2022-2026 Strategic Direction

Strategic Direction 

2022–2026

Table of Contents 

I. 

II. 

III. 

IV. 

V. 

VI. 

VII. 

VIII. 

IX. 

X. 

4 

4 

5 

6 - 7 

8 - 11 

12 - 15 

16 - 17 

18 

19 

20 

21 - 23 

Introduction 

CEF’s narrative for the region in 2026 

Vision and mission 

Visual summary of the strategic direction 2022-2026 

CEF’s value added: know-how on becoming and being a 

learning organization 

Focus areas of impact 

Partnerships 

Internal environment 

Resources and risks 

Monitoring, evaluation and learning 

Theory of change and results framework 

2 www.cef-see.org CEF STRATEGIC DIRECTION FOR 2022–2026 3

I. III. 

Introduction 

The Strategic Direction for 2022–2026 sets the 

CEF’s course for the coming years. 

Vision and 

mission 

The document addresses the CEF’s: 

(II) narrative for the region in 2026; 

(III) vision and mission; 

(IV) value added: know-how on becoming 

and being a learning organization; 

(V) focus areas of impact; 

(VI) partnerships; 

(VII) internal environment; 

(VIII) resources and risks; 

(IX) monitoring, evaluation and learning; and 

(X) the results framework and theory of change. 

We started the strategic planning process in January 

2020 by developing a narrative about what the 

region will look like in 2026 and mapping the capabilities 

that individuals and institutions will need. In June, 

we presented the background and draft outline to our 

Governing Board. In November, we discussed the first 

draft of the new strategy with our Advisory Board and 

in December, we shared its recommendations together 

with the first draft to the Governing Board. 

The draft document was discussed with the 

Gov erning Board members and CEF Coordinators in 

bilateral consultations with interested institutions. 

These consultations provided valuable input about 

the strategic priorities of CEF member institutions 

and how the CEF could work with them to advance 

(some of) these priorities. 

In addition, bilateral consultations took place with 

other partner institutions that contributed to the CEF’s 

understanding of priorities in the next years (European 

Commission, International Monetary Fund (IMF), ODI, 

Organisation for Economic Co-operation and Development 

(OECD), Regional School of Public Administration, 

the Energy Community, the European Centre for 

Development Policy Management (ECDPM), the Joint 

Vienna Institute, the Regional Cooperation Council, 

and the Transport Community). 

The Strategic Direction for 2022–2026 was confirmed 

by the Governing Board on June 8, 2021. 

II. 

CEF’s 

narrative 

for the region 

in 2026 

We envisage that South East Europe (SEE) will be facing 

the following trends (opportunities and challenges): 

The region is closely connected to the EU and other players engaged 

in development cooperation. Countries in the region cooperate 

closer too. Brain drain and aging population remain the challenges 

that are addressed by targeted policy measures. Economic policies 

focus on the recovery from the Covid-19 induced lockdown and on 

competitiveness and economic growth. Policymakers are making 

a strong effort to improve people’s well-being through improving 

public sector services and easing the administrative burden on 

economic agents. This is accompanied by digitalization and growth 

of the data economy, while cybersecurity and data protection are 

becoming even more essential. Due to the pressing environmental 

challenges, more attention is given to actions that protect the planet 

and address climate changes. 

As leaders in learning, our vision is to inspire public 

officials, both individuals and teams, to shape 

institutional governance that drives successful 

economies and fair societies. 

Our vision focuses on what we aspire to ultimately 

achieve by solving a problem for the greater good. 

It also reflects our organizational values (trust, 

team spirit, focus on results, accountability, and 

opportunity to grow). Through people-centered 

learning approaches and know-how of how to 

become and be a learning organization (CEF’s 

value added) that focus on public officials, teams 

and institutional governance of their countries 

(the problem), the CEF is striving to ultimately contribute 

to improving their economies and societies 

(the greater good). 

Our mission articulates our purpose — what we do, 

whom we serve and how: 

We support capacity development of public 

officials and their institutions in South East 

Europe through learning and knowledge sharing. 

4 www.cef-see.org 

This positive narrative for the region in 2026 provides us with a frame 

for better targeting our contribution to the region’s development in the 

area of our expertise. 

