paper, electronically, orally) by 15th of May of ▪ The breakdown by areas of interest the following year o The total number of requests resolved favorably: ▪ The breakdown by reply term ▪ The breakdown by way of communicating the answer (paper, electronically, orally) ▪ The breakdown by areas of interest o The total number of requests rejected: ▪ The breakdown by reason for rejection ▪ The breakdown by areas of interest o Administrative complaints and complaints filed in court The annual - Information on integrity incidents: The report for each evaluation o The total number of integrity incidents year must be: report on the o The type of act that qualified as integrity incidents - published on the integrity o The structure/ compartment/ directorate/ area where institution’s incidents the integrity incidents occurred website by 31st of o The positions of the persons that have committed March of the integrity incidents and the breakdown by type of following year position (management or execution) - submitted to o The number of sanctions applied and the breakdown Technical by type of sanction (disciplinary, administrative, or Secretariat of the criminal) National o The average duration of procedures for investigating Anticorruption the acts constituting disciplinary offenses Strategy by 31st of - Information on the prevention and/or control measures March of the following year The annual - Information on the public authority or institution and on The report for each report on the the ethics counsellor year must be implementation - Information on the on the implementation of the published in the first of the principles applicable to the professional conduct of civil quarter of the principles servants and the rules/standards of conduct of civil following year applicable to servants, like: the o The number of information sessions professional o The number of civil servants that took part in conduct of civil information sessions servants and o The number and the name of the professional training the and development programs attended by the ethics rules/standards counsellor 118 Report Content of the report Reporting deadlines of conduct of o The number of civil servants that have sent requests civil servants for ethics counselling o The number of civil servants that have received written requests from the ethics counsellor for ethics counselling o The number of civil servants that have benefited of ethics counselling o The number of ethics counselling sessions for civil servants o The subject-matter of ethics counselling o The number of recommendations made by the ethics counsellor on how the civil servant should act to comply with the principles applicable to the professional conduct of civil servants and the rules/standards of conduct o The number of referrals by the ethics counsellor to prosecuting authorities o The number of complaints and grievances, investigated by the ethics counsellor, from citizens and other beneficiaries of the activity of the public authority or institution regarding the behavior of staff dealing directly with citizens o Measures taken to remove causes or circumstances favoring violations of the principles applicable to the professional conduct of civil servants and the rules/standards of conduct Source: authors’ elaboration Apart from the general reporting responsibilities, NACS has specific reporting responsibilities related to the civil service and the civil servants: • The annual report on the management of the civil service and of the civil servants ,106 in accordance with Article 401(1)(o) of GEO 57/2019 on the Administrative Code (as amended), and to Article 5(1)(n) of GD 785/2022, in order to submit it to the MDPWA. NACS also publishes the report on its website, although there is no explicit legal provision requiring it.107 The content of the report on the management of the civil service and of the civil servants is not elaborated upon, in a consistent and comprehensive way, in the existing legal framework. Thus, GEO 57/2019 on the Administrative Code (as amended), and GD 785/2022 only point out two types of information that have to be included in the report: information 106 NACS annual reports on the management of the civil service and of the civil servants are available at: http://www.anfp.gov.ro/continut/Managementul_functiei_publice_si_al_functionarilor. 107 The obligation to make the report on the management of the civil service and of the civil servants publicly available may be inferred from Article 457(4) of GEO No. 57/2019 on the Administrative Code, which provides that informing the public about compliance with obligations and rules of conduct in the discharge of civil service responsibilities is part of the report on the management of the civil service and of the civil servants (this implies that the report has to be published, so that the public may be informed on the said subject matter). 119 on institutional reorganization, and information on the application of and compliance with the rules of conduct in public authorities and institutions (the latter being, in fact, an excerpt from a dedicated report, presented below, that NACS has to draw up on monitoring the implementation of the principles and standards of conduct, and the disciplinary procedures carried out in public authorities and institutions). There are also incidental references to the content of the report on the management of the civil service and of the civil servants in legal provisions that regulates other types of reporting responsibilities; for example, according to Article 4 of Order 1109/2022, NACS centralizes data regarding the joint committees and the collective bargaining agreements, submitted by the public authorities and institutions, and presents that data in the report on the management of the civil service and of the civil servants. Reviewing the reports on the management of the civil service and of the civil servants, drawn up and published by NACS for the reporting period 2018-2021, has allowed for the identification of a core content of these reports (see Table 65). • The annual report on monitoring the implementation of the principles and standards of conduct, and the disciplinary procedures carried out in public authorities and institutions,108 based on Articles 401(4)(i) and 457 of GEO 57/2019 on the Administrative Code (as amended), and to Article 29 of GD 931/2021. This report is based on the reports that, according to Article 25 of GD 931/2021, the ethics counsellors in each public authority and institution must draw up and submit to NACS, via the IT application made available on the agency’s website (the “ethics counsellor” section). The reports submitted by the ethics counsellor include information on: o Compliance with the rules of conduct by the civil servants. The template for reporting this information is laid down in Annex No. 1 to the Methodology approved by Order 26/2022, issued by NACS. o Implementation of disciplinary procedures in the public authority/institution. The template for reporting this information is laid down in Annex No. 2 to the Methodology approved by Order 26/2022, issued by NACS. Although there is no template for the report, the existing legal framework (namely, GEO 57/2019 on the Administrative Code (as amended), and GD 931/2021) does set out a minimum content for this report (see Table 65). According to Article 457(4) of GEO 57/2019 on the Administrative Code, with subsequent amendments and additions, NACS ensures that the public is informed about compliance with obligations and rules of conduct in the discharge of civil service responsibilities, by including the relevant data in the report on the management of the civil service and of the civil servants. Thus, in fact, the information on 108 The annual reports on monitoring the implementation of the principles and standards of conduct, and the disciplinary procedures carried out in public authorities and institutions, published by NACS, are available at: http://www.anfp.gov.ro/continut/Rapoarte_de_monitorizare_20122017. 120 the application of and compliance with the rules of conduct in public authorities and institutions is published by NACS in two reports: o in the annual report on monitoring the implementation of the principles and standards of conduct, and the disciplinary procedures carried out in public authorities and institutions, the information is included in extenso; o in the annual report on the management of the civil service and of the civil servants, the information is included in an abridged form or simply as a reference to the website address where the dedicated reports may be accessed. • The annual report on the professional109 development of civil servants.110 According to Article 18 of GD 1066/2008, NACS has to draw up and to publish on its website an annual report on the professional development of civil servants. This report is based on the plans for the professional development of civil servants, that each public authority and institution must draw up and submit to NACS, according to Article 459 of GEO 57/2019 on the Administrative Code (as amended), and to Articles 17 and 18 of GD 1066/2008. The template for the professional development plan is set out in Annex No. 1 to Order 233/2022, issued by NACS, while the instructions for drawing up the plan and submitting the relevant data on the professional development of civil servants to NACS are laid down in Annex No. 2 to Order 233/2022, issued by NACS. The existing legal framework does not include a template for this annual report nor indications on its content. Nonetheless, since the report relies on the data included in the plans for the professional development of civil servants, it can be expected that the former follows the structure of the latter (accordingly, an indicative content of this report is presented in the Table 65). Table 65. Specific reporting responsibilities of NACS – content and deadlines Report Content of the report Reporting deadlines Annual report - The management of civil service positions and of the civil The report for each on the servants. This information is collected by NACS via the IT year should be management of system it employs for the national record of civil service published by the end the civil service positions and civil servants. On this topic, the reports of the first semester and of the civil include statistics and analyses regarding, mainly: of the following year servants o The number of civil service positions in the public administration, including breakdowns by level of the Note: the existing public administration (state/territorial 111 or local), type legal framework does of position (high-level civil servant positions, not set out a deadline management, or execution level positions), level of for publishing the 109 In GD 1066/2008 the term “annual report on the professional training of civil servants” is used, whereas in Order No. 233/2022, issued by NACS, the term “annual report on the professional development of civil servants” is employed. In this deliverable, the latter term was preferred, as it is in line with the relevant terminology used in GEO No. 57/2019 on the Administrative Code. 110 NACS annual reports on the professional development of civil servants are available at: http://www.anfp.gov.ro/continut/Rapoarte_formarea_profesionala_2012prezent. 111 The information collected by NACS does not allow for a breakdown between state and territorial civil service positions. 121 studies required to hold the positions (university report. The deadline studies, short-term higher education studies, or high mentioned above was school studies), status (occupied, temporarily inferred in view of the occupied, temporarily vacant, vacant) deadline for o Notices (validations)/notifications regarding the submitting the data structure of civil service positions and institutional and reports on which reorganizations the report on the o The number of civil servants in the public management of the administration, including breakdowns by gender, age, civil service and of the level of the public administration (state/territorial or civil servants is local), type of position held (high-level civil servant based112. positions, management, or execution level positions), level of studies required to hold the positions (university studies, short-term higher education studies, or high school studies), by status (occupied, temporarily occupied, temporarily vacant, vacant) o The process of filling in and holding civil service positions (e.g., information on the number of recruitment and promotion competitions carried out to fill in civil service positions) - The reform of the civil service, and the actions taken by NACS as part of the reform process. On this topic, the reports include information on: o The implementation status of the relevant strategies o Amendments to the relevant legal framework (both enacted, and draft legislation) o The projects that are being implemented by NACS - Monitoring compliance with the legal framework, by reference to the petitions/requests addressed to NACS - Controls carried out by NACS to assess compliance with the legal framework, and administrative court cases to which NACS is party - Monitoring compliance with the rules of conduct in the public administration - The expected developments relevant to the civil service, and the priorities NACS has in the year following the reporting reference period. Note: the content of this report is not laid down in the existing legal framework. The content presented above has been identified by reviewing the reports on the management of the civil service and of the civil servants, drawn up and published by NACS for the reporting period 2018-2021. Annual report - The number and subject matter of complaints concerning The report for each on monitoring violations of the rules of professional conduct year must be the - The categories and number of civil servants that have published in the first implementation violated the principles and rules of conduct semester of the of the following year 112 E.g., the annual report on monitoring the implementation of the principles and standards of conduct, and the disciplinary procedures carried out in public authorities and institutions, which provides information to be included in the annual report on the management of the civil service and of the civil servants, must be drawn up and published by NACS in the first semester of the following year. 122 principles and - The causes and consequences of non-compliance with the standards of rules of conduct conduct, and - Highlighted cases in which civil servants were required to the disciplinary act under political pressure procedures - The list of public institutions and authorities that have not carried out in filled in and submitted information on compliance with public the rules of conduct by civil servants authorities and - The list of public institutions and authorities that have not institutions filled in and submitted information on the implementation of disciplinary procedures in public authorities and institutions. Annual report - Data on the professional development of civil servants The report for each on the regarding: year should be professional o The opinion of the joint committees on the published by the end development of professional development plans of the second quarter civil servants o Professional development measures included in the of the following year collective bargaining agreements o Proposals for improving the professional training and Note: the existing development systems in place at the level of the public legal framework does authorities and institutions not set out a deadline - Data on the budget allocations for professional for publishing the development report. The deadline - Data on the degree of correlation between the approved mentioned above was planning, the measures implemented, and the results inferred in view of the achieved deadline for - Data on the number of professional development submitting to NACS programs recommended in the individual professional the professional performance evaluation reports, and on the number of development plans, civil servants that underwent the evaluation on which the report - Data on the number of civil servants that have been on the professional considered for training in the priority areas for development of civil professional training, with breakdowns by specific topics servants is based113. (as laid down in Order 234/2022, issued by NACS), and type of position (high-level civil servant positions, management, or execution level positions) - Data on proposals for specific topics of the professional development programs for civil servants (other than those laid down in Order 234/2022, issued by NACS). Note: the content of this report is not laid down in the existing legal framework. The content presented above has been in the reference to the content of the plans for the professional development of civil servants, on which the report on the professional development of civil servants is based. 113 According to Article 16(2) of the Instructions laid down in Annex No. 2 to Order No. 233/2022, issued by NACS, the main credit authorizing officers have to submit to NACS the data regarding the professional development of civil servants within 30 days from the deadline for conducting the annual evaluation of the individual professional performance of civil servants (i.e., 30 days from 31st of March of each year). 