Hrvatski
Documents
The National Strategy for Regional Development (draft)
This CD-ROM contains the main documents produced within the context of project EU Cards “Strategy and Capacity Building for Regional Development in Croatia”. It is intended, not as an archive of the materials produced during the period of the project, but to serve as a key instrument in promoting the National Strategy for Regional Development (NSRD) over the next years. It accompanies the Summary Strategy which has been produced in published document form (and is also posted to the website of the Ministry of Sea, Transport, Tourism and Development).
The documents included in the CD-ROM provide in considerable detail much of the background and policy debate which has led to the preparation of the NSRD. These will be important and useful sources of information and understanding for a range of users – from policy managers and professionals, those involved in the development of the counties, towns and cities and rural areas of Croatia, to researchers and students interested in regional policy and policy management generally.
The Project on CD-ROM
The project was
funded by the EU CARDS programme 2002 for the Republic of Croatia and
implemented by ECORYS Nederland BV in association with ÖAR Regionalberatung during the period October
2003 till January 2006 in close collaboration with the Ministry of the Sea,
Tourism, Transport and Development (MSTTD).
The overall objective of the project was to provide technical assistance to the
Ministry in the development and implementation of Croatia’s regional policy in line with EU principles and practice in the
field of regional and cohesion policies.
The specific objectives for technical assistance by the project were:
- To develop a National Strategy of Regional Development (NRSD) and a corresponding Action Plan;
- To create an appropriate legal basis for regional policy in Croatia, which meets EU Structural Funds requirements;
- To establish and strengthen appropriate institutional structures, co-ordination mechanisms, capacities and procedures for strategic regional planning at national, regional and local level; including for cross-border co-operation;
- To foster a culture of partnership among institutional and other stakeholders on and between national and regional level.
The project involved a very close working partnership between the Project Team and Project Implementation Unit (PIU) of the Ministry of Sea, Transport, Tourism and Development over the two-year period. The story of the project can be presented over several chapters marking the significant stages of the progression.
Getting Started and Mapping the Terrain
Following the arrival of the ECORYS & ÖAR team of long-term EU consultants in Zagreb in October 2003, and even before their physical installation in the Ministry’s offices, the PIU and the Project Team were engaged in an exercise of critical definition – what did we mean by “balanced regional development”? in Croatia? in the EU? These discussions led to a process of clarification and ultimately to an initial consensus around the overall direction of the support project between the PIU and the project team. This early shared understanding was crucial at many points during the further elaboration of the NSRD in maintaining strategic direction.
The Inception period allowed the project team and the PIU to “map the terrain” as far as regional development in Croatia was concerned. In addition to desk work – reports from previous projects such as Obnova 2000 and CARDS 2001- much of the time was spent in consultation with various stakeholders – ranging from managers in the host Ministry, in other ministries and central institutions, as well as in the counties, towns and municipalities. These meetings included exploratory discussion with groups not previously involved in defining the regional development policy such as the social partners and civil society. All of these were to play an important part in the life of the project.
Contact was made with another key group at this stage - the Croatian expert community, already heavily involved in regional development. The exchange of experience and information between this group of stakeholders and the project team led to continuing value-adding debate through the elaboration of the Strategy – and prepared the way for the introduction of a new role for the expert community in policy development.
Project management and steering arrangements were defined and agreed between the European Commission Delegation, PIU and the Project Team during the period. The role of the ECD was critical in facilitating the success of the project by creating the space for the project team and PIU to operate together – by maintaining focus on strategic outputs and, from time to time, by easing access to senior policy managers.
The major output of this period was the Inception Report (IR) which was approved in January 2004. While the project design may have evolved in some respects over the life-cycle of the project, the IR provided an essential steering framework for much of the work of the project, especially during the early months. This Inception Report is copied to the CD-ROM.