CEF STRATEGIC DIRECTION FOR 2022–2026 

5

contributing to successful economies 

and fair societies 

* Serve as leaders in learning 

* 

Inspire public officials 

to shape institutional governance 

* For central banks, ministries of finance, tax administrations, 

line ministries, and other public organizations 

* High-quality and demand driven 

* Delivered in classrooms, online or combined 



Visual Summary by Mireille van Bremen, www.thevisualcatalyst.com 

7

IV. 

CEF’s Value Added: 

know-how on becoming 

and being a learning 

organization 

The value added for our constituency 

rests on practices that have evolved 

over the 20 years since the establishment 

of the CEF. 

Today, we are a leader in applying people-centered learning 

approaches and holding the know-how of becoming and being a 

learning organization. We have embraced the philosophy where 

people continually expand their capacity to create the results they 

truly desire, where new and expansive patterns of thinking are 

nurtured, where collective aspiration is set free, and where people 

are continually learning to see the whole together. 1 

We respect the existing knowledge in public institutions; organize 

knowledge sharing that is upgrading this knowledge and skills; adapt 

as we go; and nurture networking and ownership through partnerships 

and participation of all learners and knowledge providers. 

As a knowledge hub 2 , we are ready to share our expertise in transformation to a learning 

organization. Many institutions in our constituency have expressed readiness to invest in 

capturing, packaging and sharing knowledge. We will support individuals and institutions 

to design and deliver their learning activities by mentoring and coaching them on the learning 

design cycle. We will assist institutions in performing knowledge audits, knowledge 

gap and social network analyses, based on our own experience in becoming a learning 

organization. We will support public officials in becoming knowledge sharing experts. 

The model of a learning organization is beneficial for public institutions. Reforms are major 

economic and societal changes, and governments have been entrusted with a mandate 

to implement these reforms. This puts a high bar on their performance. Institutions are 

challenged to be resilient and innovative, and to operate at a low cost. In this light, we see 

that public institutions need to — and can — become learning organizations. Practicing 

the building blocks of a learning organization will empower public officials as confident 

and networked leaders of ideas, people and reforms; teams to achieve results based on 

institutional values and collaboration; and public institutions themselves to improve their 

overall results. 

Our effort to become and be a learning organization has dramatically 

strengthened our base, and has eventually led to organizational 

growth and an increase in the overall scope, quality and impact of 

our activities. 

1 

Peter M. Senge, 1990. The Fifth Discipline: The Art & Practice of the Learning 

Organization. New York: Doubleday. 

2 

The World Bank defines knowledge hubs as institutions and networks dedicated to capturing, sharing and 

exchanging experiences with national and international partners in order to accelerate development 

(Communiqué of the Bali High Level Meeting “Towards Country-led Knowledge Hubs”, July 2012). 


Our methodology 3 of becoming and being a learning organization 

involves six building blocks: 

GOVERNANCE AND CULTURE: 

Being a learning organization means synergy among the CEF governance bodies and staff members. It involves new 

attitudes and behaviors: promotion of coaching and mentoring culture, open-minded questioning, thoughtful listening, 

consideration of multiple options, and acceptance of opposing points of view. 

FUNDS FOR LEARNING AND KNOWLEDGE SHARING: 

We allocate an indicative annual budget for learning, used in line with the learning plan of each staff member. We invest 

in our physical and online learning spaces. With well-planned resources, learning is an inseparable part of us. 

PARTNERSHIPS 

We are well connected externally. Through partnerships we improve learning and growth. In implementing our projects, 

we think in terms of partners rather than beneficiaries when we collaborate with ministries of finance, line ministries, 

tax administrations, central banks, and other institutions. We also facilitate communities of practice and networks. 

KNOWLEDGE CAPTURING, PACKAGING AND SHARING 

This block is a meeting point between our internal learning and being knowledge provider for others. We often merge 

and mix how we learn internally and how we deliver learning as a service. In the internal process, we are continuously 

capturing, packaging and sharing the knowledge of our staff members and governance bodies. In the external 

process, we capture and curate the knowledge of various institutions and experts, support its packaging, and 

integrate it into the learning initiatives through which learners share knowledge and experience in turn. 

COMMUNICATION ABOUT LEARNING 

We have the skills to tell stories about learning and changes in the region that lead to reforms. We leverage both social 

and digital media to share these stories, and integrate them into our future learning initiatives. Our Blog on Learning 

has significantly helped us enhance our internal communication flows and capacities. It is a »to-go« place for learning 

about learning for external audiences, too. 