123 Source: authors’ elaboration Besides the main specific reports published on a regular basis, NACS has to also draw up other types of specific reports: • Reports regarding public administration human resources. These reports are mentioned in Article 5(1)(o) of GD 785/2022, which states that NACS draws up studies, reports and questionnaires regarding public administration human resources, as well as briefs regarding the trends, at EU level, for the civil service, the civil servants and/or public administration staff. • Reports regarding the implementation and management of Programs regarding the civil service and civil servants, financed by EU funds or by other financing sources (Article 8(b) of GD 785/2022). • Reports regarding the management of reforms, investments, and specific objectives of the NPRR components that fall in the responsibility of NACS (Article 9 of GD 785/2022). These reports are mainly related to different reporting responsibilities that NACS has regarding the progress in achieving the milestones/targets for the reforms, investments, and specific objectives, and regarding estimated and actual payments under the NPRR components managed by NACS. 6.2. Recommendations regarding the annual activity report of NACS The annual activity report of NACS is drawn up based on the template set out in Annex No. 3 to the Methodological Guidelines approved by GD 123/2002. The instructions included in the template are comprehensive and extensive, laying down clear and precise coordinates for the content of the activity report. While the structure set out in Annex No. 3 is mandatory, this does not preclude the possibility of inserting additional sections/information to that structure. By reference to the template set forth in Annex No. 3, and to the 2019-2021 annual activity reports drawn up by NACS, several recommendations can be made to improve reporting on the activity of NACS: ✓ Include in the activity report information on monitoring the implementation of the sector strategies in which NACS is involved. ✓ Include in the activity report information on monitoring the implementation of the IDS. ✓ Include in the activity report information on the evaluation of the IDS. ✓ Include in the activity report information on the implementation of the Communication Strategy. ✓ Include in the activity report information on the professional development of the civil servants within NACS. ✓ Streamline the content of the reports drawn up by NACS and eliminate/reduce overlapping between the different reports. The annual activity report should include a section highlighting the results achieved. Besides presenting activities delivered, the reports are an important opportunity to highlight NACS results 124 and impact. This approach will help to build NACS’ brand trust and visibility, as well as to rally support and engagement from employees, whilst preparing them for possible changes. The annual report provides an opportunity to present comparatively the annual priorities and the results achieved. It may help identifying pending issues and setting the next year’s priorities, identifying successes and challenges, and providing ground for evidence-based management decisions. Based on this, NACS can identify potential future improvements or modifications, and establish procedures and processes to be further followed. The annual activity report should present information on the progress made by NACS regarding the actions/measures it is responsible for in the relevant sector strategies. The 2019-2021 activity reports drawn up by NACS already include information on the public policies that were implemented during the reporting period. That information should be enhanced, by referencing each of the strategies concerned (with clear indications on the objectives, actions, measures of the strategy that are in responsibility of NACS) and by including monitoring specific data: • The targets for the objectives, actions, measures, which are in the purview of NACS. • The timeframe within which NACS has to implement each of the objectives, actions, measures it is responsible for. • The progress made towards reaching the targets for the objectives, actions, measures. This would allow NACS to keep track of and to highlight its contribution to the implementation of the strategies. Moreover, the information provided by NACS in the activity report could be used as input for the actual monitoring reports of the sector strategies in question. Once the IDS has been finalized and adopted, the annual activity report of NACS should incorporate information on monitoring the implementation of the IDS. To this end, a section should be added to the chapter “Public policies” of the activity report, to document the progress in implementing the IDS by: • Highlighting the year-on-year progress on each Strategic Objective, Program and Measure. • Recording the value of the output indicators for each Measure, comparing it to the target set out in the IDS for the reporting year, and drawing conclusions from the comparison. • If such be the case, outlining the reasons/causes for the targets not being reached. • Identifying risks that could hinder the implementation of the IDS and/or prevent the output indicators to be achieved in the next reporting period. • Putting forth measures to mitigate/eliminate those risks. • Presenting a summary of the expenditure incurred for implementing the Programs. In the years in which the mid-term and the final evaluation on the implementation of the IDS take place, the annual activity report should include information on the evaluation. Thus, in the two years in which the evaluation is conducted, an additional section should be introduced in the chapter “Public Policies” of the activity report, comprising information listed below. This section of the activity report could also serve as the evaluation report; if a separate evaluation report is drawn up, a summary of that report should be included in activity report. • The assessment of the progress made towards reaching outcome indicators for each Program. 125 • The assessment of the progress made regarding the impact indicators for each Strategic Objective. • In the case of the mid-term evaluation, if needed, the recommendations for actions/measures to be implemented in order to ensure that the outcome and impact indicators are reached. • In the case of the final evaluation, the conclusions, lessons learned and recommendations to inform the process of drafting the IDS for the next period. Once the Communication Strategy of NACS is finalized and adopted,114 the annual activity report of NACS should present information on the implementation of that strategy. The 2019-2021 activity reports drawn up by NACS already comprise information on objectives NACS has set out regarding internal and external communication (including on cooperation with other institutional actors). This information will have to be reorganized and/or supplemented in view of the Activities set out in the Communication Strategy and of the progress made by NACS in performing those Activities. The Communication Strategy will have to include awareness raising measures regarding the annual activity report itself. Thus, apart from the press release regarding the publication of the annual activity report, it may be useful: • To organize a press conference to present the highlights of the activity of NACS in the reporting period. • To prepare and to publish on the institution’s website a summary of the activity report, focusing on the progress and the main results achieved by NACS in implementing public policies and in discharging its responsibilities, primarily, in the area of the civil service and the civil servants, as well as in the area of the records of the personnel paid from public funds. • To properly advertise and disseminate information on the main points of the activity report using social media channels. The annual activity report should include information on the professional training of the civil servants employed by NACS. According to Article 21(3) of GD 1066/2008, the annual report on the professional training of civil servants is part of the annual activity report. In order to ensure compliance with this legal provision, it is recommended that a new subsection be added to the section “Information on HR management” of the chapter “Institutional transparency” of the activity report, to include information based on the data from the plan for the professional development of civil servants, drawn up by NACS, like: • The number of civil servants in NACS that have attended professional development programs. • The professional training priority areas and the specific topics of the professional development programs attended by the civil servants employed in NACS. • The budget allocations for professional development. • Proposal for improving the system of professional training and development of civil servants in NACS. 114 Recommendations to develop NACS communication strategy are included in Activity 1.4.2. - Recommendations for a branding and communication strategy for NACS, under Output 1.4 of current project 126 As NACS prepares multiple reports, the same information can be duplicated. For example, comparing the 2021 annual activity report and the 2021 report on the management of the civil service and of the civil servants, reveals that the following information is included in both reports: (i) the list of draft legislation initiated by NACS, (ii) the list of projects that are being implemented by NACS, (iii) information on reforms, investments and specific objectives of the NPRR components that fall in the responsibility of NACS, and (iv) information on the administrative court cases to which NACS is party (partial overlap). In order to streamline the content of the reports and to avoid information being duplicated, it is recommended to use, to the extent possible, cross-references to the report (including the link to those reports published on the institution’s website) instead of including the same information in the various reports. By building on the template for the activity report set out in Annex No. 3 to the Methodological Guidelines approved by GD 123/2002, and by taking into consideration the structure of the activity reports drawn up by NACS for the 2019-2021 reporting period, an indicative template for the annual activity report of NACS is proposed in Annex 6. 127 Annex 1. Results of the assessment of intervention options for NACS IDS, by all stakeholders and NACS This annex presents the methodological approach used to prepare the inputs for the NACS IDS and the results of the assessment made by all stakeholders and NACS. Building on the Sustainability, Acceptability and Feasibility (SAF) approach, options for each one of the building pillars of the IDS, called Functional Areas, were assessed by different stakeholders representing various interests in the issues under discussion. In addition, the results of the comparison of options are presented. Options have been compared using the Sustainability, Acceptability and Feasibility (SAF) approach, which is commonly used for the formulation of strategies in organizations. This approach has allowed to see differences among types of stakeholders and identify their preferences on the depth of the institutional development that NACS must undertake. Multi-criteria analysis (MCA) is used to establish preferences for options by reference to an explicit set of objectives that the decision-making body has identified and for which it has established measurable criteria. The criteria help assess the extent to which these objectives have been achieved. A key feature of the MCA is its emphasis on the judgment of the decision-making team in setting objectives and assessment criteria, i.e., in estimating the relative importance associated with each of the criteria considered and, to some extent, in assessing the contribution that each option makes to the achievement of each performance criterion. The SAF strategy model is widely used to weigh up options when designing a strategy for organizations. The SAF framework offers a way to confront the new developments of the organization with the reality on the ground. For that, the SAF analysis uses three main set criteria to help prepare an assessment: Suitability, Acceptability and Feasibility. In addition, the comparison of options has used an outranking model. This is grounded in the theoretical concept of outranking relations, which helps build a model of ranking preferences of all proposed options, taking into consideration their possible paired-comparison. Outranking models build preference relation among options on several attributes. Assessment of the options The prioritization of the options was designed and performed as a collaborative exercise with the participation of relevant stakeholders. The main purpose of this was to engage with NACS staff and external senior managers and HR key staff in ministries and agencies, to help refining the options and selecting those that better met the criteria and objectives. The presentation of the way the assessment had to be conducted in a workshop facilitated the understanding of the process and detailed instructions were given to participants to assess the options per functional area. 128 Sixty-one respondents from NACS and thirteen other Romanian institutions participated in the assessment procedure. While 35 staff from NACS responded the questionnaire, there were between 1 and 4 responses from each one of the participating institutions of the Romanian administration. A balanced representation between management and technical staff was ensured to capture different perceptions among the stakeholders (see Table 66). All participants were selected based on their familiarity with NACS, its key functions, and the current reorganization process. Table 66. Participants in the assessment exercise by institution and function Institution Management staff Technical staff Total NACS 15 20 35 Others* 15 11 26 *MSP, MMSS, MF, MADR, MJ, ME, MDLPA, MAI, MC, MIPE, ADR, INA, SGG Source: authors, based on the stakeholders’ assessment inputs The application of the MCA and SAF was conducted by participants in the following way. Stakeholders completed a questionnaire on the application of the MCA and SAF, on which they were asked to assign corresponding weights to the criteria that would reflect their relative importance in the assessment process. They were then asked to assess each on each of the options, per functional area, against the criteria. An analysis of the responses has been conducted at different levels. First, an analysis including all participants was done to see the general results and aggregated preferences. Second, specific analysis was conducted to see differences in perceptions among the various types of stakeholders: on the one side, between NACS staff and other institution´s staff and on the other hand, between management staff and technical staff within NACS. Results of assessment Based on the identified objectives, the criteria were set to be used in the systemic comparison of the options per functional area. Weights were assigned to the list of criteria, according to the perceived importance by different actors, in the following way: ✓ Each criterion received a score, using a scale from 1 to 10, where 1 means “the least important” and 10 means “the most important.” ✓ Scores of each one of the criteria were summed up. ✓ The score of each criterion was divided amongst the total number of points assigned to all the criteria with the goal to get the corresponding weight (in percentage). The sum of all percentage weights totals 100%. 129 Table 67. Weights associated with the criteria, according to the perceived importance to achieve the objectives NACS NACS technical All participants NACS Other institutions management staff staff Criterion importance importance importance importance importance Weight of Weight of Weight of Weight of Weight of criterion criterion criterion criterion criterion Average Average Average Average Average Suitability 8.52 34.17% 8.7 34.04% 8.3 34.35% 8.6 33.59% 8.8 34.38% Acceptability 7.92 31.73% 8.1 31.81% 7.6 31.63% 8.2 32.03% 8.1 31.64% Feasibility 8.51 34.10% 8.7 34.15% 8.2 34.03% 8.8 34.38% 8.7 33.98% Total 24.95 100.00% 26 100.00% 24 100.00% 26 100.00% 26 100.00% Source: authors, based on the stakeholders’ assessment inputs An initial result is the fact that all three criteria received an even share of preferences (around 30%). This corresponds to the way the SAF approach works, showing that the three criteria are valuable for stakeholders and almost equally important to assess options against them. Participating stakeholders had different perceptions for each of the set criteria. Even with little differences among the various groups, Suitability was the most important criteria for all the participants (34.17%), for other institutions (34.35%) and for NACS technical staff (34.38%), while Feasibility was the most important criteria for all NACS staff (34.15%) and for NACS management staff (34.38%). Acceptability was considered by all the various stakeholders a medium point between Suitability and Feasibility. The direction of impact was considered positive for all the criteria. A value of “+1” was assigned to the criterion, as indicated in Table 68. 130 Table 68. Direction of the impact for each criterion Criterion Direction of the impact Suitability +1 Acceptability +1 Feasibility +1 Source: authors The performance of each option, per functional area, was assessed against the criteria, in the following way: ✓ A scale from 1 to 10 was used, where 1 means “the option does not meet the criteria at all” and 10 means “the option meets the criteria completely”. ✓ The evaluation of the options was made in an independent manner, according to the perspective of each one of the participating stakeholders. The average values of each criterion were considered for each option. ✓ An explanation was offered to each one of the stakeholders and they provided explanations of their assessments to make the process transparent and more insightful. This means that there was a reasoning behind the assessment that was made. ✓ The performance of each option has been calculated, using the derived weights for each criterion and the identified direction of the impact. ✓ Regulatory options were then compared in pairs against all the criteria. ✓ Results are integrated in an outranking matrix, which shows the results comparing all possible pairs of the options to reflect how they perform against each other. Results of the assessment of Functional Area 1 for all participants and NACS, staff are presented below to illustrate the way the results were processed. This is useful to understand where possible divergences arise, which can then be addressed to gain support for the implementation of the NACS IDS. Results for All participants for Functional Area 1 Options 1 and 2, per functional area, were assessed against the criteria by all participants in the following way. Table 69. Assessment of options per functional area by all participants Functional Functional Functional Functional Functional Functional Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Criterion Suitability 8.38 7.43 8.74 7.87 8.41 7.90 8.57 8.48 8.41 7.84 8.52 8.02 Acceptability 7.67 7.69 8.39 7.62 7.61 7.92 7.79 8.15 7.80 7.77 8.10 7.85 Feasibility 7.39 8.10 8.13 7.64 7.79 8.03 7.72 8.38 7.75 8.08 7.77 8.11 Source: authors, based on the stakeholders’ assessment inputs 131 The following tables present the analysis conducted to get results to identify the preferred option by all participants in Functional Area 1. The performance of each option, per functional area, was calculated using the derived weights for each criterion and the identified direction of the impact. Table 70. Weighted performance of the options with direct of impact in Functional Area 1 Criterion Weight of the Impact Performance Weighted performance with criterion direction impact direction Option 1 Option 2 Option 1 Option 2 Suitability 34.17% +1 8.38 7.43 2.86 2.54 Acceptability 31.73% +1 7.67 7.69 2.43 2.44 Feasibility 34.10% +1 7.39 8.10 2.52 2.76 Source: authors, based on the stakeholders’ assessment inputs Options were then compared in pairs against all the criteria. For example, when comparing Option 1 against Option 2, Option 2 almost always outranked Option 1. All weights of the corresponding criteria are summed up and have been attributed to Option 2. In the opposite case, a “0” is given to Option 2. In the same way, the comparison of an option with itself becomes a “0” result for all the criteria. Data from the weighted performance was used for the comparison of the options. Table 71. Comparison of all options, with their possible pairs, against all criteria in Functional Area 1 Performance with impact Weight of Criterion direction 1>1 1>2 2>1 2>2 the criterion Option 1 Option 2 Suitability 34.17% 2.86 2.54 0.00 0.34 0.00 0.00 Acceptability 31.73% 2.43 2.44 0.00 0.00 0.32 0.00 Feasibility 34.10% 2.52 2.76 0.00 0.00 0.34 0.00 Total 0.00 0.34 0.66 0.00 Source: authors, based on the stakeholders’ assessment inputs An outranking matrix shows the results comparing all possible pairs of options derived from the previous table, to reflect how options perform against each other. The numbers on the first diagonal, which reflect the comparison of the option with itself, are obviously equal to “0”. Table 72. Outranking matrix of all possible options in Functional Area 1 Option 1 Option 2 Option 1 0.00 0.34 Option 2 0.66 0.00 Source: authors, based on the stakeholders’ assessment inputs Finally, using the data from the outranking matrix, a final score was calculated for all possible permutations of all the options by