Building the Team
In the early months of 2004, following change of government, the focus of the project team and the PIU was on building the team. The broad lines of the implementation approach had been set out and agreed in the Inception Report. In particular, this involved recruiting a number of Croatian members for the team. The first step in this task was to set out the job descriptions based around the design of the project – and the main areas of work envisaged. Three key posts were identified:
· Institution Building Facilitator/Coordinator
· Strategy Facilitator/Coordinator
· Legal Facilitator/Coordinator
The successful candidates for the three team positions were recruited through open competition out of a field of over one hundred applications. Both the Institution Building and Strategy Facilitators started to work on the project in March 2004 followed by the Legal Facilitator in May of that year. The appointments created a strong nucleus for the project – combining the experience of the PIU and the EU consultants with the specific skills of the three new members – significantly strengthening capacity for the future management of regional and structural policies in Croatia.
In addition to the (more or less) full time positions in the team, one of the proposals in the Inception Report was to introduce the discipline of “ex-ante appraisal” into the process of strategy elaboration – as a significant value-adding role both now and in the future. Three well-established and respected institutions with track record and experience in regional policy in Croatia (Institute of International Relations, Economic Institute of Zagreb, Economic Faculty of University of Split) were selected to work as a combined ex-ante team alongside the PIU and the core project group. A broadly similar role on the legal side was fulfilled by a respectable academic legal expert from the Law Faculty of the University of Zagreb, working closely with the Legal Facilitator.
Team building continued over the next months through the appointment of new officials to work in the PIU, namely within the Department for Regional development Policy and Planning, each of them taking charge of a particular aspect of the NSRD – in partnership with the members of the project team.
None of the work of any of these groups would have been effective without the contribution of the senior management team in the MSTTD, especially as the process moved towards critical decision-making.
Widening the Circle
Beyond the core programming and ex-ante teams, a number of other groups were established which had a very significant influence on the preparation of the National Strategy for Regional Development.
The first active period of the project saw the establishment of the Inter-Ministerial Coordination Group (IMCG) as the central steering body for the preparation of the National Strategy for Regional Development. This Group comprised senior officials from all key central government institutions, chaired by the State Secretary of the MSTTD with responsibility for regional development. Its role was to become more and more critical to the process as the work moved forward.
Officials from the same range of institutions along with representatives from counties and local interests were appointed to the Strategy Working Group which became the main internal consultative body during the course of strategy elaboration.
The Legal Working Group, set up later in the life cycle of the project, brought together a number of legal specialists from different public institutions to act as a sounding board for the legal team when presenting proposals for a new legal framework for regional policy. This group met several times during the preparation of the draft proposal for a new law on regional development, with the active participation of the senior legal advisor.
A third internal consultative group proposed in the Inception Report – the Institution Building Working Group – comprising senior managers from several central institutions likely to be concerned with the future management of regional and structural policies, met only twice during the lifetime of the project. Instead, much of the work was carried forward by the senior management team in the MSTTD, particularly in relation to management structures for regional development policy. Decisions relating to the wider question of management arrangements for structural policies, fell more to the Inter-Ministerial Coordination Group.
One of the innovating features of the project was the establishment and structured involvement of the National Partnership Group in the overall consultation process. This body was intended to bring together stakeholders from five different sectors – local and county self-government, social partners, civil society and central government. The Group met three times during the preparation of the NSRD, facilitated by the project team. Attendance and composition was variable, partly due to the change in personnel following local government elections in Spring 2005, partly due to the lack such a consultative culture, particularly within central government. Nevertheless, the group made a valuable input to the draft NSRD – and demonstrated how consultation can be structured and managed in the future.
Analysing the Situation
On return from Easter holidays in 2004, the entire effort of the team – PIU and project team – was given over to the analysis of the situation concerning regional development in Croatia – from a policy point of view, existing legal acts, existing initiatives and expenditure patterns, institutional arrangements. This extensive exercise involved desk research, questionnaires and surveys, meetings, and discussion groups – in particular with the Strategy Working Group, whose members were consulted on the main stages of the work, verifying, validating or referring back for further work.
In the analysis of the legal framework, the Legal Facilitator examined existing laws from the perspective of compatibility with principles of modern regional policy – such as concentration of resource on need for greater effectiveness, programming, partnership, and additionality. This was the first time such an assessment had been carried out, providing new and useful insights for policy makers.