MONITORING AND EVALUATION 

We systematically measure the outcomes of activities and explore the causal chain that links investment in learning 

and knowledge sharing to newly emerging ideas and changes. Our Value Creation Stories give voice to learners to 

self-reflect and articulate the benefits of their learning. And we use feedback from the post-event surveys in our next 

program planning and delivery (see Chapter IX). 

3 

Inspired by the World Bank's eight pillars of the knowledge sharing capabilities framework (Steffen S. Janus, 2016. 

Becoming a Knowledge-Sharing Organization. Washington, DC: The World Bank). 



11

V. 

Focus areas 

of impact 

Putting the learner at the 

center of our activities is 

essential in our work. 

We aim to make things happen together, 

adapting flexibly and innovatively to the 

changes we notice in our environment, the 

learning needs we capture, and the feedback 

we receive. To better understand our target 

audiences, we will carry out deeper analysis 

of the data we have on different audiences to 

learn more about their work, aspirations and 

needs to ultimately provide them with better 

learning experiences. 

TARGET AUDIENCES 

Our geographic focus will extend to countries of the European Neighborhood 

and other regions where we can share the knowledge and 

expertise of our constituency. 

Ministries of finance, central banks and tax administrations in our 

constituency will remain our primary target audience. Together, we 

will continue to include other public sector institutions (secondary 

target audience), especially line ministries, and gradually also subnational 

levels of governments. To effectively support audiences at 

subnational levels, we will primarily focus on partnerships with regional 

and sectoral platforms and networks. 

SUCCESSFUL REFORMS 

We see successful reforms and changes being implemented where 

knowledge is shared top-down and bottom-up. Within their respective 

mandates, our primary target audience regulates, enables, 

guides and challenges the work of other public sector institutions 

top-down. In close cooperation with CEF Coordinators and affiliated 

experts, we will further develop our support in developing their 

capabilities to carry out these functions 4 . In close cooperation with 

experts from our constituency, we will support our secondary target 

audience in informing, coordinating, planning and implementing 

their mandates 5 . 

We will review the capacity development needs of our target audience 

with a focus on different functions that public officials are 

engaged in, e.g., policy-making, operating or supporting functions. 

Our functional focus will be driven by our own capacity to respond to 

the needs of the primary target audience in specific areas. As part 

of our programming cycle, we will systematically and regularly review 

our functional focus, updating the list of prioritized functions in line 

with newly evolving needs of the CEF constituency. 

4 

For example, we will provide training-of-trainers and 

promote organizational knowledge sharing (know-how on 

how to become and be a learning organization). 

5 

For example, we will support line ministries in developing 

their financial management function and coordination 

of structural reforms. 

Our focus will expand from promoting learning and knowledge 

sharing at the level of individual officials to teams and institutions. 

We will promote links between different learning initiatives and institutions, 

and intensify the involvement of officials and our staff in 

sharing their knowledge. Our learning and knowledge sharing initiatives 

will continue to be anchored also in the technical challenges 

that individuals, teams and institutions are facing. We will upgrade 

our certification programs, and promote the recognition of our program 

activities as continuous professional development. 


THEMATIC FOCUSES 

We will review our thematic focus areas— 

leadership for managing reforms, public 

financial management, tax policy and administration, 

central banking, and data and 

analysis for designing policies—to ensure 

that they are in line with the main trends that 

will affect our constituency (particularly in 

the post-Covid-19 circumstances) and their 

reforms in the coming years. We will continue 

to connect the different thematic areas in our 

learning and knowledge sharing activities. 

We will link our thematic focuses and projects more explicitly to the strategic goals of 

the CEF constituency. By developing capacity across different thematic areas, we will work 

toward the following intermediate outcomes: 

• Enhanced foresight and strategic planning 

• Strengthened medium-term expenditure frameworks 

• Improved fiscal risks management 

• Well-integrated planning and budgeting of public expenditure 

• Enhanced budget transparency and disclosure 

• Improved financial management and control systems 

• Stronger internal and external audit mechanisms 

• Improved public sector accounting and financial reporting 

• Stronger cooperation against corruption and lack of transparency 

• More resilient financial systems and economic environment 

• Enhanced compilation of high-quality macro-economic statistics 

• Strengthened data gathering and analysis 

• Better informed decision-making 

• Enhanced inter-governmental policy coordination and collaboration 

• Public officials as confident and networked leaders 

• Enhanced internal communication and cooperation within institutions 

• Knowledge sharing and learning culture within public administration 

• Knowledge-centered, resilient and innovative public institutions 

These intermediate outcomes contribute to four higher-level outcomes: increased trust in 

public institutions; better implemented policies; more efficient and effective operations; 

and enhanced capacity development, knowledge sharing and cooperation. Our focus will 

gradually move from organizing CEF-led learning and knowledge sharing initiatives to supporting 

more initiatives organized and facilitated by CEF constituent institutions. 