their preference order against all criteria. The combination/sequence of policies with the highest score reflects the best-positioned sequence, based on the ranking of options, according to their performance against the criteria, from the higher to the lowest performance. Table 73. Final ranking of all combinations among the options in Functional Area 1 All possible combinations of Pairs of options Results of the combination rankings 1-2 1-2 0.34 132 2-1 2-1 0.66 Source: authors, based on the stakeholders’ assessment inputs Results can be read as follows: the combination 2-1 has the highest score (0.66 points), meaning that this sequence (2-1) is the preferred one. That means that Option 2 outperforms Option 1. Results for NACS for Functional Area 1 Options 1 and 2, per functional area, were assessed against the criteria by NACS participants in the following way. Table 74. Assessment of options per functional area by NACS Functional Functional Functional Functional Functional Functional Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Criterion Suitability 8.43 7.4 8.66 7.66 8.7 7.5 8.8 8.8 8.66 7.83 8.34 7.91 Acceptability 7.54 7.49 8.34 7.49 7.9 7.1 8.1 8.3 8.03 7.69 7.94 7.69 Feasibility 7.66 8.14 8.49 8.06 8.3 7.0 8.5 8.8 8.29 8.23 7.86 8.17 Source: authors, based on the stakeholders’ assessment inputs The following tables present the analysis conducted to get results to identify the preferred option by NACS participants in Functional Area 1. The performance of each option, per functional area, was calculated using the derived weights for each criterion and the identified direction of the impact. Table 75. Weighted performance of the options with direct of impact in Functional Area 1 Weighted performance with Weight of the Impact Performance Criterion impact direction criterion direction Option 1 Option 2 Option 1 Option 2 Suitability 34.04% +1 8.42 7.4 2.87 2.52 Acceptability 31.81% +1 7.54 7.48 2.40 2.38 Feasibility 34.15% +1 7.65 8.14 2.62 2.78 Source: authors, based on the stakeholders’ assessment inputs Options were then compared in pairs against all the criteria. For example, when comparing Option 1 against Option 2, Option 2 almost always outranked Option 1. All weights of the corresponding criteria are summed up and have been attributed to Option 2. In the opposite case, a “0” is given to Option 2. In the same way, the comparison of an option with itself becomes a “0” result for all the criteria. Data from the weighted performance was used for the comparison of the options. Table 76. Comparison of all options, with their possible pairs, against all criteria in Functional Area 1 Performance with impact Weight of Criterion direction 1>1 1>2 2>1 2>2 the criterion Option 1 Option 2 Suitability 34.04% 2.87 2.52 0.00 0.34 0.00 0.00 Acceptability 31.81% 2.40 2.38 0.00 0.34 0.00 0.00 Feasibility 34.15% 2.62 2.78 0.00 0.00 0.34 0.00 133 Performance with impact Weight of Criterion direction 1>1 1>2 2>1 2>2 the criterion Option 1 Option 2 Total 0.00 0.68 0.34 0.00 Source: authors, based on the stakeholders’ assessment inputs An outranking matrix shows the results comparing all possible pairs of options derived from the previous table, to reflect how options perform against each other. The numbers on the first diagonal, which reflect the comparison of the option with itself, are obviously equal to “0”. Table 77. Outranking matrix of all possible options in Functional Area 1 Option 1 Option 2 Option 1 0.00 0.68 Option 2 0.34 0.00 Source: authors, based on the stakeholders’ assessment inputs Finally, using the data from the outranking matrix, a final score was calculated for all possible permutations of all the options by their preference order against all criteria. The combination/sequence of policies with the highest score reflects the best-positioned sequence, based on the ranking of options, according to their performance against the criteria, from the higher to the lowest performance. Table 78. Final ranking of all combinations among the options in Functional Area 1 All possible combinations of Pairs of options Results of the combination rankings 1-2 1-2 0.68 2-1 2-1 0.34 Source: authors, based on the stakeholders’ assessment inputs Results can be read as follows: the combination 1-2 has the highest score (0.68 points), meaning that this sequence (1-2) is the preferred one. That means that Option 1 outperforms Option 2. In Functional Area 1 there is a divergence between the perception of All participants and NACS. While all participants acknowledge that the least ambitions option is the best (Option 2), NACS perception is that the more ambitious option should be adopted (Option 1). 134 Annex 2 NACS IDS Action plan Table 79. NACS IDS FAs, SOs, Programs, Measures, Milestones, Calendar, and Responsibilities NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. FA 1 FORMULATION OF POLICIES AND REGULATIONS SO 1.1. Leading and supporting the formulation of evidence-based, predictable, and forward-looking public policy and regulatory development in HRM P 1.1.1 Capacity building for policy formulation and regulatory development within NACS M 1.1.1.1. Attract and develop staff to work on policy and regulatory formulation Analysis of NACS skills and staffing X CRU DPFEPP - - - - needs (quantitative and qualitative) DGJ Hiring additional staff to develop X X X X DRCI - MDPWA - - - policy and regulatory proposals Ongoing training for members of the X X X X X DRCI - MDPWA INA - - teams responsible Training providers M 1.1.1.2. Integrating the use of Regulatory Impact Assessment (RIA) in policy and regulatory formulation in the NACS framework Staff training in regulatory impact X X X X X DRCI - MDPWA INA - - analysis and methodologies to GSG Training support evidence-based decision providers making RIA piloting and ex-post evaluation X X DGJ DGMFPRS MDPWA - Academia - P GSG Trade unions 135 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. NGOs Procedure for the RIA process X DGJ IMCSMM - - - - C P 1.1.2 Improving data recording, collection, and analysis to support policy and regulatory development M 1.1.2.1 Improving data collection and analysis to support the formulation of evidence-based policy and regulation Creation of the necessary X X X DGJ DPFEPP MDPWA LI - - institutional framework and DGMFPRSP MRID NCFI operationalization of the NACS HRM DTITD MoJ MoE IT solutions (SENEOSP, E-NACS, ADR MLSS SIMRU) STS Trade unions Romanian NGOs Parliament Academia M 1.1.2.2 Establishing indicators to support policy and regulatory formulation Establishing a system of indicators to X X DGJ DPFEPP GSG - - - support policy and regulatory DGMFPRS MDPWA formulation and monitoring P processes DTITD FA 2 MONITORING LEGAL AND REGULATORY COMPLIANCE SO 2.1. Supporting and guiding public institutions in the implementation of the applicable legal framework P 2.1.1. Developing NACS capacity to develop tools and methods to support the implementation of the legal framework by public institutions M 2.1.1.1. Prepare public institutions to improve compliance with the legal and regulatory framework (ex-ante actions) Guidance materials (templates, X DGJ SCRI Public Trade unions Public FAQs, etc.) developed. DCN authorities FP authoritie 136 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) Information/dissemination/impleme X X DGJ SCRI Public Trade unions Public nted actions DCN authorities FP authoritie and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) Guidance materials (templates, X X DGJ SCRI Public Trade unions Public FAQs, etc.) - updated as needed DCN authorities FP authoritie and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) M 2.1.1.2 Analysis of the effects of the Measure to prepare public institutions to comply with the legal framework in force (ex-post actions) Staff required with specific skills X DGJ DRCI Public Trade unions Public allocated/engaged DCN authorities FP authoritie and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) Appropriate tools for providing ex- X DGJ Other Public Trade unions Public ante and ex-post guidance DCN NACS authorities FP authoritie structures and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) Statistical data processed; collection X DTITD DGJ Public Trade unions Public mechanisms developed DCN authorities FP authoritie and Professional s and associations 137 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. institutions NGOS institution (HRDs) s (HRDs) P 2.1.2 Promoting performance appraisal and a results-oriented HR model M 2.1.2.1 Promote a performance management system Analysis of the evaluation of the X DGJ Public Trade unions Public implementation of legislation DCN authorities FP authoritie (necessary legislative and Professional s and changes/adjustments) carried out institutions associations institution (HRDs) NGOS s (HRDs) Guidelines/manuals on evaluation X X X DGJ Other Public Trade unions Public and performance management DCN NACS authorities FP authoritie achieved structures and Professional s and involved institutions associations institution (HRDs) NGOS s (HRDs) M 2.1.2.2 Capacity building to support verification and evaluation of performance Awareness campaign organized X X X DGJ SCRI Public Trade unions Public DCN authorities FP authoritie and Professional s and institutions associations institution (HRDs) NGOS s (HRDs) FA 3 COMPETENCY MANAGEMENT SO 3.1. Developing competency management skills within the NACS P 3.1.1 Developing NACS strategic planning and analytical capacity for competency management M 3.1.1.1 Building technical capacity within NACS for competency management 138 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. NACS team operational X DGJ/DJRA/CAC DGMFPRS MDPWA GSG CS P INA DRCI MLSS Methodologies developed for X DGJ/DJRA/CAC DGMFPRS MDPWA GSG creating and updating the CS P INA competency framework (general and DRCI MLSS specific) Methods and tools for the X DGJ/DJRA/CAC DGMFPRS MDPWA GSG implementation of the competency CS P INA framework to be used in the five DRCI MLSS HRM processes developed Methodologies for HR specialists in X X DGJ/DJRA/CAC public administration tested/pilot CS tested SO 3.2. Leading the implementation of the competency framework for HRM in public administration P 3.2.1 Strengthening capacities to use the competency framework in HR processes in public administration M 3.2.1.1 Strengthening inter-institutional coordination for the implementation of the Competence Management Framework (NACS) Online resource center for the X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA competency framework created CS P DTITD DRCI SCRI A permanent communication X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA channel with all categories of CS P beneficiaries and contributors of DTITD DRCI competence management for public SCRI institutions created 139 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Mechanisms for collecting feedback X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA and adjusting support and guidance CS P methods developed DTITD DRCI SCRI M 3.2.1.2 Capacity building in the area of competence management (Public authorities and institutions) Capacity-building plan for public X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA authorities and institutions in the CS P application of the Competency DCN framework in HRM processes DRCI developed Capacity-building Activities for HR X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA departments and managers in the CS P use/application of the applied DCN competency framework DRCI P 3.2.2 Strengthening skills management practices M 3.2.2.1 Towards a unified competency-based HRM system Inventory of public administration X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA posts drawn up CS P List of posts in public administration X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA linked to the competency framework CS P developed Continuous improvement system for X DGJ/DJRA/CAC DGMFPRS MDPWA GSG MDPWA functional skills management CS P FA 4 RECRUITMENT SERVICES SO 4.1. Implementation of the National Competition for filling the vacant civil service posts 140 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. P 4.1.1 Ensure relevant capacities within NACS to implement the National Competition M 4.1.1.1. Strengthening NACS internal capacity for quality recruitment services Structure responsible for functional X DGMFPRSP - DRCI MDPWA - - NC DCN IMCSMM MoF C SCRI Operational procedures developed X DGMFPRSP - DRCI MDPWA - - and approved DCN IMCSMM MoF C SCRI Communication channels and tools X DGMFPRSP - DRCI MDPWA - - for NC identified and developed DCN IMCSMM MoF C SCRI M 4.1.1.2 Development of the necessary framework for the national pilot and extended National Competition Expertise contracted through public X X DRCI SIPOCA - NAPP - -- procurement procedures 870 and PNRR project teams - NC Pilot project and ex-post analysis X DGMFPRSP - SIPOCA MDPWA EC - -- completed DCN 870 GSG project team DTITD 141 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Policy and regulatory framework for X X DGJ DGMFPRS MDPWA MoJ - -- extended CN developed and P - DCN MoF - approved DPFEPP institutions giving advice EC CN and competition by post X X DGMFPRSP DGJ MDPWA EC - -- completed for categories established PNRR NC MoF by law project Institutions in team Central PA NACS - evaluation center X NACS DRCI GoR EC - - leadership MDPWA MEIP MoF MoJ SO 4.2. Reforming and improving the selection process in job competitions P 4.2.1. Supporting the transition of public authorities and institutions towards competency-based and meritocratic selection of candidates in job competitions M 4.2.1.1 Awareness of the added value of competency-based selection (at the level of public institutions and candidates) Awareness sessions organized and X X X X X DGMFPRSP – SCRI MDPWA Academia - - delivered DCN DRCI GSG MLSS INA All major employers in central public administratio n 142 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Meetings between employers and X X X X DGMFPRSP – SCRI MDPWA Academia - - potential candidates organized and DCN DRCI GSG MLSS held INA All major employers in central public administratio n M 4.2.1.2 Supporting authorities and public institutions in the application of skills-based selection in job competitions Methodologies/working tools on X DGMFPRSP DGJ MDPWA INA - - competitions for posts developed and SCRI GSG All major disseminated employers in central public administratio n Training programs for members of X X X DGMFPRSP DGJ MDPWA INA - - competition for posts committees SCRI GSG All major and representatives of HR employers in departments organized central public administratio n M 4.2.1.3. Expand the capacities of the Assessment Center (of NACS) to provide selection services on demand NACS staff trained to provide X DGMFPRSP DGJ MDPWA MLSS - - assessment of specific competencies DPFEPP GSG INA services DRCI 143 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. SCRI Training providers FA 5 HRM FUNCTION IN THE PUBLIC ADMINISTRATION SO 5.1. Supporting the HRM function in the public administration in Romania P 5.1.1 Supporting HR departments and managers in the public administration in Romania M 5.1.1.1 Redefining support functions and instruments Design and implementation of a X DGMFPRSP DTITD support needs assessment survey for DGJ SCRI HR departments and managers Develop a plan for redefining support X DGMFPRSP MDPWA functions and tools in line with the DGJ results of the survey. Designing new functions and tools to X DGMFPRSP support HR departments and DGJ managers (including support for the development of HRM-specific competencies) M 5.1.1.2 Develop a 3-tier HR framework for interaction with HR departments Recruitment of staff to support NACS X X X X X DRCI MDPWA Activities Training of HRM staff X X X X DRCI DPFEPP MDPWA INA DTITD Training providers 144 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Develop modern, proactive channels X X X X DGMFPRSP DTITD of communication with HRM DGJ SCRI specialists M 5.1.1.3 Ensure transfer of HRM expertise from NACS Operationalization of NACS expert X DGMFPRSP teams/teams of experts DGJ Provide an adequate mandate and X X X X DRCI DGMFPRS MDPWA allocate sufficient resources to P become methodological focal points DGJ for public institutions Communicating with stakeholders X X X X DGMFPRSP SCRI about the process and outcomes DGJ DTITD FA 6 NACS’ INTERNAL TRANSFORMATION SO 6.1. Leading organizational change for a "new generation" NACS P 6.1.1 Improving NACS internal processes M 6.1.1.1 Reducing red tape and simplification Map of digitizable internal X processes115 New digitalized internal processes X X and standard operational procedures116 115 NACS to allocate responsibilities 116 NACS to allocate responsibilities 145 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Trained staff117 X X M 6.1.1.2 Change management in NACS Cross-cutting competencies (change X X X X X X management, strategic communication, coaching skills) for NACS technical leaders working at the interface with HR departments - acquired118 Managerial capabilities through X X X X X X executive and team coaching and training on delegation, collaborative planning, team development, effective meetings, stakeholder engagement skills, etc. - acquired119 M 6.1.1.3 Improving working conditions and managing staff satisfaction Map of working conditions amenable X X to improvements120 Working conditions improved121 X X X X Program 6.1.2 Strengthening stakeholder engagement (internal and external) 117 NACS to allocate responsibilities 118 NACS to allocate responsibilities 119 NACS to allocate responsibilities 120 NACS to allocate responsibilities 121 NACS to allocate responsibilities 146 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. M 6.1.2.1. Employee engagement survey Employee engagement survey - X designed122 Employee engagement survey – X X piloted in NACS123 Employee engagement survey – X X implemented annually124 M 6.1.2.2 Internal communication on the new NACS mission, vision, and values Designing an internal communication X SCRI All - - - - campaign functional structures NACS leadershi p Implementation of the internal X X X X SCRI All - - - - communication campaign functional structures NACS leadershi p 122 NACS to allocate responsibilities 123 NACS to allocate responsibilities 124 NACS to allocate responsibilities 147 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Management involvement in internal X X X X X SCRI All - - - - communication on mandate, functional mission, vision, and values structures NACS leadershi p M 6.1.2.3. Onboarding Program for newcomers Onboarding Program for newcomers X -designed125 Onboarding Program for newcomers X X X X -implemented126 M 6.1.2.4 Effective involvement of external stakeholders and coalition/ alliance building Systematic stakeholder mapping to X SCRI All MDPWA Academia Associativ Mass inform engagement strategy with functional GSG NGOs e media stakeholders structures Romanian structures NACS Parliament leadershi trade unions p Mass media Identify specific communication tools X SCRI All MDPWA Academia Prefect's Mass for target groups functional GSG NGOs institution media structures Romanian s NACS Parliament leadershi trade unions p mass media 125 NACS to allocate responsibilities 126 NACS to allocate responsibilities 148 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Automatic monitoring of website X X X X SCRI DTITD traffic, media appearances, and DRCI online conversations Development, dissemination, and X X X X X SCRI implementation of external All functional stakeholder relationship guidelines