The institution building team applied a tool which had previously been developed by Netherlands Economic Institute (now Ecorys) to assess capacity for the management of EU Structural Funds based upon critical stages in the policy cycle – management, programming, implementation, monitoring and evaluation and financial management and control. It helped to measure capacity in terms of existing structures, systems/tools and skills in a broadly objective and practical context.
The first full draft of the Analysis was submitted to the Ex-Ante Team for prior appraisal based around such criteria as completeness, adequacy of evidence and internal consistency/coherence. The exchanges which followed were both formative and constructive – contributing not only to the development of the NSRD but also demonstrating the value-added of structured, functionally independent, critical appraisal in the process of strategy elaboration. Furthermore, the dialogue helped to clarify differing perspectives of regional development and - at the same time - made it possible to reach broadly common positions leading to better and more creative solutions.
This stage in consultation was extended to include a roadshow to five regional centres. The roadshows allowed the PIU and project team to inform stakeholders at county and local level about the work of the project and to test initial findings.
The final draft of the Analysis, which took into account input from the Ex-ante team and the different consultative groups mentioned above, was approved by the Inter-Ministerial Coordination Group in autumn 2004. The Analysis is copied to the CD-ROM
Prioritising the vision
The shape of the NSRD emerged through the work of the autumn in 2004 – strategy workshops, draft texts, discussion groups. All of the different groups participated in the various stages of the exercise –making possible a growing consensus around the vision statement and five central priorities defined in the strategy. The broad lines of the NSRD were to include
· A national development management framework for county based development;
· A focused effort from the part of Government to tackle widening disparities and the problems of disadvantaged areas;
· A platform for promoting and coordinating cross-border and inter-regional development;
· A new unified “umbrella” law for regional development;
· A coherent institutional framework for regional development.
Much of the effort during the period was directed at building skills across all of the key ministries and central institutions in developing policy tools - new measures and actions - particularly for use in the disadvantaged areas and linked to the budget survey. This was an ambitious undertaking. It will require considerably more resources than were available to the project – and more time to secure the political commitment. There is a job to be done here in the future to link actions for regional development to the budget planning process.
In addition to further consultation of the analysis of existing legal acts, the legal team carried out a comparative review of arrangements in a number of EU countries and proposed a set of headings for a future law on regional development. These were considered by the Legal Working Group and further developed into the draft outline proposal for a new law.
There were several high level presentations of institutional issues and options for the management of regional and structural policies – IMCG, and Institution Building Working Group as well as senior management in both MSTTD and Ministry of Foreign Affairs and European Integration. These served to raise the awareness of senior policy managers of the need for decision on new institutional arrangements for managing regional development.
The final draft document “Vision and Priorities”, taking into account contributions from the Ex-ante Team, the Partnership Group as well as the Strategy, Institutional and Legal Working Groups, was approved by the Inter-Ministerial Coordination Group in early 2005. It is copied on the CD-ROM.
Programmes and Frameworks
Broadly speaking, the same work pattern prevailed during the preparation of the final main part of the NSRD – strategic reflection, drafting, consultation, appraisal and review, re-drafting and further discussion and refinement.
The structure of this document followed closely the shape of the NSRD as defined in the previous period and set out in “Vision and Priorities”. The detail of the three main regional policy programmes
· County and Wider Region Development Programme (CWRDP)
· Development of Disadvantaged Areas Programme (DDAP)
· Cross-Border and Inter-Regional Development Programme (CBIRDP)
was set out more fully, incorporating the feedback and contributions from many discussions, in many groups, at many levels. For example, the increasing importance placed upon “wider region development” in the context of the County and Wider Region Development Programme” emerged from discussion in the Inter-Ministerial Coordination Group and a determination within that body to promote a more outward looking approach to county-based development which could be linked to future NUTS II regions.
There were several very valuable consultations with stakeholders from county-based development teams – and in particular – those involved in the Regional Operational Programmes (ROPs). The lessons drawn from these encounters were carried into the final documents. The Partnership Group was also consulted.