Our program will be implemented through innovative, multi-year capacity development projects, 

in close cooperation with a growing number of knowledge partners, and in synergy 

with related capacity development initiatives carried out in the region. In the context of 

international development cooperation, we will align our work with the 2030 Agenda to 

reach the Sustainable Development Goals, especially goal 16 (peace, justice and strong 

institutions) and goal 17 (partnerships for the goals). 



15

VI. 

Partnerships 

We will be an inclusive 

and trusted partner that 

will systematically maintain 

dialogue and cooperation. 

We will continue to nourish partnerships with 

a wide range of organizations and experts: 

international financial institutions, global and 

regional international organizations, peer institutions, 

governments in their capacities of 

donors and recipients of official development 

assistance (ODA), professional organizations, 

independent oversight bodies, non-governmental 

organizations, and individual experts. 

With our multifaceted partnerships, we will 

achieve interconnected goals: governance 

that encourages inclusive and collaborative 

environment and helps us achieve our mandate 

— governance-related partnerships; 

sustainable financing and appropriate diversification 

of donors — donor-related partnerships; 

and promotion of regional and global 

expertise that contributes to the relevance 

and ownership of our learning and networking 

program — knowledge-sharing partnerships. 

Our partners’ roles are in many instances overlapping and may cover 

one or more modes of cooperation with the CEF. Each partnership 

has its own unique elements; however, we will continue to be driven 

by the impact that we generate together in pursuing common goals. 

We will use our agile governance structure as a platform for the 

CEF, our member countries, their participating institutions, and partners 

in attaining synergies in capacity development, funding and 

avoiding duplications in ODA implementation. 

We will stay open for new membership by constituency countries 

(Kosovo, Serbia, Turkey), EU neighborhood countries (e.g., Georgia), 

and other interested countries. We will put effort to encourage those 

who have not yet ratified the Agreement on Establishing the CEF 

(Bosnia and Herzegovina, Croatia) to do so. We will continue a proactive 

and generative dialogue with our Governing Board. We will in 

particular focus on Governing Board member institutions’ strategic 

capacity development (the needed technical skills and the enabling 

environment) and advancing CEF’s agenda by supporting CEF’s 

fundraising with relevant donors. 

We will continue to develop our network of Coordinators. Through 

them, we will also raise awareness of the importance of individual 

and institutional capacity development. The Advisory Board will be 

closely involved in providing guidance to CEF’s program development 

and implementation. We will consider adding new partners, 

while still keeping it small in size and operational in approach. 

We will continue to provide a platform for donors’ coordination, 

dialogue and visibility. This aims at synergies towards increased 

efficiency, sustainability of development cooperation, and avoidance 

of overlapping. We will coordinate our partners in the process 

of our (bi)annual program planning and communication on the 

specific inputs necessary for the program delivery. We will make 

an additional effort to increase the sustainability of funding (see 

Chapter VIII) and to ensure the diversity of donors. 

We work with a number of institutions and external experts that 

cooperate with the CEF in designing and delivering our learning 

program. We will continue to enhance the involvement of regional 

experts to be more relevant, promote ownership and support constituency 

institutions in their knowledge management efforts and 

outside acknowledgment of their expertise. We will deepen collaboration 

and increase the number of affiliated experts that contribute 

to the projects, activities and learning methodologies. In addition to IMF regional advisors 

for public financial management and revenue administration, a regional advisor for banking 

regulation and supervision is planned to be placed at the CEF, who will deliver technical 

assistance in SEE and cooperate with the CEF in delivering joint capacity development 

initiatives. 

Furthermore, we will widen partnerships with experts in topics recognized as strategic: 

post-Covid-19 financial recovery, green financing and digitalization. We will also continue 

to work on being a visible leader in regional cooperation by strengthening cooperation with 

regional institutions, such as the Regional Cooperation Council, the Regional School of 

Public Administration and the Joint Vienna Institute. 