structures Improving the accessibility and X X X X X SCRI All MDPWA Academia Associativ Mass quality of NACS communication via functional GSG NGOs e media social networks and other structures Romanian structures communication channels NACS Parliament Prefect's leadershi trade unions institution p mass media s Involvement of NACS senior X X X X X NACS All MDPWA Academia Associativ Mass management in interaction with leadership functional GSG NGOs e media critical external partners (political CP structures Romanian structures level and technical leadership) SG NACS Parliament Prefect's DSG leadershi trade unions institution p mass media s P 6.1.3. Digitalization of institutional processes M 6.1.3.1. Improve interoperability with public administration systems and databases and/or integrate solutions and databases managed by NACS Identification of interoperable X DTITD DGMFPRS Principal (external) data holders P authorizing DPFEPP officers Conclusion of collaboration protocols X DGJ DTITD Principal for interoperability - initiated DPFEPP authorizing officers 149 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Implementation of technical X DTITD DRCI ADR solutions for interoperability - DPFEPP STS initiated Integration of systems and X X DTITD NACS STS databases managed by NACS to functional ensure quality public services structures M 6.1.3.2. Digitalization of processes at the institutional level Process identification/inventory X NACS DTITD functional structures Selecting processes that can be X DTITD NACS improved through digital functional transformation structures Digital transformation of processes X X DTITD ADR by implementing IT STS solutions/tools/facilities Monitoring and evaluation of X X DTITD DPFEPP digitalized processes Planning for continuous process X DTITD DPFEPP improvement M 6.1.3.3. National Electronic Public Sector Employment Registration System (SENEOSP) Establishment of the National X X X DTITD DGJ Principal Electronic Public Sector Employment authorizing Registration System officers 150 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. Implementation and management of X X X X DTITD the National Electronic Public Sector DGMFPRSP Employment Registration System SO 6.2. Improve internal and external communication on NACS as a leader in HRM reforms P 6.2.1 Improving communication skills within NACS M 6.2.1.1. Strengthening communication capacity Recruitment of staff with X X DRCI SCRI External - - - communication skills communicati on partners Improving communication skills for X X X X X DRCI SCRI External - - - staff with communication skills and DGJ communicati managers (for the new areas of (HelpDesk on partners internal communication, Service) organizational culture, and employer DGMFPRS branding of NACS) P (DCN) DCMAP (PNRR) P 6.2.2. Achieving the objectives of the NACS communication and employer branding strategy M 6.2.2.1 Reform and reposition the communication function as a strategic priority for NACS Development and implementation of X X X X X SCRI DGMFPRS - - - - coordination mechanisms between P (DCN) the structures responsible for DGJ communication in order to support a (HelpDesk unified implementation of the ) Communication Strategy DRCI (communication procedure) (CRU) 151 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. DCMAP (PNRR) NACS leadershi p SG Develop and implement mechanisms X X X X X SCRI NACS - - - - for collaboration between all DRCI (CRU) functional departments (procedure) structures SG SCRI M 6.2.2.2 Development, implementation and monitoring of the communication and branding strategy Development of NACS X SCRI DGJ communication and branding DGMFPRSP (HelpDesk strategy (DCN) ) DCMAP (PNRR) NACS leadershi p SG Developing a 2-year communication X X X SCRI DGJ plan focusing on key strategic DGMFPRSP (HelpDesk priorities (DCN) ) DCMAP (PNRR) NACS leadershi p 152 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. SG Implementation of the X X X X X SCRI DGJ communication and branding DGMFPRSP (HelpDesk strategy (DCN) ) DCMAP (PNRR) NACS leadershi p SG Measuring and evaluating results X X X X SCRI DGJ based on key performance indicators DGMFPRSP (HelpDesk (KPIs) (DCN) ) DCMAP (PNRR) NACS leadershi p SG Adjust the strategy annually if X X X X SCRI DGJ necessary DGMFPRSP (HelpDesk (DCN) ) DCMAP (PNRR) NACS leadershi p SG P 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy, digitalization) 153 NACS compartment NACS institutional partners responsibilities FA/SO/Program/Measure/Mileston 2022 2023 2024 2025 2026 2027 Central level (incl. territorial) Local level e Main Contrib. Contri Main Contrib. Main b. M 6.2.3.1 Contribution to improving the employer brand of the central government Implementation and monitoring of X X X X X SCRI the Activities in the action plan of the DGMFPRSP Communication Strategy for the new (DCN) recruitment model (National DGJ (HelpDesk) Competition) DCMAP (PNRR) M 6.2.3.2 Communicating HR reforms in the public administration Implementation and monitoring of X X X X X SCRI communication Activities related to DGMFPRSP the competency framework, (DCN) SENEOSP, digital competences, DGJ (HelpDesk) SIMRU, E-NACS DCMAP (PNRR) Source: WB-NACS teams co-design work Legend: NACS compartments acronyms DGMFPRSP Directorate-General for Civil Service Management and Public Service Reform DGPA Directorate for the Management of Administrative Procedures SGPA1 Administrative Procedures Management Service 1 SGPA2 Administrative Procedures Management Service 2 DCN National Competition Directorate SODCN National Competition Coordination and Implementation Service CPBCN National Competition Promotion and Branding Department SMEIFPMPS Monitoring, senior civil servants, public managers and sanctions service DGJ Directorate-General for Legal Affairs DJRA Legal, Regulatory and Authorization Directorate CACCS Authorization department for specific competencies frameworks DMEIL Directorate for Monitoring and Evaluation of Legal Compliance 154 SMEIL Monitoring and Evaluation of Legal Compliance Service SHDAS HelpDesk and Expert Assistance Service CEFP Ethics in Public Office Department DPFEPP Directorate for Externally Financed Programs and Public Policies CMP Public Managers Department SDIP Project Development and Implementation Service SRMOPP Reporting, Operational Management and Public Policy Service CMC Quality Management Department DRCI Directorate for Resources and Institutional Capacity SFCAPA Financial Accounting, Procurement and Administrative Service CFC Financial Accounting Department CAPat Administrative and Assets Department CAPub Procurement Department SDRUR Human Resources Development and Registry Service CRU Human Resources Department CFD Training and Development Department CRAE Registry and Electronic Archives Department DTITD Information Technology and Digital Transformation Directorate CSAI Infrastructure Support and Management SA SENEOSP DAD SENEOSP administration, app development and data analysis service Pres President SLC Litigation and Disputes Service SCC Control Corps Service SCRI Communication and International Relations Service SCMAP PNNR Coordination, Monitoring and Authorization Service for NRRP Payments CP President's office CAPI Public Internal Audit Department CIC Classified Information Department CVP Office of the Vice-President SG Secretary-General DSG Deputy Secretary-General 155 Annex 3.1. NACS IDS budget by Strategic Objectives, Programs, and Measures for the period 2022- 2027 Table 80. The NACS IDS budget by Strategic Objectives, Programs and Measures Total budget (RON, 000) Code Specification Total 2022 2023 2024 2025 2026 2027 TOTAL 495,810.8 38,985.0 176,045.0 106,163.0 89,728.9 42,692.6 42,196.3 Leading and supporting the formulation of evidence-based, predictable, SO.1.1 18,307.2 2,262.5 2,813.9 3,029.4 3,207.8 3,396.7 3,596.8 and forward-looking public policy and regulatory development in HRM Capacity building for policy formulation and regulation development P.1.1.1 8,516.8 1,107.3 1,299.5 1,399.0 1,481.4 1,568.6 1,661.0 within NACS M.1.1.1.1.1 Attract and develop staff to work on policy and regulatory formulation 3,688.5 435.2 570.6 614.3 650.4 688.7 729.3 Integrating the use of Regulatory Impact Assessment (RIA) into policy and M.1.1.1.1.2 4,828.3 672.0 728.9 784.8 831.0 879.9 931.7 regulatory formulation in the NACS framework Improving data recording, collection, and analysis to support policy and P.1.1.2 9,790.3 1,155.2 1,514.4 1,630.4 1,726.4 1,828.1 1,935.8 regulation development Improving data collection and analysis to support the formulation of M.1.1.2.1 4,895.2 577.6 757.2 815.2 863.2 914.0 967.9 evidence-based policy and regulation M.1.1.2.2 Establishing indicators to support policy and regulatory formulation 4,895.2 577.6 757.2 815.2 863.2 914.0 967.9 Supporting and guiding public institutions in implementing the applicable SO.2.1 20,180.4 7,278.3 2,828.4 2,306.6 2,442.4 2,586.2 2,738.5 legal framework Develop NACS capacity to develop tools and methods to support the P.2.1.1 14,210.6 6,573.9 1,905.0 1,312.4 1,389.7 1,471.5 1,558.2 implementation of the legal framework by public institutions Prepare public institutions to improve compliance with the legal and M.2.1.1.1 9,498.2 6,017.8 1,176.1 527.6 558.7 591.6 626.4 regulatory framework (ex-ante actions) Analysis of the effects of the Measure to prepare public institutions to M.2.1.1.2 4,712.3 556.0 728.9 784.8 831.0 879.9 931.7 comply with the legal framework in force (ex-post actions) P.2.1.2 Promoting performance appraisal and a results-oriented HR model 5,969.8 704.4 923.4 994.2 1,052.7 1,114.7 1,180.4 M.2.1.2.1 Promote a performance management system 2,801.6 330.6 433.4 466.6 494.0 523.1 553.9 M.2.1.2.2 Capacity building to support verification and evaluation of performance 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 SO.3.1 Developing competency management skills within NACS 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 Developing NACS' strategic planning and analytical capacity for P.3.1.1 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 competency management M.3.1.1.1 Building technical capacities within NACS for competency management 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 156 Total budget (RON, 000) Code Specification Total 2022 2023 2024 2025 2026 2027 Leading the implementation of the competency framework for HRM in SO.3.2 47,501.7 1,392.6 20,261.5 15,038.4 6,238.1 2,237.7 2,333.5 the public administration Strengthening capacities to use the competency framework in HR P.3.2.1 32,800.1 1,062.0 11,022.2 11,536.8 5,685.1 1,714.5 1,779.5 processes in the public administration Strengthening inter-institutional coordination for the application of the M.3.2.1.1 28,879.0 599.3 10,415.6 10,883.8 4,993.6 982.4 1,004.2 Competence Management Framework (NACS) Capacity building in the area of management (authorities and public M.3.2.1.2 3,921.1 462.7 606.5 653.0 691.4 732.2 775.3 institutions) P.3.2.2 Strengthening skills management practices 14,701.6 330.6 9,239.4 3,501.6 553.0 523.1 553.9 M.3.2.2.1 Towards a unified competency-based HRM system 14,701.6 330.6 9,239.4 3,501.6 553.0 523.1 553.9 Implementation of the National Competition for filling the vacant civil SO.4.1 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 service posts Ensure relevant capacities within NACS to implement the National P.4.1.1 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 Competition M.4.1.1.1 Strengthening NACS internal capacity for quality recruitment services 3,377.3 398.5 522.4 562.4 595.5 630.6 667.8 Development of the necessary framework for the national pilot and the M.4.1.1.2 53,614.7 709.7 46,527.4 3,004.6 1,060.6 1,123.1 1,189.2 extended National Competition SO.4.2 Reforming and improving the selection process in job competitions 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 Supporting the transition of institutions and public authorities towards a P.4.2.1 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 selection based on competences and meritocratic in job competitions Awareness of the added value of competency-based selection (at the level M.4.2.1.1 3,377.3 398.5 522.4 562.4 595.5 630.6 667.8 of public institutions and candidates) Supporting authorities and public institutions in the application of skills- M.4.2.1.2 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 based selection in job competitions Expand the capacities of the Assessment Center (of NACS) to provide M.4.2.1.3 5,590.2 659.6 864.7 931.0 985.8 1,043.8 1,105.3 selection services on demand SO.5.1 Supporting the HRM function in the public administration in Romania 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 Supporting HR departments and managers in the public administration in P.5.1.1 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 Romania M.5.1.1.1 Redefining support functions and tools 5,261.8 620.9 813.9 876.3 927.9 982.5 1,040.4 M.5.1.1.2 Develop of a 3-tier HR framework for interaction with HR departments 5,570.8 745.5 846.3 911.1 964.7 1,021.5 1,081.7 M.5.1.1.3 Ensure transfer of HRM expertise from NACS 6,492.2 766.1 1,004.2 1,081.2 1,144.8 1,212.3 1,283.7 SO.6.1 Leading organizational change for a "new generation" NACS 273,622.6 10,199.2 86,514.5 71,715.2 65,059.4 20,938.0 19,196.3 P.6.1.1 Improving NACS internal processes 39,163.1 3,596.2 5,550.5 6,899.1 7,287.5 7,698.0 8,131.8 M.6.1.1.1 Reducing red tape and simplification 9,806.0 1,157.1 1,516.8 1,633.0 1,729.2 1,831.0 1,938.9 M.6.1.1.2 Change management in NACS 9,806.0 1,157.1 1,516.8 1,633.0 1,729.2 1,831.0 1,938.9 157 Total budget (RON, 000) Code Specification Total 2022 2023 2024 2025 2026 2027 M.6.1.1.3 Improving working conditions and managing staff satisfaction 19,551.2 1,282.1 2,516.8 3,633.0 3,829.2 4,036.0 4,254.1 P.6.1.2 Strengthening stakeholder engagement (internal and external) 36,546.0 4,312.3 5,653.1 6,086.1 6,444.5 6,824.0 7,226.0 M.6.1.2.1 Employee engagement survey 9,806.0 1,157.1 1,516.8 1,633.0 1,729.2 1,831.0 1,938.9 M.6.1.2.2 Internal communication on the new NACS mission, vision, and values 9,806.0 1,157.1 1,516.8 1,633.0 1,729.2 1,831.0 1,938.9 M.6.1.2.3 Onboarding Program for newcomers 9,806.0 1,157.1 1,516.8 1,633.0 1,729.2 1,831.0 1,938.9 Effective involvement of external stakeholders and coalition/alliance M.6.1.2.4 7,128.2 841.1 1,102.6 1,187.1 1,257.0 1,331.0 1,409.4 building P.6.1.3 Digitalization of institutional processes 197,913.4 2,290.7 75,310.9 58,730.0 51,327.4 6,416.0 3,838.5 Improve interoperability with public administration systems and M.6.1.3.1 17,914.7 709.7 6,091.4 4,619.6 4,181.6 1,123.1 1,189.2 databases and/or integrate solutions and databases managed by NACS M.6.1.3.2 Digitalization of processes at the institutional level 176,406.0 1,157.1 68,663.8 53,512.0 46,512.2 4,622.0 1,938.9 M.6.1.3.3 National Electronic Public Sector Employment Registration System 3,592.8 423.9 555.7 598.3 633.5 670.9 710.4 Improve internal and external communication on NACS as a leader in SO.6.2 46,578.1 12,806.0 11,545.2 5,089.3 5,388.9 5,706.3 6,042.4 HRM reforms P.6.2.1 Improving communication skills within NACS 5,034.6 594.1 778.8 838.4 887.8 940.1 995.5 M.6.2.1.1 Strengthening communication capacity 5,034.6 594.1 778.8 838.4 887.8 940.1 995.5 Achieving the objectives of the NACS’ communication and employer P.6.2.2 12,762.7 1,506.0 1,974.2 2,125.4 2,250.6 2,383.1 2,523.5 branding strategy Reform and reposition the communication function as a strategic priority M.6.2.2.1 6,381.4 753.0 987.1 1,062.7 1,125.3 1,191.6 1,261.7 for NACS Development, implementation and monitoring of the communication and M.6.2.2.2 6,381.4 753.0 987.1 1,062.7 1,125.3 1,191.6 1,261.7 branding strategy Enhancing the prestige of the civil service (transparency, meritocracy, P.6.2.3. 28,780.7 10,706.0 8,792.2 2,125.4 2,250.6 2,383.1 2,523.5 digitization) M.6.2.3.1 Contribution to improving the employer brand of the central government 21,827.4 9,381.0 7,805.1 1,062.7 1,125.3 1,191.6 1,261.7 M.6.2.3.2 Communicating HR reforms in the public administration 6,953.4 1,325.0 987.1 1,062.7 1,125.3 1,191.6 1,261.7 Source: WB-NACS teams co-design work 158 Annex 3.2. NACS IDS budget by Strategic Objective for the period 2022-2027 Table 81. The NACS budget by Strategic Objectives Total budget (RON, 000) Code Specification Total 2022 2023 2024 2025 2026 2027 Code TOTAL 495,810.8 38,985.0 176,045.0 106,163.0 89,728.9 42,692.6 42,196.3 Leading and supporting the formulation of evidence-based, SO.1.1 predictable, and forward-looking public policy and regulatory 18,307.2 2,262.5 2,813.9 3,029.4 3,207.8 3,396.7 3,596.8 development in HRM Supporting and guiding public institutions in the implementation SO.2.1 20,180.4 7,278.3 2,828.4 2,306.6 2,442.4 2,586.2 2,738.5 of the applicable legal framework SO.3.1 Developing competency management skills within NACS 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 Leading the implementation of the competency framework for SO.3.2 47,501.7 1,392.6 20,261.5 15,038.4 6,238.1 2,237.7 2,333.5 HRM in the public administration SO.4.1 Implementation of the NC for filling the vacant civil service posts 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 Reforming and improving the selection process in job SO.4.2 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 competitions Supporting the HRM function in public administration in SO.5.1 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 Romania SO.6.1 Leading organizational change for a "new generation" NACS 273,622.6 10,199.2 86,514.5 71,715.2 65,059.4 20,938.0 19,196.3 Improve internal and external communication on NACS as a SO.6.2 46,578.1 12,806.0 11,545.2 5,089.3 5,388.9 5,706.3 6,042.4 leader in HRM reforms Source: WB-NACS teams co-design work 159 Annex 3.3. NACS IDS budget by Program for the period 2022-2027 Table 82. The NACS budget by Program Total budget (RON, 000) Code Specification Total 2022 2023 2024 2025 2026 2027 Code TOTAL 495,810.8 38,985.0 176,045.0 106,163.0 89,728.9 42,692.6 42,196.3 Capacity building for policy formulation and regulatory P.1.1.1 8,516.8 1,107.3 1,299.5 1,399.0 1,481.4 1,568.6 1,661.0 development within NACS Improving data recording, collection, and analysis to support P.1.1.2 9,790.3 1,155.2 1,514.4 1,630.4 1,726.4 1,828.1 1,935.8 policy and regulation development Develop NACS’ capacity to develop tools and methods to P.2.1.1 support the implementation of the legal framework by public 14,210.6 6,573.9 1,905.0 1,312.4 1,389.7 1,471.5 1,558.2 institutions Promoting performance appraisal and a results-oriented HR P.2.1.2 5,969.8 704.4 923.4 994.2 1,052.7 1,114.7 1,180.4 model Developing NACS' strategic planning and analytical capacity for P.3.1.1 3,168.2 373.8 490.1 527.6 558.7 591.6 626.4 competency management Strengthening capacities to use the competency framework in P.3.2.1 32,800.1 1,062.0 11,022.2 11,536.8 5,685.1 1,714.5 1,779.5 HR processes in the public administration P.3.2.2 Strengthening skills management practices 14,701.6 330.6 9,239.4 3,501.6 553.0 523.1 553.9 P.4.1.1 Ensuring relevant capacities within NACS to implement the NC 56,992.0 1,108.2 47,049.8 3,567.1 1,656.2 1,753.7 1,857.0 Supporting the transition of public authorities and institutions P.4.2.1 towards competency-based and meritocratic selection of 12,135.7 1,432.0 1,877.2 2,021.0 2,140.0 2,266.0 2,399.5 candidates in job competitions Supporting HR departments and managers in the public P.5.1.1 17,324.9 2,132.5 2,664.4 2,868.5 3,037.4 3,216.3 3,405.8 administration in Romania P.6.1.1 Improving NACS internal processes 39,163.1 3,596.2 5,550.5 6,899.1 7,287.5 7,698.0 8,131.8 P.6.1.2 Strengthening stakeholder engagement (internal and external) 36,546.0 4,312.3 5,653.1 6,086.1 6,444.5 6,824.0 7,226.0 P.6.1.3 Digitalization of institutional processes 197,913.4 2,290.7 75,310.9 58,730.0 51,327.4 6,416.0 3,838.5 P.6.2.1 Improving communication skills within NACS 5,034.6 594.1 778.8 838.4 887.8 940.1 995.5 Achieving the objectives of the NACS communication and P.6.2.2 12,762.7 1,506.0 1,974.2 2,125.4 2,250.6 2,383.1 2,523.5 employer branding strategy Enhancing the prestige of the civil service (transparency, P.6.2.3. 