Work on the preparation of the new legal framework advanced rapidly during the period. The legal team liaised closely with the rest of the programming team as well as with the Legal Working Group to ensure that the articles and provisions being drafted were consistent with the emerging shape of the NSRD. Conversely, strategic options for the NSRD were checked for compatibility with the wider legal context.
Three draft options for the management of the NSRD were prepared. The senior management team of the MSTTD met frequently with the PIU and project team (Institution Building team) during the period to consider these. These were over time narrowed to two options before finally emerging as a proposal for retaining and strengthening the management of regional policy within the MSTTD.
Once again, the Ex-Ante Team carried out a critical appraisal of the draft document - based on its now established criteria. This was followed by several ex-ante and programming team (project team and PIU) meetings. The final draft was submitted to the IMCG for approval in July 2005. This now constitutes the integrated framework for the National Strategy for Regional Development 2007 – 2013. The approved document is copied to this CD-ROM.
Planning the Next Years
In terms of document preparation, the final stage of the project – autumn 2005 - was essentially given over to preparing the Action Plan for the period 2006-2007. However, the period also was critical in drawing to a conclusion a number of key issues – in particular, decisions around the institutional and legal framework.
In this phase, the draft proposal for a new legal framework was finalized. The draft law is set out as an Annex to Action 1 of the Action plan and copied on this CD-ROM.
A final decision on the management arrangements for the National Strategy for Regional Development confirmed that a new Directorate for Integrated Regional Development should be established in the MSTTD. The chosen institutional option is described in the Institutional Proposal which is annexed to Action 2 of the Action Plan and copied to this CD-ROM.
Work on the Action Plan required something of a change in focus from the strategic to the operational and practical matters to be addressed by those responsible for the implementation of the NSRD over the first two years. The structure of the Action Plan, to a large extent, naturally followed that of the NSRD – but concentrated on the practical steps to be taken in the first two years, including cost and human resource implications.
The draft Action Plan was thoroughly consulted with the members of the Project Implementation Unit and appraised by the Ex-Ante Team. Its structure was also presented to the IMCG in October 2005.
Building Capacity
Throughout the lifetime of the project, there was a conscious effort to build capacity at all levels for the effective management of regional policy and the NSRD in the future. The overall approach was learning-based – for all including the project team. Learning took place through the active commitment to consultation, participation, appraisal and review – involving stakeholders across the spectrum from central government, county and local self-government, social partners and civil society in the dialogue and debate leading to the preparation of the NSRD.
County and local self-government along with their partners in development took part in a number of consultation, awareness raising and information workshops at critical junctures during the project. Their ownership and commitment is crucial to the success of the NSRD in the future.
The project also provided specific skills building for a number of different groups. In particular, those involved or likely to be involved in programming across the ministries participated in training workshops in measure building, setting indicators and evaluation for measuring effectiveness. Members of the Ex-Ante Appraisal Team took part in several workshops on the use of evaluation and appraisal techniques, while those involved in the Partnership Group were able to develop skills in effective consultation and influencing through active and facilitated participation in the consultation process.
Senior managers from the MSTTD, other Ministries and central government institutions attended several seminars and workshops on typical institutional arrangements and management requirements for the effective use of EU Structural Funds in the future. These sessions and the discussions generated contributed to the final decisions relating to the institutional set up for managing national and regional development in Croatia.
During the project, three study tours were organized – each of them targetting specific themes related to the management of regional development. The first study tour (Spring 2004) saw several senior officials - from MSTTD and Ministry of Finance – as well as some members of the PIU and project team visit Ireland and Northern Ireland to meet with officials and others involved in the management of regional development. The focus of the study tour was to appreciate the key factors underpinning the evolution of regional policy in Ireland, to understand better the institutional structures and roles for managing regional policy. The visit also afforded the opportunity to look at how cross-border development is managed between Ireland
and Northern Ireland, drawing lessons for Croatia in the future.