17

VII. 

Internal 

environment 

VIII. 

Resources 

and risks 

CEF governance, organizational structure and work distribution will continue to 

be determined by our vision, mission and values. To allow the best use of human 

resources, we will organically and incrementally adapt our structure in line with the 

available resources and the external environment. We will continue developing a 

culture based on principles, conducive to sharing ideas, experiences and lessons 

learned. 

We will promote flexible work environment. We will continue to adjust our office 

spaces to stimulate focus, inspire collaboration, and reflect our evolving organizational 

culture. Offices will be assigned and equipped according to this purpose. 

Physical learning space positively impacts the learning outcomes of the participants. 

That is why we will continuously invest in equipping our classrooms with 

modern modular equipment adaptable to the needs of different types of learners 

and knowledge sharing modalities. 

To ensure that our physical space remains a pleasant and relaxed place conducive 

to working and learning, we will continue teaming up with experts in adult learning 

and interior design. 

We will continue to invest in our online learning platforms, the Online Learning 

Campus in particular. We will upgrade technical features for better user experience, 

enhance facilitation skills for digital environment, and deepen our understanding 

of e-learning methodologies. 

We will further develop our unique hybrid learning model tailored to our participants’ 

needs. Hybrid learning engages participants in a classroom and remotely at 

the same time. Since the outbreak of Covid-19, we have recognized hybrid learning 

as an essential element in ensuring the continuity of our operations and organizational 

resilience. Our first attempts with hybrid events showed that creating such a 

learning space requires investment in hardware and adaptation in the way we work. 

The number of CEF staff and the volume of our services will broadly 

remain unchanged and will follow the demand and available financial 

resources. 

We will continue to pay high attention to interrelation between available 

financial and human resources (both in volume and composition), 

and realistic expectations and commitment in this regard. 

We will maintain a diversity of donors that contribute to CEF’s funding, 

while working to ensure longer-term (multi-year) financing. We 

are aware that particularly bilateral donors can provide (bi)annual 

contracts; however, the CEF will seek to engage donors that are able 

to commit funds on a multi-year basis. We will encourage CEF members 

to dedicate parts of their ODA through the CEF. We will also 

continue to advocate in-kind contributions by members and other 

partners through provision of their expertise, in particular by those 

coming from the SEE. 

Risk management is an important area that we will continue to 

develop. Internal risk management function will remain an essential 

tool for supporting our decision-making. We will be regularly identifying, 

assessing and mitigating risks across organizational streams 

and projects through our in-house risk register. We will increase the 

consistency of risk register data entry and enhance the register’s 

utility. 

We will continue to develop a cloud-based infrastructure by using public service 

providers through the Software-as-a-Service (SaaS) model (e.g., Gecko, 4th Office), 

and introduce others, as needed. 


IX. 

Monitoring, 

evaluation 

and learning 

X. 

Theory of 

change 

To monitor and evaluate our work, we set targets in a pragmatic and flexible way. 

For our annual learning and knowledge sharing program, we frame the scope of 

activities and set priorities. We develop project-related results frameworks, specific 

objectives for each activity and performance standards. Furthermore, we link our 

annual performance plans to those targets at the institutional, team and personal 

levels. Among our target audiences, we nurture co-ownership of the targets that we 

set. As part of monitoring the risks, we regularly reassess those targets and adapt 

as needed to achieve them. 

We use a wide range of quantitative indicators to demonstrate the value that we 

create, such as participation statistics and event surveys, complemented by qualitative 

information gathered in exchange with the key stakeholders. We will invest 

into more consultations with the key officials from our constituency to gain a deeper 

understanding of individual learners’ motivation and technical challenges. We will 

also strengthen the usage of qualitative and quantitative data to monitor the implementation 

of activities, projects and objectives, evaluate performance, and identify 

other areas where we add value. 

In promoting a learning culture, we value open and direct feedback and develop 

processes to loop the lessons learned back into improving our daily work and 

reviewing our strategic direction. We pay special attention to unaddressed learning 

needs, opportunities for knowledge sharing, and how new knowledge has been 

applied. We will improve our quality assurance by reviewing quality indicators and 

using new technical solutions to gather and analyze them. 