28,780.7 10,706.0 8,792.2 2,125.4 2,250.6 2,383.1 2,523.5 meritocracy, digitalization) 160 Source: WB-NACS teams co-design work Annex 4.1 NACS IDS indicators (all) Table 83. NACS IDS outcome and output indicators FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) FA 1 FORMULATION OF POLICIES AND REGULATIONS SO 1.1. Leading and supporting the formulation of evidence-based, predictable, and forward-looking public policy and regulatory development in HRM P 1.1.1 Capacity building Number of people skilled in - 0 2 4 6 8 10 for policy formulation and using RIA regulatory development Share of policy and regulatory - 21% 22% 24% 26% 28% 30% within NACS proposals developed on the basis of RIAs and assessed as satisfactory (from the total number of regulatory proposals)127 M 1.1.1.1 Attract and - Number of staff 0 2 2 2 2 2 develop staff to work on attracted to work on policy and regulatory policy and regulatory formulation development M 1.1.1.2 Integrating the - Number of training 0 1 1 1 1 1 use of Regulatory Impact courses on RIA and Assessment (RIA) in policy evidence-based tools and regulatory conducted 127 GD 443/2022, approving the content of the presentation and motivation document, the structure of the report on the implementation of the normative acts, the methodological instructions for carrying out the impact assessment, as well as the establishment of the Advisory Council for the impact assessment of normative acts provides in Annex 6 the assessment criteria on the quality of the presentation and motivation documents and the corresponding potential scores, as follows: Excellent, Satisfactory, Partially Satisfactory or Unsatisfactory. According to the most recent Annual report on the impact assessment of regulations adopted by the Romanian Government, the analysis revealed that only 20.6% of the accompanying presentation and motivation documents issued in 2021 met the conditions to be assessed as Satisfactory and that the situation only slightly improved compared to previous years (https://sgg.gov.ro/1/wp- content/uploads/2023/02/Raport-privind-evaluarea-impactului-reglementarilor-adoptate-de-Guvernul-Romaniei-in-anul-2021.pdf). The reference base of the indicator and associated target were chosen based on this reference. 161 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) formulation within the Number of 0 2 4 6 8 10 NACS framework employees trained in RIA Number of RIA pilot 0 0 1 0 0 0 projects carried out Number of RIAs 0 0 0 0 2 0 produced P 1.1.2 Improving data Share of public policy - (*) (*) (*) (*) (*) (*) recording, collection, and proposals, regulations, analysis to support policy reports using quantitative and regulatory data to measure costs and development benefits (from the total number of public policy proposals, regulations, reports) M 1.1.2.1 Improving data - No. of operational 0 1 3 3 3 3 collection and analysis to HRM IT solutions support the formulation of evidence-based policy and regulation M 1.1.2.2 Establishing - Number of 0 0 3 3 3 4 indicators to support institutions policy and regulatory providing/using the formulation proposed relevant HRM indicators FA 2 MONITORING LEGAL AND REGULATORY COMPLIANCE SO 2.1. Supporting and guiding public institutions in the implementation of the applicable legal framework P 2.1.1. Develop NACS Number of staff in charge of - (*) (*) (*) (*) (*) (*) capacity to develop tools supporting the and methods to support implementation of the legal the implementation of framework by public the legal framework by institutions public institutions Share of ex-ante support - 10% 12% 15% 20% 22% 25% activities dedicated to public authorities and institutions in 162 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) total (measured in working time) M 2.1.1.1. Prepare public - Number of (*) (*) (*) (*) (*) (*) institutions to improve information sessions compliance with the legal organized by NACS - and regulatory framework central level (ex-ante actions) Number of (*) (*) (*) (*) (*) (*) information sessions organized by NACS - local level M 2.1.1.2 Analysis of the - Number of public 0 0 0 30+ 30+ 30+ effects of the Measure to authorities and prepare public institutions institutions for compliance with the participating in legal framework in force information sessions (ex-post actions) organized by NACS - central level Number of public 0 0 0 60+ 60+ 60+ authorities and institutions participating in information sessions organized by NACS - local level Program 2.1.2 Promoting Share of public authorities - (*) (*) (*) (*) (*) (*) performance and institutions applying management and a performance management results-oriented HR model and the results-oriented HR model M 2.1.2.1. Promoting a - Number of 0 0 0 10+ 20+ 30+ performance management promotion actions system carried out in central public institutions Number of 0 0 0 10+ 20+ 30+ promotion actions 163 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) carried out in local public institutions M 2.1.2.2 Capacity - Number of training 0 0 0 5+ 7+ 10+ building to support sessions for central verification and evaluation public institutions of performance Number of training 0 0 0 5+ 7+ 10+ sessions for local public institutions FA 3 COMPETENCY MANAGEMENT SO 3.1. Developing competency management skills within NACS P 3.1.1 Developing NACS Number of staff in NACS in - (*) (*) (*) (*) (*) (*) strategic planning and charge of managing analytical capacity for competencies competency management Number of pilots undertaken - (*) (*) (*) (*) (*) (*) to implement the competency framework M 3.1.1.1 Building - No. of staff allocated (*) (*) (*) (*) (*) (*) technical capacity within to work on the NACS for competency management of the management competency framework Number of capacity- (*) (*) (*) (*) (*) (*) building Activities for NACS staff to manage the competency framework Number of guiding (*) (*) (*) (*) (*) (*) materials and methodologies used to promote and guide the use of the competency framework SO 3.2. Leading the implementation of the competency framework for HRM in public administration 164 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) P 3.2.1 Strengthening Number of institutions - (*) (*) (*) (*) (*) (*) capacities to use the implementing the competency framework in competency framework HR processes in public Share of staff contracted - (*) (*) (*) (*) (*) (*) administration based on competencies Share of local public - (*) (*) (*) (*) (*) (*) authorities and institutions that use the evaluation of the general competencies set out for each position in the selection process Share of public authorities - (*) (*) (*) (*) (*) (*) and institutions that use the competency frameworks in the training and development process M 3.2.1.1. Strengthening - No. of accesses to the (*) (*) (*) (*) (*) (*) inter-institutional online center with coordination for the resources for public implementation of the authorities and Competence Management institutions Framework (NACS) No. of guidance (*) (*) (*) (*) (*) (*) requests from public authorities and institutions on the use of the competency framework No. of tutorials (*) (*) (*) (*) (*) (*) prepared to support the use of the competency framework No. of civil service (*) (*) (*) (*) (*) (*) positions for which NACS has 165 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) developed/compiled templates for specific competencies frameworks M 3.2.1.2 Capacity - No. of capacity- (*) (*) (*) (*) (*) (*) building in the area of building Activities to competence management support the (public authorities and implementation of institutions) the competency framework No. of HR specialists (*) (*) (*) (*) (*) (*) trained on the competency framework No. of awareness (*) (*) (*) (*) (*) (*) raising Activities organized to support the implementation of the competency framework P 3.2.2 Strengthening Share of posts in the List of - (*) (*) (*) (*) (*) (*) skills management posts in public administration practices linked to the competency framework M 3.2.2.1 Towards a - Inventory of public (*) (*) (*) (*) (*) (*) unified competency-based administration posts HRM system completed List of posts in public (*) (*) (*) (*) (*) (*) administration linked to the skills framework completed No. of HR specialists (*) (*) (*) (*) (*) (*) trained in the use of competency framework 166 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) FA 4 RECRUITMENT SERVICES SO 4.1. Implementation of the National Competition for filling the vacant civil service posts P 4.1.1 Ensure relevant Number of operational - 0 1 2 3 3 3 capacities within NACS to procedures under implement the NC implementation on NC Average time for recruitment - (*) (*) (*) (*) (*) (*) procedures’ completion (differentiated by professional level; broken down by phase/step) Percentage of procedural - (*) (*) (*) (*) (*) (*) phases completed on time Quality of recruitment - (*) (*) (*) (*) (*) (*) procedures (client satisfaction - candidates and supervisors/HR managers; including merit-based perception) M 4.1.1.1. Strengthening - Number of staff 8 9 10 14 17 17 NACS internal capacity for within the NCD quality recruitment ensuring the services functionality of the structure Number of 0 1 2 3 3 3 operational procedures developed Number of 1 3 5 7 8 8 communication tools and channels used Number of (*) (*) (*) (*) (*) (*) workshops/training sessions with HR staff on competency- based testing and recruitment 167 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) M 4.1.1.2 Development of - Number of external 11 33 14 14 14 14 the necessary framework experts contracted (pilot) (pilot+ex- (CN (CN (CN (CN for the national pilot and post expande expande expande expande extended NC analysis+ d) d) d) d) extended NC) Pilot project 0 1 0 0 0 0 completed Ex-post analysis 0 1 0 0 0 0 completed Regulatory act on 0 1 1 1 1 1 extended CN approved Number of NC rounds 0 2 2 2 3 5 extended Number of NACS staff 0 0 0 0 20 40 providing competence assessment in the extended NC SO 4.2. Reforming and improving the selection process in job competitions P 4.2.1 Supporting the Proportion of authorities and - (*) (*) (*) (*) (*) (*) transition of institutions institutions applying selection and public authorities based on skills and towards a selection-based meritocracy in competitions on competences and for posts meritocratic in job Share of authorities and - (*) (*) (*) (*) (*) (*) competitions institutions supported by NACS in selection based on competencies and meritocracy in job competitions M 4.2.1.1 Awareness of - Number of 4 6 8 8 8 8 the added value of awareness-raising competency-based event sessions selection (at the level of organized 168 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) public institutions and candidates) M 4.2.1.2 Supporting - Number of 0 1 2 2 2 3 authorities and public methodologies and institutions in the working tools application of skills-based developed (including selection in job revisions) competitions Number of training 0 0 2 2 3 3 programs for members of job competition boards and HR department representatives organized M 4.2.1.3. Expanding the - Number of NACS staff 0 0 0 0 20 40 capacity of the trained to provide Assessment Centre (of specific skills NACS) to provide selection assessment services services on demand FA 5 HRM FUNCTION IN THE PUBLIC ADMINISTRATION SO 5.1. Supporting the HRM function in the public administration in Romania P 5.1.1 Supporting HR Number of people with HRM - 10 20 25 30 35 40 departments and skills and communication managers in the public with public authorities and administration in institutions Romania Number of NACS expert - 0 0 2 4 6 8 teams/teams of experts M 5.1.1.1 Redefining - No. functions and 0 0 0 0 2 2 support functions and tools developed to instruments support HR departments and managers M 5.1.1.2 Develop a 3-tier - Number of staff 0 10 5 5 5 5 HR framework for attracted to support HR structures and 169 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) interaction with HR managers in the departments territory Number of HRM 0 1 1 1 1 1 training courses conducted Number of 0 0 10 10 10 10 employees trained in HRM and communication with HR structures and managers in the territory M 5.1.1.3 Ensure transfer - Share of know-how 25% 35% 50% 75% 75% 75% of HRM expertise from transfer and NACS communication Activities with HR structures and managers in the territory in relation to current NACS Activities FA 6 NACS’ INTERNAL TRANSFORMATION SO 6.1. Leading organizational change for a "new generation" NACS P 6.1.1 Improving NACS Share of digital in total - (*) (*) (*) (*) (*) (*) internal processes internal processes Share of staff applying new - (*) (*) (*) (*) (*) (*) digitalized internal processes Improved performance as a - (*) (*) (*) (*) (*) (*) result of applying new digitalized processes (work time savings) Number of delay months in - (*) (*) (*) (*) (*) (*) implementing NACS IDS Measures and HRM reforms 170 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) Number of complaints - (*) (*) (*) (*) (*) (*) regarding the working conditions solved M 6.1.1.1. Reducing red - Map of digitizable (*) (*) (*) (*) (*) (*) tape and simplification internal processes Number of digitalized (*) (*) (*) (*) (*) (*) internal processes and standard operational procedures Number of training (*) (*) (*) (*) (*) (*) sessions in the new digitalized processes M 6.1.1.2 Change - Number of training (*) (*) (*) (*) (*) (*) management in NACS sessions in cross- cutting competencies (change management, strategic communication, coaching skills) for NACS technical staff Number of coaching (*) (*) (*) (*) (*) (*) programs (on delegation, collaborative planning, team development, effective meetings, stakeholder engagement skills, etc.) for NACS management staff - Updated map of (*) (*) (*) (*) (*) (*) working conditions 171 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) M 6.1.1.3 Improving amenable to working conditions and improvements managing staff satisfaction Number of working c (*) (*) (*) (*) (*) conditions improved P 6.1.2. Strengthening Increased knowledge on - (*) (*) (*) (*) (*) (*) stakeholder engagement employee engagement (share (internal and external) of survey respondents in total) Percentage of employees - (*) (*) (*) (*) (*) (*) aware of the new mandate, mission, vision and values of NACS Share of newcomers who - (*) (*) (*) (*) (*) (*) have completed an Onboarding program Number of - (*) (*) (*) (*) (*) (*) coalitions/alliances/partnersh ips established with stakeholders Increased engagement on - (*) (*) (*) (*) (*) (*) NACS social media accounts Increased traffic on the NACS - (*) (*) (*) (*) (*) (*) website M 6.1.2.1. Employee - Employee 0 1 1 1 1 1 engagement survey engagement survey- designed Employee 0 0 1 1 0 0 engagement survey - piloted in NACS Employee 0 0 0 0 1 1 engagement survey - implemented annually M 6.1.2.2 Internal - An internal 0 1 0 0 0 0 communication on the communication campaign designed 172 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) new NACS mission, vision, An internal 0 0 1 1 1 1 and values communication campaign implemented M 6.1.2.3. Onboarding - Onboarding program 0 1 0 0 0 0 program for newcomers for newcomers - designed Onboarding program 0 0 1 1 1 1 for newcomers - implemented M 6.1.2.4. Effective - Number and type of (*) (*) (*) (*) (*) (*) involvement of external stakeholders stakeholders and identified and coalitions/alliance building institutionally agreed Number and type of (*) (*) (*) (*) (*) (*) communication tools identified Number of (*) (*) (*) (*) (*) (*) monitoring reports generated Communication (*) (*) (*) (*) (*) (*) guide developed and disseminated Number of engaged (*) (*) (*) (*) (*) (*) participants on NACS social media accounts Number of visitors to (*) (*) (*) (*) (*) (*) the NACS website Number of (*) (*) (*) (*) (*) (*) meetings/communica tions with critical external partners P 6.1.3. Digitalization of Share of interoperable public - (*) (*) (*) (*) (*) (*) institutional processes administration systems and databases 173 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) Share of solutions and - (*) (*) (*) (*) (*) (*) databases managed by integrated NACS M 6.1.3.1. Improve - Number of identified This is 2 minimum minimum minimum minimum interoperability with interoperable not the 1 1 1 1 public administration external data holders case systems and databases Number of This is 2 minimum minimum minimum minimum and/or integrate solutions interoperability not the 1 1 1 1 and databases managed collaboration case by NACS protocols concluded Initial report on Report 0 0 0 0 0 technical solutions made for interoperability Updated report on 0 1 1 1 1 1 technical solutions for interoperability Systems and Not the 0 1 0 0 0 database integration case plan implemented Updated plan 0 0 0 1 0 0 Systems and 0 0 0 0 1 database integration report (monitoring) Systems and 0 0 0 0 0 1 database integration report (evaluation) M 6.1.3.2. Digitalization of - Plan for digitization 0 0 1 0 0 0 processes at the of processes at institutional level institutional level Process digitization 0 0 0 1 10 monitoring report Evaluation report 0 0 0 0 0 1 Process digitization 0 0 0 0 1 1 improvement plan implemented - SENEOSP pilot plan 1 0 0 0 0 0 174 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) M 6.1.3.3. National SENEOSP Pilot 0 1 0 0 0 0 Electronic Public Sector Monitoring Report Employment Registration SENEOSP Pilot 0 0 1 0 0 0 System (SENEOSP) Evaluation Report SENEOSP 0 0 0 1 0 0 Implementation Plan SENEOSP Monitoring 0 0 0 0 1 Report SENEOSP Evaluation 0 0 0 0 0 1 Report SO 6.2. Improve internal and external communication on NACS as a leader in HRM reforms P 6.2.1 Improving The extent to which the need - (*) (*) (*) (*) (*) (*) communication skills for staff with the necessary within NACS skills to run an effective and efficient communication process is met M. 6.2.1.1. Strengthening - Number of technical (*) (*) (*) (*) (*) (*) communication capacity staff with communication skills employed Number of technical (*) (*) (*) (*) (*) (*) communication staff trained to develop the skills needed for the smooth running of the communication process Number of training 0 2 2 0 0 0 sessions conducted for technical staff Number of managers (*) (*) (*) (*) (*) (*) trained to develop communication skills 175 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) Number of training 0 2 2 0 0 0 sessions conducted for managers P 6.2.2. Achieving the Number of delay months in - 0 0 0 0 0 0 objectives of the NACS implementing NACS communication and communication and branding employer branding strategy strategy Share of needed NACS staff - (*) (*) (*) (*) (*) (*) fully trained in communication tools and strategies M 6.2.2.1 Reform and - Communication 0 1 1 0 0 0 reposition the procedure developed communication function and implemented as a strategic priority for No. of capacity- 0 1 0 1 0 1 NACS building Activities in the field of communication No. of staff trained (*) (*) (*) (*) (*) (*) on communication skills M 6.2.2.2. Development, - NACS communication 0 1 0 0 0 0 implementation and and branding