The second study tour, this time to Finland, took place in late Spring 2005. The group comprised officials from a number of Ministries. During the workshops and presentations, the visiting participants gained many worthwhile insights into the design and implementation of regional policy in Finland – and its emphasis upon promoting regional competitiveness and innovation. There was considerable interest in the Finnish model of county-based development (19 counties) which has some significant similarities with the Croatian County and Wider Region Development Programme model (20 counties plus city of Zagreb).
Finally, a third short study tour (to Ireland) was organized in late Summer 2005 for a small group of senior policy makers from MSTTD, Finance and European Integration to look more closely at a number of strategic and policy issues. The dialogue generated in the course of and follow-up to this study tour facilitated considerably to advance the debate in Croatia around future management and coordination structures for structural, cohesion and regional policies.
Acknowledgements
The tangible outputs of this project are presented in the different documents reproduced on the CD-ROM. They are the product of constant open interaction between all of the groups and actors concerned. The intangible result of the work is in the common experience, the emergence of a shared vocabulary, the construction of a more widespread and deeper understanding of the role of regional development in Croatia. By any estimation, several hundred people were drawn into the elaboration of the NSRD in various ways, some more directly so. This was a significantly participative exercise. Names of all of the members of the different groups actively involved in the process are provided below.
The Ecorys-ÖAR project team would like to acknowledge the goodwill, support and commitment of so many of those involved in the process, without which little could have been achieved.
In particular, we would like to thank senior management in the Ministry of Sea, Transport, Tourism and Development – Mr. Zdravko Livaković, Dr. Ljudevit Herceg and Mr. Željko Tufečkić – for their active engagement in the decision making process. Our special thanks also to both Ms. Franka Vojnović and Ms. Helga Bubanović Devčić in the Project Implementation Unit (MSTTD) who have been so closely associated with the project from the outset.
All of the members of the Inter-Ministerial Coordination Group made a significant contribution to the debate surrounding the National Strategy for Regional Development. The experience of the IMCG – and the model thus created – will serve to strengthen this vital area of coordination of regional policy. Special thanks to Mr. Davor Čilić, Ministry of Foreign Affairs and European Integration for his ongoing support to the project team and to Mr. Davor Mrduljaš, Ministry of Environment, Physical Planning and Construction for his advice and assistance to the legal team in finalizing the draft law for regional development.
Likewise, those who took part in the Strategy, Legal and Institutional Working Groups provided valuable insights and perspectives to the work of the programming and legal teams during their encounters over the course of the NSRD preparation exercise, for which we are very grateful.
The Partnership Group brought together for the first time representatives from civil society, social partners, county and local self-government and from central government. The Group demonstrated innovation in its structured approach to partnership-based decision-making. This experience will be applied in other related contexts over the coming years. We acknowledge the willingness and commitment of those members who took part in the various activities.
Every successful support project needs a strong counterpart – an anchor. The Project Implementation Unit of the Ministry of Sea, Transport, Tourism and Development under the co-leadership of Ms Franka Vojnović and Helga Bubanović Devčić was the constant partner of the project team. Every idea put forward and developed became a shared exercise in creative design and problem solving – clarified, tested, improved and made practical. The input of all of the members of the PIU was critical to the successful outcome of the project.
Our very sincere thanks also to Mr. Florian Hauser of the European Commission Delegation in Zagreb for his support, patience throughout the project.
The unstinting efforts of the ECORYS & ÖAR project team, including the ex-ante team, are also acknowledged.