strategy monitoring of the developed communication and 2-year 0 1 0 1 0 1 branding strategy communication plan focusing on key strategic priorities developed NACS communication 0 1 1 1 1 1 and branding strategy implemented Evaluation report on 0 0 0 0 0 1 the results of the implementation of the communication 176 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) and branding strategy based on key performance indicators (KPI) Strategy adjusted 0 0 1 1 1 1 annually if necessary P 6.2.3. Enhancing the Number of candidates per - (*) (*) (*) (*) (*) (*) prestige of the civil position in the NC service (transparency, Share of public administration - (*) (*) (*) (*) (*) (*) meritocracy, staff using newly created digitalization) digital HRM instruments Increase of public trust in - (*) (*) (*) (*) (*) (*) public administration M 6.2.3.1 Contribution to - Action plan regarding 0 1 0 0 0 0 improving the employer communication on brand of the central the new recruitment government model (based on Communication Strategy) Monitoring report for 0 1 1 1 1 0 the communication on the new recruitment model (based on Communication Strategy) Evaluation report for 0 0 1 0 0 1 the communication on the new recruitment model (based on Communication Strategy) M 6.2.3.2. Communicating - Action plan regarding 0 1 0 0 0 0 HR reforms in the public communication on administration the HR reforms 177 FA/SO/ Outcome indicators Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Referen (Target) (Target) (Target) (Target) (Target) ce base) (competency framework, SENEOSP, digital competencies, SIMRU, E-NACS) Monitoring report for 0 0 1 1 1 0 the communication on the HR reforms (competency framework, SENEOSP, digital competencies, SIMRU, E-NACS) Evaluation report for 0 0 0 0 0 1 the communication on the HR reforms (competency framework, SENEOSP, digital competencies, SIMRU, E-NACS) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 178 Annex 4.2. NACS IDS outcome indicators (associated to programs) Table 84. NACS IDS outcome indicators FA/SO/ Program Outcome indicators 2022 2023 2024 2025 2026 2027 (Reference (Target) (Target) (Target) (Target) (Target) base) FA 1 FORMULATION OF POLICIES AND REGULATIONS SO 1.1. Leading and supporting the formulation of evidence-based, predictable, and forward-looking public policy and regulatory development in HRM P 1.1.1 Capacity building for Number of people skilled in using RIA 0 2 4 6 8 10 policy formulation and regulatory Share of policy and regulatory proposals 21% 22% 24% 26% 28% 30% development within NACS developed based on RIAs and assessed as satisfactory (from the total number of regulatory proposals)128 P 1.1.2 Improving data recording, Share of public policy proposals, regulations, (*) (*) (*) (*) (*) (*) collection, and analysis to reports using quantitative data to measure costs support policy and regulatory and benefits (from the total number of policy development proposals, regulations, reports) FA 2 MONITORING LEGAL AND REGULATORY COMPLIANCE SO 2.1. Supporting and guiding public institutions in the implementation of the applicable legal framework P 2.1.1. Develop NACS’ capacity Number of staff in charge of supporting the (*) (*) (*) (*) (*) (*) to develop tools and methods to implementation of the legal framework by public support the implementation of institutions the legal framework by public Share of ex-ante support activities dedicated to 10% 12% 15% 20% 22% 25% institutions public authorities and institutions in total (measured in working time) 128 GD 443/2022, approving the content of the presentation and motivation document, the structure of the report on the implementation of the normative acts, the methodological instructions for carrying out the impact assessment, as well as the establishment of the Advisory Council for the impact assessment of normative acts provides in Annex 6 the assessment criteria on the quality of the presentation and motivation documents and the corresponding potential scores, as follows: Excellent, Satisfactory, Partially Satisfactory or Unsatisfactory. According to the most recent Annual report on the impact assessment of regulations adopted by the Romanian Government, the analysis revealed that only 20.6% of the accompanying presentation and motivation documents issued in 2021 met the conditions to be assessed as Satisfactory and that the situation only slightly improved compared to previous years (https://sgg.gov.ro/1/wp- content/uploads/2023/02/Raport-privind-evaluarea-impactului-reglementarilor-adoptate-de-Guvernul-Romaniei-in-anul-2021.pdf). The reference base of the indicator and associated target were chosen based on this reference. 179 P 2.1.2 Promoting performance Share of public authorities and institutions (*) (*) (*) (*) (*) (*) appraisal and a results-oriented applying performance management and the HR model results-oriented HR model FA 3 COMPETENCY MANAGEMENT SO 3.1. Developing competency management skills within NACS P 3.1.1 Developing NACS strategic Number of staff in NACS in charge of managing (*) (*) (*) (*) (*) (*) planning and analytical capacity competencies for competency management Number of pilots undertaken to implement the (*) (*) (*) (*) (*) (*) competency framework SO 3.2. Leading the implementation of the competency framework for HRM in public administration P 3.2.1 Strengthening capacities Number of institutions implementing the (*) (*) (*) (*) (*) (*) to use the competency competency framework framework in HR processes in Share of staff contracted based on competencies (*) (*) (*) (*) (*) (*) public administration Share of local public authorities and institutions (*) (*) (*) (*) (*) (*) that use the evaluation of the general competencies set out for each position in the selection process Share of public authorities and institutions that (*) (*) (*) (*) (*) (*) use the competency frameworks in the training and development process Programme 3.2.2 Strengthening Share of posts in the List of posts in public (*) (*) (*) (*) (*) (*) skills management practices administration linked to the competency framework FA 4 RECRUITMENT SERVICES SO 4.1. Implementation of the National Competition for filling the vacant civil service posts P 4.1.1 Ensure relevant capacities Number of operational procedures under 0 1 2 3 3 3 within NACS to implement the NC implementation on NC Average time for recruitment procedures’ - (*) (*) (*) (*) (*) completion (differentiated by professional level; broken down by phase/step) Percentage of procedural phases completed on - (*) (*) (*) (*) (*) time Quality of recruitment procedures (client (*) (*) (*) (*) (*) (*) satisfaction - candidates and supervisors/HR managers; including merit-based perception) SO 4.2. Reforming and improving the selection process in job competitions P 4.2.1 Supporting the transition Proportion of authorities and institutions applying (*) (*) (*) (*) (*) (*) of institutions and public selection based on skills and meritocracy in authorities towards a selection competitions for posts 180 based on competences and Share of authorities and institutions supported by (*) (*) (*) (*) (*) (*) meritocracy in job competitions NACS in selection based on competencies and meritocracy in job competitions FA 5 HRM FUNCTION IN THE PUBLIC ADMINISTRATION SO 5.1. Supporting the HRM function in public administration in Romania P 5.1.1 Supporting HR Number of people with HRM skills and 10 20 25 30 35 40 departments and managers in communication with public authorities and public administration in Romania institutions Number of NACS expert teams/teams of experts 0 0 2 4 6 8 FA 6 NACS’ INTERNAL TRANSFORMATION SO 6.1. Leading organizational change for a "new generation" NACS P 6.1.1 Improving NACS internal Share of digital in total internal processes (*) (*) (*) (*) (*) (*) processes Share of staff applying new digitalized internal (*) (*) (*) (*) (*) (*) processes Improved performance because of applying new (*) (*) (*) (*) (*) (*) digitalized processes (work time savings) Number of delay months in implementing NACS (*) (*) (*) (*) (*) (*) IDS Measures and HRM reforms Number of complaints regarding the working (*) (*) (*) (*) (*) (*) conditions solved P 6.1.2. Strengthening Increased knowledge on employee engagement (*) (*) (*) (*) (*) (*) stakeholder engagement (share of survey respondents in total) (internal and external) Percentage of employees aware of the new NACS (*) (*) (*) (*) (*) (*) mandate, mission, vision, and values Share of newcomers who have completed an (*) (*) (*) (*) (*) (*) Onboarding programme Number of coalitions/alliances/partnerships (*) (*) (*) (*) (*) (*) established with stakeholders Increased engagement on NACS social media (*) (*) (*) (*) (*) (*) accounts Increased traffic on the NACS website (*) (*) (*) (*) (*) (*) P 6.1.3. Digitalization of Share of interoperable public administration (*) (*) (*) (*) (*) (*) institutional processes systems and databases Share of solutions and databases managed by (*) (*) (*) (*) (*) (*) integrated NACS SO 6.2. Improve internal and external communication on NACS as a leader in HRM reforms P 6.2.1 Improving communication The extent to which the need for staff with the (*) (*) (*) (*) (*) (*) skills within NACS necessary skills to run an effective and efficient communication process is met 181 P 6.2.2. Achieving the objectives Number of delay months in implementing NACS 0 0 0 0 0 0 of the NACS communication and communication and branding strategy employer branding strategy Share of needed NACS staff fully trained in (*) (*) (*) (*) (*) (*) communication tools and strategies P 6.2.3. Enhancing the prestige of Number of candidates per position in the NC (*) (*) (*) (*) (*) (*) the civil service (transparency, Share of public administration staff using newly (*) (*) (*) (*) (*) (*) meritocracy, digitalization) created digital HRM instruments Increase of public trust in public administration (*) (*) (*) (*) (*) (*) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. Annex 4.3. NACS IDS output indicators (associated to Measures) Table 85. NACS IDS output indicators FA/SO/ Output indicators 2022 2023 2024 2025 2026 2027 Program/Measure (Reference base) (Target) (Target) (Target) (Target) (Target) FA 1 FORMULATION OF POLICIES AND REGULATIONS SO 1.1. Leading and supporting the formulation of evidence-based, predictable, and forward-looking public policy and regulatory development in HRM P 1.1.1 Capacity building for policy formulation and regulatory development within NACS M 1.1.1.1 Attract Number of staff attracted to work 0 2 2 2 2 2 and develop staff to on policy and regulatory work on policy and development regulatory formulation M 1.1.1.2 Number of training courses on RIA 0 1 1 1 1 1 Integrating the use and evidence-based tools of Regulatory conducted Impact Assessment Number of employees trained in 0 2 4 6 8 10 (RIA) in policy and RIA regulatory Number of RIA pilot projects 0 0 1 0 0 0 formulation in the carried out NACS framework Number of RIAs produced 0 0 0 0 2 0 182 P 1.1.2 Improving data recording, collection, and analysis to support policy and regulatory development M 1.1.2.1 Improving No. of operational HRM IT 0 1 3 3 3 3 data collection and solutions analysis to support the formulation of evidence-based policy and regulation M 1.1.2.2 Number of institutions 0 0 3 3 3 4 Establishing providing/using the proposed indicators to relevant HRM indicators support policy and regulatory formulation FA 2 MONITORING LEGAL AND REGULATORY COMPLIANCE SO 2.1. Supporting and guiding public institutions in the implementation of the applicable legal framework P 2.1.1. Develop NACS’ capacity to develop tools and methods to support the implementation of the legal framework by public institutions M 2.1.1.1. Prepare Number of information sessions (*) (*) (*) (*) (*) (*) public institutions organized by NACS - central level to improve Number of information sessions (*) (*) (*) (*) (*) (*) compliance with organized by NACS - local level the legal and regulatory framework (ex-ante actions) M 2.1.1.2 Analysis Number of public authorities and 0 0 0 30+ 30+ 30+ of the effects of the institutions participating in Measure to prepare information sessions organized by public institutions NACS - central level to comply with the Number of public authorities and 0 0 0 60+ 60+ 60+ legal framework in institutions participating in force (ex-post information sessions organized by actions) NACS - local level P 2.1.2 Promoting performance appraisal and a results-oriented HR model M 2.1.2.1. Promote Number of promotion actions 0 0 0 10+ 20+ 30+ a performance carried out in central public institutions 183 management Number of promotional actions 0 0 0 10+ 20+ 30+ system carried out in local public institutions M 2.1.2.2 Capacity Number of support instruments for 0 0 0 5+ 7+ 10+ building to support central public institutions verification and Number of support tools for local 0 0 0 5+ 7+ 10+ evaluation of public institutions performance FA 3 COMPETENCY MANAGEMENT SO 3.1. Developing competency management skills within NACS P 3.1.1 Developing NACS strategic planning and analytical capacity for competency management M 3.1.1.1 Building No. of staff allocated to work on (*) (*) (*) (*) (*) (*) technical capacity the management of the within NACS for competency framework competency Number of capacity-building (*) (*) (*) (*) (*) (*) management Activities for NACS staff to manage the competency framework Number of guiding materials and (*) (*) (*) (*) (*) (*) methodologies used to promote and guide the use of the competency framework SO 3.2. Leading the implementation of the competency framework for HRM in public administration P 3.2.1 Strengthening capacities to use the competency framework in HR processes in public administration M 3.2.1.1. No. of accesses to the online center (*) (*) (*) (*) (*) (*) Strengthening inter- with resources for public institutional authorities and institutions coordination for the No. of guidance requests from (*) (*) (*) (*) (*) (*) implementation of public authorities and institutions the Competence on the use of the competency Management framework Framework (NACS) No. of tutorials prepared to (*) (*) (*) (*) (*) (*) support the use of the competency framework No. of civil service positions for (*) (*) (*) (*) (*) (*) which NACS has developed/compiled templates for specific competencies frameworks 184 M 3.2.1.2 Capacity No. of capacity-building Activities (*) (*) (*) (*) (*) (*) building in the area to support the implementation of of competence the competency framework management No. of HR specialists trained on the (*) (*) (*) (*) (*) (*) (public authorities competency framework and institutions) No. of awareness raising Activities (*) (*) (*) (*) (*) (*) organized to support the implementation of the competency framework Program 3.2.2 Strengthening skills management practices M 3.2.2.1 Towards Inventory of public administration (*) (*) (*) (*) (*) (*) a unified posts completed competency-based List of posts in public (*) (*) (*) (*) (*) (*) HRM system administration linked to the skills framework completed No. of HR specialists trained in the (*) (*) (*) (*) (*) (*) use of competency framework FA 4 RECRUITMENT SERVICES SO 4.1. Implementation of the National Competition for filling the vacant civil service posts P 4.1.1 Ensure relevant capacities within NACS to implement the National Competition M 4.1.1.1. Number of staff within the NCD 8 9 10 14 17 17 Strengthening NACS ensuring the functionality of the internal capacity for structure quality recruitment Number of operational procedures 0 1 2 3 3 3 services developed Number of communication tools 1 3 5 7 8 8 and channels used Number of workshops/training (*) (*) (*) (*) (*) (*) sessions with HR staff on competency-based testing and recruitment M 4.1.1.2 Number of external experts 11 (pilot) 33 14 14 14 14 Development of the contracted (pilot+e (CN (CN (CN (CN necessary x-post expande expande expande expande framework for the analysis d) d) d) d) national pilot and +extend extended NC ed NC) Pilot project completed 0 1 0 0 0 0 Ex-post analysis completed 0 1 0 0 0 0 185 Regulatory act on extended CN 0 1 1 1 1 1 approved Number of NC rounds extended 0 2 2 2 3 5 Number of NACS staff providing 0 0 0 0 20 40 competence assessment in the extended NC SO 4.2. Reforming and improving the selection process in job competitions P 4.2.1 Supporting the transition of institutions and public authorities towards a selection based on competences and meritocracy in job competitions M 4.2.1.1 Number of awareness-raising event 4 6 8 8 8 8 Awareness of the sessions organized added value of competency-based selection (at the level of public institutions and candidates) M 4.2.1.2 Number of methodologies and 0 1 2 2 2 3 Supporting working tools developed (including authorities and revisions) public institutions Number of training programs for 0 0 2 2 3 3 in the application of members of job competition skills-based boards and HR department selection in job representatives organized competitions M 4.2.1.3. Expand Number of NACS staff trained to 0 0 0 0 20 40 the capacities of provide specific skills assessment the Assessment services Centre (of NACS) to provide selection services on demand FA 5 HRM FUNCTION IN THE PUBLIC ADMINISTRATION SO 5.1. Supporting the HRM function in the public administration in Romania P 5.1.1 Supporting HR departments and managers in public administration in Romania M 5.1.1.1 No. functions and tools developed 0 0 0 0 2 2 Redefining support to support HR departments and functions and managers instruments 186 M 5.1.1.2 Develop a Number of staff attracted to 0 10 5 5 5 5 3-tier HR support HR structures and framework for managers in the territory interaction with HR Number of HRM training courses 0 1 1 1 1 1 departments conducted Number of employees trained in 0 0 10 10 10 10 HRM and communication with HR structures and managers in the territory M 5.1.1.3 Ensure Share of know-how transfer and 25% 35% 50% 75% 75% 75% transfer of HRM communication Activities with HR know-how from structures and managers in the NACS territory in relation to current NACS Activities FA 6 NACS’ INTERNAL TRANSFORMATION SO 6.1. Leading organizational change for a "new generation" NACS P 6.1.1 Improving NACS internal processes M 6.1.1.1 Reducing Map of digitizable internal (*) (*) (*) (*) (*) (*) red tape and processes simplification Number of digitalized internal (*) (*) (*) (*) (*) (*) processes and standard operational procedures Number of training sessions in the (*) (*) (*) (*) (*) (*) new digitalized processes M 6.1.1.2 Change Number of training sessions in (*) (*) (*) (*) (*) (*) management in cross-cutting competencies NACS (change management, strategic communication, coaching skills) for NACS technical staff Number of coaching programs (on (*) (*) (*) (*) (*) (*) delegation, collaborative planning, team development, effective meetings, stakeholder engagement skills, etc.) for NACS management staff M 6.1.1.3 Improving Updated map of working (*) (*) (*) (*) (*) (*) working conditions conditions amenable to improvements 187 and managing staff Number of working conditions (*) (*) (*) (*) (*) (*) satisfaction improved P 6.1.2. Strengthening stakeholder engagement (internal and external) M 6.1.2.1. Employee engagement survey- 0 1 1 1 1 1 Employee designed engagement survey Employee engagement survey- 0 0 1 1 0 0 piloted in NACS Employee engagement survey - 0 0 0 0 1 1 implemented annually M 6.1.2.2 Internal A designed internal communication 0 1 0 0 0 0 communication on campaign the new NACS An internal communication 0 0 1 1 1 1 mission, vision, and campaign implemented values M 6.1.2.3. Onboarding program for 0 1 0 0 0 0 Onboarding newcomers -designed program for Onboarding program for 0 0 1 1 1 1 newcomers newcomers -implemented M 6.1.2.4. Effective Number and type of stakeholders (*) (*) (*) (*) (*) (*) involvement of identified and institutionally agreed external Number and type of (*) (*) (*) (*) (*) (*) stakeholders and communication tools identified coalition/alliances Number of monitoring reports (*) (*) (*) (*) (*) (*) building generated Communication guide developed (*) (*) (*) (*) (*) (*) and disseminated Number of engaged participants on (*) (*) (*) (*) (*) (*) NACS social media accounts Number of visitors to the NACS (*) (*) (*) (*) (*) (*) website Number of (*) (*) (*) (*) (*) (*) meetings/communications with critical external partners P 6.1.3. Supporting the use of ICT tools in institutional processes M 6.1.3.1. Improve Number of identified interoperable This is not the 2 minimu minimu minimu minimum interoperability external data holders case m1 m1 m1 1 with public Number of interoperability This is not the 2 minimu minimu minimu minimum administration collaboration protocols concluded case m1 m1 m1 1 188 systems and Initial report on technical solutions Report made 0 0 0 0 0 databases and/or for interoperability integrate solutions Updated report on technical 0 1 1 1 1 1 and databases solutions for interoperability managed by NACS Systems and database integration Not the case 0 1 0 0 0 plan implemented Updated plan 0 0 0 1 0 0 Systems and database integration 0 0 0 0 1 report (monitoring) Systems and database integration 0 0 0 0 0 1 report (evaluation) M 6.1.3.2. Plan for digitization of processes at 0 0 1 0 0 0 Digitization of institutional level processes at Process digitization monitoring 0 0 0 1 10 institutional level report Evaluation report 0 0 0 0 0 1 Process digitization improvement 0 0 0 0 1 1 plan implemented M 6.1.3.3. National SNOSP pilot plan 1 0 0 0 0 0 Electronic Public SENEOSP Pilot Monitoring Report 0 1 0 0 0 0 Sector Employment SENEOSP Pilot Evaluation Report 0 0 1 0 0 0 Registration SENEOSP Implementation Plan 0 0 0 1 0 0 System (SENEOSP) SENEOSP Monitoring Report 0 0 0 0 1 SENEOSP Evaluation Report 0 0 0 0 0 1 SO 6.2. Improve internal and external communication on NACS as a leader in HRM reforms P 6.2.1 Improving communication skills within NACS M 6.2.1.1. Number of technical staff with (*) (*) (*) (*) (*) (*) Strengthening communication skills employed communication Number of technical (*) (*) (*) (*) (*) (*) capacity communication staff trained to develop the skills needed for the smooth running of the communication process Number of training sessions 0 2 2 0 0 0 conducted for technical staff Number of managers trained to (*) (*) (*) (*) (*) (*) develop communication skills Number of training sessions 0 2 2 0 0 0 conducted for managers 189 P 6.2.2. Achieving the objectives of the NACS communication and employer branding strategy M 6.2.2.1 Reform Communication procedure 0 1 1 0 0 0 and reposition the developed and implemented communication No. of capacity-building Activities in 0 1 0 1 0 1 function as a the field of communication strategic priority for No. of staff trained on (*) (*) (*) (*) (*) (*) NACS communication skills M 6.2.2.2. NACS communication and branding 0 1 0 0 0 0 Development, strategy developed implementation 2-year communication plan 0 1 0 1 0 1 and monitoring of focusing on key strategic priorities the communication developed and branding NACS communication and branding 0 1 1 1 1 1 strategy strategy implemented Evaluation report on the results of 0 0 0 0 0 1 the implementation of the communication and branding strategy based on key performance indicators (KPI) Strategy adjusted annually if 0 0 1 1 1 1 necessary P 6.2.3. Enhancing the prestige of the civil service (transparency, meritocracy, digitalization) M 6.2.3.1 Action plan regarding 0 1 0 0 0 0 Contribution to communication on the new improving the recruitment model (based on employer brand of Communication Strategy) the central Monitoring report for the 0 1 1 1 1 0 government communication on the new recruitment model (based on Communication Strategy) Evaluation report for the 0 0 1 0 0 1 communication on the new recruitment model (based on Communication Strategy) M 6.2.3.2. Action plan regarding 0 1 0 0 0 0 Communicating HR communication on the HR reforms reforms in the (competency framework, SENEOSP, public digital competencies, SIMRU, E- administration NACS) 190 Monitoring report for the 0 0 1 1 1 0 communication on the HR reforms (competency framework, SENEOSP, digital competencies, SIMRU, E- NACS) Evaluation report for the HR 0 0 0 0 0 1 reforms (competency framework, SENEOSP, digital competencies, SIMRU, E-NACS) Source: WB-NACS teams co-design work Note: (*) Baseline and/or targets to be determined by NACS. 191 Annex 5. NACS IDS development, implementing, monitoring, revision, and evaluation requirements I. Institutional arrangements The process of the elaboration, implementation, monitoring, revision and evaluation of the NACS IDS, as well as the substantiation and execution of the associated budgets, is led by NACS. The organization of the process is directly related to the organizational structure of NACS, and complexity of the interventions envisaged. The comprehensive coverage of the sector's governing strategies, objectives, policies, programs and resources for developing, implementing, monitoring, revising and evaluating the NACS IDS in a coherent manner requires the organization of interdisciplinary teams covering all the sector-specific areas for which the institution is responsible. The availability of relevant experts in NACS determines how the process of developing, implementing, monitoring, revising and evaluating NACS IDS is organized and carried out. A good starting point for the allocation of individual responsibilities among NACS staff is the division of roles among the staff involved in the co-design of the NACS IDS with the WB team (see Annex 7 for the NACS team involved in NACS IDS co-design). From the perspective of the institutional arrangements necessary for the process, the following structures and roles are recommended to be established within NACS: 1. The NACS IDS Management Group may be established at the Agency level with overall responsibility for coordinating the development, implementation, monitoring, revision and evaluation of the NACS IDS. The institutionalization of the NACS IDS Management Group (by order of the NACS President or otherwise) is at the discretion of NACS management. The Management Group may be composed of members of the NACS Management College, may be chaired by the Secretary General of the Agency, and may include the Steering Committee, Functional Area Working Groups and the NACS IDS Technical Secretariat (see figure below). Figure 29 Potential structure of the NACS IDS Management Group NACS IDS Steering Committee Technical Secretariat Working Group Working Group Working Group Working Group Working Group Working Group Functional Area 6: Functional Area 1: Functional Area 2: Functional Area 5: Functional Area 3: Functional Area 4: Leading Formulation of Monitoring legal HRM function in the Competency Recruitment organizational policies and and regulatory public management services change for a “new regulations compliance administration generation” NACS NACS relevant NACS relevant NACS relevant NACS relevant NACS relevant NACS relevant technical units technical units technical units technical units technical units support units representatives representatives representatives representatives representatives representatives Source: authors' elaboration 192 2. The NACS IDS Steering Committee could consist of the heads of the NACS units. The duties of the Steering Committee may include: a) Oversee the process of developing, implementing, monitoring, revising and evaluating the NACS IDS; b) Coordinate the activity of the Working Groups on functional areas/strategic objectives; c) Communicate and collaborate with NACS internal129 and external130 stakeholders and mobilize them to achieve the HRM reform objectives included in the national strategic planning documents and the NACS IDS, in line with their remit;131 d) Ensure integration of NACS IDS provisions into MDPWA ISP;132 e) Include the funding requirements for ensuring the implementation of the NACS IDS in the substantiation of the NACS annual budget proposal; f) Verify that the amounts allocated to NACS IDS are in line with the approved budget and the estimates for the next 3 years; g) Endorse the final version of the NACS IDS and NACS IDS monitoring and evaluation reports and submit them for approval by the NACS President, or approve the final version of the NACS IDS and NACS IDS monitoring and evaluation reports, as appropriate; h) Ensure the integration of the necessary NACS IDS components into the Annual Work Plan of NACS; i) Propose measures to revise the NACS IDS in light of the results of the monitoring and evaluation process to the NACS President, or approve such measures, as appropriate; j) Outsource evaluation activities to independent evaluators, as appropriate; k) Ensure inclusion of relevant information on the status of NACS IDS implementation in the NACS Annual Activity Report. 3. Functional Area Working Groups may be set up at NACS level to contribute to the development, implementation,133 monitoring, revision and evaluation of NACS components. They could consists of staff from the Agency's technical units with specific competences and responsibilities in the identified functional areas of NACS IDS. The heads of the Dedicated Working Groups by Functional Areas may be appointed from among the members of the Steering Committee. The nominal composition of the Sector Groups may be institutionalized (by order of the President of NACS or otherwise). 4. The IDS Technical Secretariat should be set up to provide methodological support to the process and its tasks may be carried out by the Coordination, Monitoring and Authorization Service for NRRP Payments (SCMAP PNRR) or by other NACS units with management/synthesis and/or 129 These relate mainly to the NACS responsible units identified in the NACS IDS Action Plan and to the staff involved in the co-creation of the NACS IDS, identified in Annex 2 to this report. 130 These may include: i) Ministry of Development, Public Works and Administration (MDPWA), ii) General Secretariat of the Government (GSG), iii) National Council for Human Resources Development in Public Administration (NCHRDPA) iv) Ministry of Labor and Social Solidarity (MLSS), v) Ministry of Finance (MoF), vi) Ministry of Justice (MoJ), vii) Ministry of Investment and European Projects (MIPE), viii) Ministry of Research, Innovation and Digitalization, ix) other public authorities and institutions at central, territorial, and local level, and their associations, x) civil servants and contractual staff in public administration, trade unions and their professional associations, xi) education and research organizations, xii) non-governmental organizations, xiii) businesses, and xiv) citizens. 131 As described in the change management approach detailed in Chapter 5 of this report and NACS Communication Strategy 132 Available at https://www.mdlpa.ro/pages/psi 133 Including the production of inputs for the preparation of the Annual Work Plan of NACS 193 coordination responsibilities for HRM reforms,134 and may include the following: a) Prepare the meetings of the Management Group, set the agenda and collect the necessary information for the organization of these meetings, provide technical assistance on the use of tools and methods for the development, implementation, monitoring, revision and evaluation of the NACS IDS components; b) Provide the necessary technical and administrative support to the Working Groups on functional areas/strategic objectives; c) Oversee the implementation of the NACS IDS and monitor the degree of achievement of the set of indicators based on information provided by the Functional Area Working Groups. 5. The NACS unit managing the budget of the institution has the following tasks: a) Provide the Management Group with all necessary and relevant financial information in the process of developing, implementing and monitoring the NACS IDS; b) Communicate to the Functional Area Working Groups and the Steering Committee on the institutional budget approved by the MDPWA budget holder and the estimates for the next 3 years as well as their breakdown by budgetary programs; c) Communicate the financial reports on budget execution by programs to the Technical Secretariat; d) Communicate to the Functional Area Working Groups and the Steering Committee any modification to the approved budget of the MDPWA budget holder and its breakdown by budgetary programs. 6. The NACS units with specific human resources, legal, procurement, administrative, logistics, information technology activities should participate in the development of the NACS IDS at the request of the Management Group, according to their competencies. II. The process of developing, implementing, monitoring, revising and evaluating the NACS IDS Institutional development should be approached as a continuous and cyclical process that facilitates not only the achievement of institutional development objectives, but also learning from lessons to improve performance in planning, implementing, monitoring, evaluating and revising strategies. In the medium and long run, NACS has the potential to strengthen its capacity to coordinate and implement the ongoing competency-based HRM reforms in the Romanian public administration, if its institutional strategy is implemented in a timely, efficient and effective manner. As a result of a co-creation process involving both internal and external stakeholders, the NACS IDS provides the initial conditions necessary to create a sense of strategic ownership within the staff of NACS and of public authorities and institutions responsible for implementing the HRM reforms. However, a solid institutional planning process and a corresponding good quality strategic document are necessary, but not sufficient to achieve such an outcome. Further efforts are needed from NACS and all the relevant stakeholders to consistently implement, monitor, revise the approaches as needed, and evaluate the outcomes of the HRM reform interventions. NACS should aim to strengthen its capacity to monitor and evaluate strategies. To this end, NACS should consider the conclusion of twinning arrangements with other civil service agencies in EU and OECD countries that are more monitoring and evaluation oriented. In addition, the achievement of HRM reform 134 E.g., the structure responsible for coordinating the processes related to the System of Internal Managerial Control (SCIM). 194 objectives depends to a large extent on the degree of Government endorsement and implementation support for such reforms, as well as on wider political conditions. Implementing NACS IDS in a timely, efficient and effective manner requires additional process steps to be taken (see figure below). Figure 30 NACS IDS cycle Development of NACS IDS Final evaluation of NACS IDS NACS IDS approval implementation NACS IDS mid-term Implementation of evaluation NACS IDS Monitoring NACS IDS Source: authors' elaboration II.1. Development of the NACS IDS The development of the first NACS IDS was carried out with the support of WB, through a process of co-creation of its building blocks. At this stage, the NACS IDS requires the identification of the missing baselines and targets associated with output, outcome and impact indicators by the responsible NACS units.135,136 At the end of the implementation of the strategy, based on the methodology described in this report, depending on the results achieved, with the application of lessons learned from the implementation, monitoring and evaluation of the IDS, and with the involvement of relevant internal and external stakeholders, and the institutional strategic planning structures described above, the Agency's institutional development planning process should be resumed. II.2. NACS IDS approval In order to ensure ownership of NACS IDS by Agency staff, formal approval of NACS IDS at institutional level is recommended, either by the President of NACS, by order, on the proposal of the NACS IDS Steering Committee or the NACS Management College, or by one of these latter structures, through the appropriate regulatory act, as appropriate. 135 This activity falls under the exclusive competence of NACS, as the WB does not have access to sufficiently detailed information related to NACS activities and their measurement. 136 Where appropriate, the proposed system of indicators may be adjusted according to the data available or that can be readily collected by NACS, following the proposed methodology for indicator development described in Chapter 2. of NACS IDS. 195 II.3. Implementation of the NACS IDS The main implementation tool is the NACS IDS Action Plan. On this basis, in accordance with the applicable standard operating procedures, the NACS Annual Work Plan should be adjusted accordingly to include the details necessary to operationalize the NACS IDS Action Plan. To this end, the NACS Annual Work Plan can detail the projects and activities required to implement the Measures and Programs included in the NACS IDS. The NACS Annual Work Plan may include the goods and services planned to be achieved through these Projects and Activities, as well as the output and outcome indicators to be monitored to track the status of the implementation of the strategy, including the planning and preparation of the monitoring or mid-term evaluation report, as appropriate. The implementation of the NACS IDS requires the active involvement of the Agency's external stakeholders, identified in the Action Plan as contributors. Their involvement is essential and is to be carried out in accordance with their legal responsibilities and those related to the implementation of HRM reforms.137 II.4. Monitoring, evaluation and revision of the NACS IDS Monitoring, evaluation and revision of the NACS IDS are essential activities to track and accelerate, as appropriate, progress in the implementation of the NACS IDS. They are carried out based on the results framework (outputs, outcomes and impacts) described in the NACS IDS, by the NACS units responsible for implementation and the structures within the NACS IDS Management Group, according to the responsibilities described above. The results framework may be expanded to include Key Performance Indicators, which refer to the key desired results at the sector level, that are usually outside the exclusive control of NACS, reflecting e.g., how has the civil service performed on the core dimensions of competencies, merit-based recruitment, and performance management. Monitoring NACS IDS should be performed at least annually. Additionally, the evaluation of the NACS IDS will be carried out at the mid-term and end of the NACS IDS implementation period. To the extent possible, the interim and final evaluation work of the NACS IDS could be outsourced to independent evaluators. The results of the NACS IDS monitoring, evaluation and revision activities will also be the subject of NACS institutional reporting and communication138 to strengthen transparency, trust and commitment to HRM reforms. II.4.1. Monitoring the NACS IDS Monitoring of the NACS IDS will be done by the NACS units responsible for implementation and the structures of the NACS IDS Management Group, according to their responsibilities. NACS will collect the necessary inputs from NACS IDS external contributors, according to their legal responsibilities. Monitoring should be based on the results framework and will mainly focus on output and outcome indicators. Monitoring will also follow the execution of the budgets associated with the NACS IDS Programs. In addition, the monitoring activity may target process and efficiency indicators of Projects and Activities contributing to the implementation of the Measures included in the NACS IDS Programs. 