The Participants
Inter-ministerial coordination group – Steering Committee of the CARDS 2002 project “Strategy and capacity building for regional development”
1. Mr. Zdravko Livaković, State Secretary – Ministry of the Sea, Tourism, Transport and Development, chairman
2. Ms. Martina Dalić, State Secretary – Ministry of Finance
3. Mr. Vladimir Vranković, State Secretary – Ministry of Economy, Labour and Entrepreneurship
4. Mr. Herman Sušnik, State Secretary (from June 2005); Mr. Josip Bartolčić, State Secretary (until June 2005) – Ministry of Agriculture, Forestry and Water Management
5. Mr. Davor Ćilić, Assistant Minister – Ministry of Foreign Affairs and European Integration
6. Mr. Davor Mrduljaš, State Secretary – Ministry of Environmental Protection, Physical Planning and Construction
7. Ms. Dorica Nikolić, State Secretary (from June 2005); Mr. Nino Žganec, State Secretary (until June 2005) – Ministry of Health and Social Welfare
8. Mr. Pavo Barišić, Assistant Minister – Ministry of Science, Education and Sports
9. Mr. Ante Babić, State Secretary (until June 2005) – Central Government Office for Strategic Planning
10. Mr. Darko Jukić, director (from June 2005); Mr. Jakov Gelo, director (until June 2005) – Central Bureau of Statistics
11. Mr. Danijel Žamboki, Managing director – Fond for Regional Development
12. Mr. Andrija Popović, Managing director –Fond for Development and Employment
13. Ms. Zrinka Blažević, Managing director – Croatian Employment Service
ECORYS & ÖAR Project team
1. Mr. Gerry McAlinden, Institutional Development Expert, Project Team Leader
2. Mr.. Lauri Laakso, Regional Development Expert
3. Ms. Maria Alfonso, Legal Expert
4. Mr. Timo Kirkko – Jaakkola, Legal Expert
5. Ms. Mirjana Samardžić, Co-ordinator for Institutional Framework
6. Mr. Ian Igor Zagrecki, Co-ordinator for Strategy
7. Mr. Vedran Đulabić, Co-ordinator for Legal Framework
8. Mr. Ivan Koprić, Ph. D. - Legal Expert
Project Implementation Unit – Ministry of the Sea, Tourism, Transport and Development, Directorate for Regional Planning, Department for Regional Delvelopment Policy and Planning
1. Ms. Franka Vojnović, Head of Department, co-leader of the PIU
2. Ms. Helga Bubanović Devčić, Head of Division, co-leader of the PIU
3. Ms. Mirjana Štraus, Senior Adviser
4. Ms. Davorka Hajduković, Associate
5. Ms. Emina Štefičić, Head of Division
6. Ms.Marija Rajaković, Adviser
7. Ms. Ines Franov, Associate
8. Ms. Maja Hranilović, Head of Division
9. Ms. Ivana Juras, Legal Adviser
10. Ms. Jelena Mušterić, Trainee
Ex-ante evaluation group
1. Mr. Petar Filipić, Ph.D. – Faculty of Economics Split
2. Mr. Branko Grčić, Ph.D. – Faculty of Economics Split
3. Mr. Nenad Starc, Ph.D. – Institute of Economics Zagreb
4. Ms. Marijana Sumpor, M. Sc. – Institute of Economics Zagreb
5. Ms. Sanja Maleković, Ph.D. – Institute for International Relations Zagreb
6. Mr. Mario Polić – Institute for International Relations Zagreb
7. Mr. Jakša Puljiz, M. Sc. – Institute for International Relations Zagreb
Strategy Working Group
1. Mr. Denis Alajbeg – Central Government Office for Strategic Planning
2. Ms. Ksenija Gašparić – Fond for Regional Development
3. Ms. Ranka Koružnjak – Ministry of Health and Social Welfare
4. Ms. Karmen Sinković – Ministry of Agriculture, Forestry and Water Management
5. Ms. Gordana Valčić – Ministry of Environmental Protection, Physical Planning and Construction
6. Ms. Maja Lukeš-Petrović – Ministry of Finance
7. Ms. Marina Nekić – Croatian Employment Service
8. Ms. Biserka Nikšić Paulić – Central Bureau of Statistics
9. Ms. Marina Luketić – Fond for Development and Employment
10. Mr. Miljenko Ugarković – Ministry of Foreign Affairs and European Integration
11. Ms.Tajana Huzak – Ministry of the Sea, Tourism, Transport and Development
12. Ms.Tamara Jonjić – Ministry of Science, Education and Sports
13. Ms. Suzana Tarnik – Ministry of Economy, Labour and Entrepreneurship
14. Ms. Dragica Karaić – Ministry of Economy, Labour and Entrepreneurship
15. Mr. Davor Gorčinović – Town Hrvatska Kostajnica
16. Mr. Anton Spicijarić – Municipality Malinska – Dubašnica
17. Mr. Ivan Janeš – Municipality Čabar
18. Mr. Mladen Črnjar – Primorsko-Goranska County
19. Ms. Franka Vojnović – Ministry of the Sea, Tourism, Transport and Development, Project Implementation Unit
20. Ms. Marija Rajaković – Ministry of the Sea, Tourism, Transport and Development, Project Implementation Unit
21. Mr. Ian Igor Zagrecki – ECORYS & ÖAR Project team
22. Mr. Lauri Laakso – ECORYS & ÖAR Project team
Legal Framework Working Group
1. Mr. Niko Raič (substitutes: Ms. Maja Lukeš-Petrović, Ms. Mira Mastelić) – Ministry of Finance
2. Ms. Ljiljana Mevorah Čokljat – Ministry of Economy, Labour and Entrepreneurship
3. Ms. Zdravka Miletić – Ministry of Agriculture, Forestry and Water Management
4. Ms. Branka Šavrljuga - Ministry of Environmental Protection, Physical Planning and Construction
5. Ms. Petra Radić (substitute: Ms. Alida Valić) – Ministry of Foreign Affairs and European Integration
6. Ms. Martina Štorek – Croatian Competition Agency
7. Ms. Nives Kopajtich Škrlec (substitute: Ms. Sanja Duspara) – Central Government Office for Administration
8. Ms. Andrijana Ćudina – Central Government Office for Strategic Planning
9. Mr. Mario Jelušić – Faculty of Law, University of Zagreb
10. Ms. Inge Perko Šeparović – Croatian Law Center
11. Ms. Branka Ivandić – Croatian County Association
12. Ms. Melita Raukar – Croatian County Association
13. Ms. Franka Vojnović – Ministry of the Sea, Tourism, Transport and Development, Project Implementation Unit
14. Ms. Ivana Juras – Ministry of the Sea, Tourism, Transport and Development, Project Implementation Unit
15. Mr. Ivan Koprić – ECORYS & ÖAR Project team
16. Mr. Vedran Đulabić – ECORYS & ÖAR Project team
Institutional Framework Working Group
1. Mr. Niko Rajić, Assistant Minister – Ministry of Finance
2. Ms. Ana Hrastović, Assistant Minister – Ministry of Finance
3. Mr. Srećko Selanac, Assistant Minister – Ministry of Agriculture, Forestry and Water Management
4. Mr. Miroslav Božić, Assistant Minister – Ministry of Agriculture, Forestry and Water Management
5. Mr. Davor Ćilić, Assistant Minister – Ministry of Foreign Affairs and European Integration
6. Mr. Zoran Bubaš, deputy State Secretary – Government Office for Strategic Planning
7. Mr. Danijel Žamboki, Managing director – Fond for Regional Development
8. Mr. Josip Borić, Assistant Minister – Ministry of the Sea, Tourism, Transport and Development
9. Mr. Ljudevit Herceg, Assistant Minister – Ministry of the Sea, Tourism, Transport and Development
10. Ms. Helga Bubanović – Ministry of the Sea, Tourism, Transport and Development – Project Implementation Unit
11. Ms. Davorka Hajduković – Ministry of the Sea, Tourism, Transport and Development – Project Implementation Unit
12. Ms. Mirjana Samardžić – ECORYS & ÖAR Project team
Partnership group
I. Representatives from the local self-government
1. Mr. Ivo Emić, Municipality Štefanje
2. Mr. Stjepan Pavliša, Municipality Veliko Trgovišće