137 The principles of interaction with them are detailed in Chapter 5 NACS IDS, which details a proposed approach to change management, including in respect of external stakeholders. The NACS Communication Strategy also includes the necessary details of interaction with external stakeholders. 138 As described in Chapter 6 of this report. 196 NACS IDS monitoring will be carried out at least annually (preferably every six months). The NACS IDS monitoring activity will produce the necessary inputs for the monitoring of the MDPWA ISP and their inclusion in the IT Platform dedicated to its monitoring.139 The monitoring activity will generate the necessary information for the rapid adjustment of NACS IDS implementation actions at the level of Projects and Activities contributing to the effective and efficient implementation of the Measures included in the NACS IDS Programs. It will also generate the necessary information for possible budgetary adjustments needed in the implementation of the NACS IDS and for the mobilization of external stakeholders in the implementation of the HRM reform objectives. In support of monitoring, the use of a dashboard would allow for faster reporting, helping to improve management and decision-making. The figure below outlines the key principles that can be applied to the development of a dashboard for monitoring the implementation of the NACS IDS, by NACS and subject to availability of funds. Figure 31 Recommendations on the development of a dashboard for monitoring the implementation of the NACS IDS 1. Start from the objectives of the area 2. Define SMART Key Performance Indicators 3. Set baselines, targets and trajectories 4. Provide data protocols for each indicator 5. Use a common tool (MSExcel, Open Office, etc) 6. Use a dedicated IT platform 7. Show/display the correct data to the right audience 8. Use a correct dashboard structure, preferably compatible with the MDPWA ISP monitoring structure 140 9. Display the most useful data and make sure it is easy to find 10. Stick to the important things and keep everything well organized. Source: authors, based on the Public Policy Monitoring and Evaluation Handbook 141 Key Performance Indicators may include key results at the sector level, reflecting e.g., how has the civil service performed on the core dimensions of competencies, merit-based recruitment, and performance management. II.4.2. NACS IDS mid-term evaluation The NACS IDS mid-term evaluation should be planned and carried out by the NACS units responsible for implementation and the NACS IDS Management Group structures, according to their responsibilities. In addition, NACS should collect the necessary inputs from NACS IDS contributors, according to their responsibilities. The NACS IDS mid-term evaluation work could be outsourced to independent evaluators. Mid-term evaluation should be carried out based on the results framework and focus on outcome indicators, which reflect progress in the implementation of the Programs and towards achieving the NACS IDS Strategic Objectives. Mid-term evaluation should also be based on qualitative, process information and analyze the execution of the budgets associated with the NACS IDS Programs in order to generate possible recommendations for its revision. The NACS IDS mid- 139 Available at http://psi.gov.ro/mdrap/ 140 Available at http://psi.gov.ro/mdrap/ 141 Available at https://sgg.gov.ro/docs/File/UPP/doc/manual-monitorizare-si-evaluare-politici-publice.pdf 197 term evaluation activity should also produce the necessary inputs for the monitoring of the MDPWA ISP and their inclusion in the IT Platform dedicated to its monitoring. II.4.3. Revision of the NACS IDS The mid-term evaluation should generate the information and process lessons needed for substantial adjustment and revision of the NACS IDS as appropriate. One potential option for the revision of NACS IDS based on the monitoring and evaluation findings would be to aggregate the similar strategic objectives and corresponding Programs into single, but more encompassing planning components, to allow for the simplification of the monitoring and evaluation process. The NACS IDS mid-term revision (post mid-term evaluation) should be carried out by the NACS units responsible for implementation and the NACS IDS Management Group structures, according to their responsibilities. The NACS IDS revision will follow a simplified version of the NACS IDS development process, with consultation of the relevant external NACS stakeholders. The approval and implementation of the revised NACS IDS post mid-term evaluation should be carried out according to the NACS IDS development and approval procedure. II.4.4. Final evaluation of NACS IDS implementation The final evaluation of the NACS IDS may be carried out by the NACS units responsible for implementation and the NACS IDS Management Group structures, according to their responsibilities. NACS should collect the necessary evaluation inputs from NACS IDS contributors, according to their HRM reforms implementing responsibilities. The NACS IDS final evaluation work may – and should, if possible – be outsourced to independent evaluators. The ex-post evaluation should be based on the results framework and focus on outcome and impact indicators, which reflect progress towards the NACS IDS Strategic Objectives. The final evaluation will also be based on qualitative and process information to generate inputs for the new NACS IDS. The ex-post evaluation of NACS IDS should be based on clear evaluation criteria, such as: ✓ Relevance – assess the importance of the intervention to the issues at hand, based on the needs of society ✓ Effectiveness – assess the level of achievement of direct and long-term desired outcomes ✓ Efficiency - assess the results from a cost-benefit perspective ✓ Implementation performance – assess the performance of the intervention mechanism considering the structures and processes involved ✓ Impact – assess the impact of the intervention/to what extent the change observed by the evaluation is caused or facilitated by the implementation of the NACS IDS ✓ Sustainability – assess the extent to which results can be sustained in the long run ✓ Sustainable development contribution – assess the extent to which the results of the intervention are relevant to and/or influence sustainable development objectives. The NACS IDS final evaluation work will also produce the necessary inputs for the monitoring of the MDPWA ISP and their inclusion in the IT Platform dedicated to its monitoring. The new NACS institutional strategic development planning cycle will follow the process described in this report, considering applicable sector policy priorities and lessons learned from NACS IDS implementation, monitoring, revision and evaluation activities. 198 III. Format of the monitoring/evaluation report The NACS IDS monitoring, and mid-term/final evaluation report may follow the structure shown below. Figure 32 Structure of the NACS IDS monitoring and interim/final evaluation report Chapter 1 Purpose of monitoring or interim/final evaluation Section 1.1. General information on NACS IDS Subsection 1.1.1. Issues defined at the time of the development of the NACS IDS Subsection 1.1.2. Purpose and objectives formulated at the time of adoption of the NACS IDS Subsection 1.1.3. Status of indicators monitored at the time of adoption of the NACS IDS. Section 1.2. Main issues covered by the NACS IDS monitoring or mid-term/final evaluation process Chapter 2 NACS IDS monitoring or interim/final evaluation methodology Section 2.1. Description of the NACS IDS methodology for the monitoring or interim/final evaluation Subsection 2.1.1. Listing and description of methods used during the NACS IDS monitoring or interim/final evaluation process Subsection 2.1.2. Description of the sources and types of data collected – in the case of surveys and other types of sociological research, the subsection includes information on the structure and size of the sample and the way it was conducted (internet, telephone, face-to-face, etc.). Section 2.2. Description of the involvement of external stakeholders of the NACS during the NACS IDS monitoring or mid-term/final evaluation (contributing public authorities and institutions, civil society organizations, business, academia, citizens) Institutions/organizations/associations consulted Subsection 2.1.1. Their main contributions to the NACS IDS monitoring or mid- term/final evaluation process. Chapter 3 NACS IDS monitoring or mid-term/final evaluation results Section 3.1. Evaluation of the implementation process Subsection 3.1.1. Presentation of the institutions responsible for implementing the NACS IDS and their responsibilities Subsection 3.1.2. Description of the activities completed during the implementation of the NACS IDS, as well as a description of the status of those not completed Subsection 3.1.3. Description of indicators relevant to the NACS IDS monitoring or mid- term/final evaluation process (i.e., process, efficiency, output, outcome, impact indicators, as appropriate) Chapter 4 Conclusions of the NACS IDS monitoring or mid-term/final evaluation Section 4.1. General assessments on the implementation of NACS IDS 199 Section 4.2. Conclusions on the NACS IDS monitoring or mid-term/final evaluation 142,143,144 Section 4.3. Positive aspects (achievements)/ Aspects to be further improved (challenges) Chapter 5 Recommendations Section 5.1. Proposals for non-legislative measures to improve the implementation of NACS IDS Subsection 5.1.1. List of NACS IDS components to be adjusted or requiring revision, responsible institutions and deadlines Section 5.2. Proposals for revision of existing legislation Subsection 5.2.1. Description of issues requiring regulation Annexes These may include: ✓ List of documents/studies/applications consulted in the context of the NACS IDS monitoring or mid-term/final evaluation ✓ In-depth analyses of the various issues under consideration, as appropriate ✓ Case studies ✓ Questionnaires/interview guides and other research tools used Source: authors' elaboration 142 In the case of monitoring, this section will be limited to process, efficiency, output, outcome, and budget indicators. Monitoring will also follow the execution of the budgets associated with the NACS IDS Programs. 143 In the case of interim evaluation, this section will focus on process, efficiency, output, outcome, indicators and budget indicators. In addition this section will explore the potential explanations for the status of NACS IDS implementation, based on qualitative information. 144 In the case of the final evaluation, this section may include subsections dedicated to the main evaluation criteria, as follows: ✓ Subsection 4.2.1. Relevance – arguing the relevance of the intervention based on the needs of society ✓ Subsection 4.2.2. Effectiveness – describing the level of achievement of direct and long-term outcomes ✓ Subsection 4.2.3. Efficiency – description of results from a cost-benefit perspective ✓ Subsection 4.2.4. Implementation – performance of the intervention implementation mechanism: structures and processes ✓ Subsection 4.2.5. Impact – analysis of the impact of the intervention/to what extent the change observed by the evaluation is caused or facilitated by the implementation of the NACS IDS ✓ Subsection 4.2.6. Sustainability – the extent to which results can be sustained ✓ Subsection 4.2.7. Sustainable development – the extent to which the results of the intervention are relevant to and/or influence sustainable development objectives. 200 Annex 6. Template for the annual activity report of NACS145 Table 86. NACS Annual Activity Report outline Chapter 1. Organizational profile Section 1.1. A message from the president of NACS Section 1.2. The mission and responsibilities of NACS Section 1.3. The contribution NACS is expected to make to the objectives of the Government and to Romania's objectives Section 1.4. Contact details (address, telephone, e-mail) Chapter 2. Public policies Section 2.1. Information on the results of the implementation of the Institutional Strategic Plan Subsection 2.1.1. Information on the implementation of the sector strategies for which NACS is responsible Subsection 2.1.2. Information on the Institutional Development Strategy of NACS 2.1.2.1. Information on the monitoring of the Institutional Development Strategy of NACS 2.1.2.2. Information on the evaluation of the Institutional Development Strategy of NACS [only in the years in which the mid-term and the final evaluation take place] Subsection 2.1.3. Information on the Activities performed by NACS in respect of its responsibilities in the area of the civil service and the civil servants, and in the area of the records of the personnel paid from public funds Subsection 2.1.4. Information on the projects with external financing, implemented by NACS Subsection 2.1.5. Relevant information on the performance of NACS from internal or external audit reports Subsection 2.1.6. Information on the implementation of the Communication Strategy Section 2.2. Priorities for the next reporting period Chapter 3. Institutional transparency Section 3.1. The budget of NACS Section 3.2. Information related to public procurement in the reporting period Subsection 3.2.1. The list of public contracts awarded Subsection 3.2.2. The number of public procurement processes, by category, in the reporting period Subsection 3.2.3. The number public procurement procedures conducted via the electronic system for public procurement Subsection 3.2.4. The average duration of a public procurement process Subsection 3.2.5. The number of complaints filed at the National Council for Solving Complaints Subsection 3.2.6. The number of public procurement procedures that have been cancelled or are in the process of being cancelled Section 3.3. Information on the court cases in which NACS is a party Section 3.4. The organizational chart Section 3.5. Information on HG management 145 This indicative template is based on the template set out in Annex No. 3 to the Methodological Guidelines approved by GD 123/2002 and incorporates elements of the 2019-2021 annual activity reports drawn up by NACS. 201 Subsection 3.5.1. Information on personnel turnover Subsection 3.5.2. The number of competitions organized Subsection 3.5.3. Information on management positions turnover Subsection 3.5.4. The number of management positions held on a temporary basis Subsection 3.5.5. The average income, including the various allowances Subsection 3.5.6. Information on the professional training of the civil servants employed by NACS Chapter 4. Relationship with the community Section 4.1. The activity report drawn up according to the provisions of Law 544/2001 Section 4.2. The activity report drawn up according to the provisions of Law 52/2003 Section 4.3. Information on attracting resources from the community Chapter 5. Legislation Section 5.1. Information on the draft legislation prepared by NACS Subsection 5.1.1. The number of draft pieces of legislation prepared by NACS Subsection 5.1.2. The name, type, subject matter, and codification of each of the draft pieces of legislation prepared by NACS Subsection 5.1.3. Opinions on the draft legislation prepared by other institutions Subsection 5.1.4. The legislative priorities of NACS for the next reporting period Source: authors’ elaboration 202 Annex 7. NACS team involved in NACS IDS co-design No NACS IDS co-design Institutional role and compartment Co-design team member contributions (FA) 1 Lavinia NICULESCU Secretary general All 2 Xenia LUPULESCU Director general, Directorate-General for Legal Affairs FA2 3 Sonia NEGOIȚĂ Director, Directorate-General for Legal Affairs - Legal, FA3 Regulatory and Authorization Directorate 4 Alina DUMITRU Head of service, Litigation and Disputes Service FA1 5 Alina GEORGEVICI Director, Directorate-General for Legal Affairs - FA2 Directorate for Monitoring and Evaluation of Legal Compliance 6 Asineta CÂMPEANU Head of service, Directorate-General for Civil Service FA5 Management and Public Service Reform 7 Elena IONIȚĂ Head of service, Directorate-General for Civil Service FA5 Management and Public Service Reform 8 Luminița FLOREA Expert, Coordination, Monitoring and Authorization FA6 (HR) Service for NRRP Payments 9 Cătălina CIPU Expert, Coordination, Monitoring and Authorization FA6 (HR) Service for NRRP Payments 10 Roxana MĂNESCU Legal adviser, Directorate for Resources and Institutional FA6 (HR) Capacity 11 Aida MILITARU Expert, Directorate for Externally Financed Programs and FA2 Public Policies 12 Monica COȘERU Head of service, Directorate for Resources and FA6 (HR) Institutional Capacity 13 Carmen BĂLĂNESCU Director, Directorate for Externally Financed Programs FA1 and Public Policies 14 Daniel MIHĂILESCU Head of service, Directorate for Externally Financed FA5 Programs and Public Policies 15 Ștefan MARIA Director, Information Technology and Digital FA6 (IT) Transformation Directorate 16 Adriana Head of service, Communication and International FA 6 CÎRCIUMARU Relations Service (Comms.) 17 Florina DRAGOȘ Adviser, National Competition Directorate FA 6 (Comms.) 18 Petronela IACOB Director, National Competition Directorate FA4 19 Vlad CIUPERCĂ Expert, National Competition Directorate FA6 (IT) 20 Florin VĂDUVA Expert, National Competition Directorate FA4 21 Noemi MARIN Manager public, National Competition Directorate FA3 22 Iuliana COTIRLAN Manager public, Directorate for Externally Financed FA5 Programs and Public Policies 23 Paula VITRIUC Manager public, Directorate for Externally Financed FA1 Programs and Public Policies 24 Corina CHITEA Expert, Directorate for Externally Financed Programs and FA1 Public Policies 25 Alexandra Expert, Directorate-General for Legal Affairs – Legal, FA3 COJOCARU Regulatory and Authorization Directorate 203 No NACS IDS co-design Institutional role and compartment Co-design team member contributions (FA) 26 Victor BĂDOIU Expert, Information Technology and Digital FA6 (IT) Transformation Directorate 27 Anca ENESCU Legal adviser, National Competition Directorate FA4 28 Corina SINDIE Adviser, National Competition Directorate FA6 (Comms.) 29 Irina NEAGU Coordinator, Public Internal Audit Department FA2 30 Cristina PATACHE Head of service, Directorate for Externally Financed FA1 Programs and Public Policies – Project Development and Implementation Service 31 Ana Maria ENE Expert, Directorate-General for Legal Affairs - Legal, FA2 Regulatory and Authorization Directorate 32 Alexandra IANCU Expert, National Competition Directorate FA4 33 Ana GHINEȚ Expert, Directorate for Externally Financed Programs and FA1 Public Policies 34 Ana GHINEȚ Expert, Directorate for Externally Financed Programs and FA5 Public Policies 35 Veronica IOV Head of service, Directorate-General for Civil Service FA5 Management and Public Service Reform 36 Beatrice GUDACU Director, Directorate-General for Civil Service FA5 Management and Public Service Reform 37 Cătălina BURCEA Expert, Communication and International Relations FA6 Service (Comms.) 38 Laura GEORGI Expert, Communication and International Relations FA6 Service (Comms.) 204