3. Mr. Ivica Perović, Municipality Lekenik
4. Mr. Rajko Jurin, Town of Zadar
5. Mr. Milan Logožar, Town of Prelog (newly apppointed in September 2005: Mr. Dragutin Glavina)
6. Mr. Zdravko Mihevc, Town of Koprivnica (newly appointed in September 2005: Ms. Vesna Želježnjak)
7. Mr. Zlatko Benašić, Town of Osijek (supstitutes: Mr. Stjepanek and Mr. Željko Bugarić); Mr. Vladimir Šišljagić (newly appointed in September 2005:)
II. Representatives from the regional self-government
1. Mr. Zvonimir Sabati, County Prefect – for the Counties of Krapina-Zagorje, Koprivnica-Križevci, Međimurje and Varaždin
2. Mr. Zlatko Komadina, County Prefect – for the Counties of Istria, Lika-Senj and Primorsko-Goranska (supstitutes: Ms. Branka Ivandić, Ms. Melita Raukar, Mr. Mladen Črnjar, Mr. Zoran Skala)
3. Mr. Nikola Šafer and Mr. Anto Bagarić, County Prefects – for the Counties of Slavonija-Slavonski Brod, Vukovar-Srijem, Požega-Slavonija, Virovitica-Podravina (supstitute: Ms. Sandra Cvikić)
4. Mr. Kruno Peronja, County Prefect (supstitute: Božo Sinčič) (newly appointed in September 2005: Mr. Ante Sanader, supstitute: Mr. Jakov Kuljiš) – for the Counties of Zadar, Šibenik-Knin, Split-Dalmatia and Dubrovnik-Neretva
5. Ms. Vlasta Pavić, Mayor – Town of Zagreb (supstitute: Ms. Nela Jurić)
6. Mr. Damir Bajs, County Prefect – for the Counties of Bjelovar-Bilogora and Zagreb (supstitute: Mr. Stjepan Kožić)
7. Mr. Vlado Jelkovac, County Prefect (until 31st of December 2004) (supstitute: Mr. Miro Škrgatić), Mr. Đuro Brodarac, County Prefect (1st of January - 30th of June 2005); Mrs. Branka Šeketa (newly appointed in September 2005:) - for the Counties of Karlovac and Sisak-Moslavina
III. Representatives from the central government level
1. Mr. Davor Čilić, Assistant Minister – Ministry of Foreign Affairs and European Integration, Chairman of the Partnership group
2. Mr. Zdravko Livaković, State Secretary – Ministry of the Sea, Tourism, Transport and Development
3. Ms. Martina Dalić, State Secretary – Ministry of Finance
4. Mr. Srećko Selanac, Assistant Minister (from June 2005 onwards); Mr. Josip Bartolčić, State Secretary (until June 2005) – Ministry of Agriculture, Forestry and Water Management (supstitute: Ms. Željka Gudelj-Velaga)
5. Mr. Vladimir Vranković, State Secretary – Ministry of Economy, Labour and Entrepreneurship (supstitute: Ms. Suzana Tarnik)
6. Mr. Danijel Žamboki, Managing director – Fund for Regional Development
7. Mr. Ante Babić, State Secretary (until June 2005) – Central Government Office for Strategic Development
IV. Representatives of the civil society
1. Mr. Igor Bajok – Association „Gong“ Rijeka
2. Ms. Dušica Radojčić – Association „Zelena Istra“ Pula
3. Ms. Vesna Kesić – Centre for women victims of war
4. Mr. Slobodan Škopelja – Association MI Split
5. Mr. Miroslav Levaković – Association of Unemployed Persons Osijek
6. Ms. Cvjetana Plavša Matić – National Foundation for Civil Society Development
V. Representatives of the business sector
1. Ms. Lidija Horvatić – Croatian Employers' Association (supstitute: Ms. Jelena Katić)
2. Ms. Maja Stanojević Pokrovac – Croatian Employers' Association (supstitute: Ms. Žana Kokan)
3. Mr. Mario Švigir – Confederation of Autonomous Trade Unions
4. Mr. Goran Bakula – Croatian Autonomous Unions
5. Ms. Ana Cvitković – Central Government Office for Social Partnership (supstitute: Ms. Jasmina Cvetković)
The documents presented in this CD-ROM are the
product of the work recounted in this section. They cover the whole lifecycle
of the project:
Documents