Individual learners and the technical challenges they need and want to address are our 

starting points for the positive change and reforms that we support in our constituency. To 

capture the given and needed knowledge, we listen, observe and study future trends affecting 

our constituency (see Chapter II). We will continue to capture how these trends evolve. 

We will assess how they affect the specific skills and knowledge that our target audiences 

need and provide opportunities for enabling changes and reform processes through learning 

and knowledge sharing. 

We enable change and reforms through six building blocks of value added in promoting 

adult learning and knowledge sharing (see Chapter IV). In cooperation with knowledge 

providers and learners, we design and deliver a high-quality and demand-driven program, 

which contains innovative and people-focused learning and knowledge sharing initiatives. 

The program applies a wide range of modalities; it is delivered in physical, virtual and hybrid 

learning spaces, and promotes learning and knowledge exchange at the global, regional 

and country levels. We work directly with institutions in developing an enabling environment 

for knowledge sharing and learning. 

Our strategic objective is to serve as leaders in learning and to inspire public officials as 

individuals and teams to shape institutional governance. The overall impact that we aspire 

through our work is contribution to the development of successful economies and fair societies 

in our constituency. For that purpose, we focus our support on achieving a range of 

intermediate and higher-level outcomes (see Chapter V). 

The highest value lies in our staff that contributes to work results. We will establish 

more direct lines between individual staff member work and the organization’s 

mission by implementing a continuous performance management system. This 

approach will allow for better alignment with our mission, increase transparency, 

ownership and effectiveness, and reduce duplication of efforts. It will also help us 

constantly learn and develop the way we work. 



21

Results 

framework 

TRANSFORMATIONAL VALUE 

REALIZED VALUE 

Inspiration to (re)shape institutional governance 

OVERALL IMPACT 

Successful economies and fair societies of our constituency 

HIGHER LEVEL OUTCOMES 

Completed reforms; revised strategic goals; 

improved systems, processes, and capabilities; 

changed regulation etc. 

• Increased trust in public institutions 

• More efficient and effective operations 

• Improved implementation of policies 

• Enhanced capacity development, 

knowledge sharing, and cooperation 

APPLIED VALUE 

INTERMEDIARY OUTCOMES 

• Good practice of peers applied 

• New cooperation 

• Reform steps completed 

• Further learning 

• Knowledge shared 

• Better-informed decisions 

• Revised/new processes, approaches, 

guidelines, manuals, templates, rules, etc. 

POTENTIAL / IMMEDIATE VALUE 

• Enhanced foresight and strategic planning 

• Strengthened medium-term expenditure 

frameworks 

• Improved fiscal risk management 

• Enhanced budget transparency and disclosure 

• Improved financial management and 

control systems 

• Stronger internal and external audit 

mechanisms 

• Improved public sector accounting and 

financial reporting 

• Stronger cooperation against corruption and 

lack of transparency 

• More resilient financial systems and economic 

environments 

OUTPUTS 

• Enhanced compilation of high-quality 

macro-economic statistics 

• Strengthened data gathering and analysis 

• Informed decision making 

• Enhanced inter-governmental policy 

coordination and collaboration 

• Public officials as confident and networked 

leaders 

• Well-integrated planning and budgeting of 

public expenditure 

• Enhanced internal communication and 

cooperation 

• Stronger knowledge sharing and learning 

culture 

• Knowledge-centered, resilient and innovative 

public institutions 

Potential: Knowledge, skills, networks, contacts; 

new ideas and tools; motivation/access to learn 

more; enhanced trust, motivation, confidence 

Immediate: Rewarding, feel-good learning 

experience, reassurance/acknowledgement; 

feedback; achievement; etc. 

Capacity development activities of the CEF Learning and Knowledge Sharing Program 

• High-quality and demand-driven 

• Two-year; rolled-over annually 

• People-focused, innovative 

• Global, regional and country-specific 

• Variety of learning formats and modalities 

• Physical, virtual and hybrid spaces for 

knowledge sharing and learning 



23

CEF is international organization with the mission to support 

capacity development of public officials and their institutions 

in South East Europe through learning and knowledge 

sharing. We are a leader in applying people-centered learning 

approaches and holding the know-how of becoming and 

being a learning organization. We work with our constituency 

to support their public financial management, tax policy 

and administration, and central banking reform efforts. 

Center of Excellence in Finance (CEF) 

Cankarjeva 18 

SI-1000 Ljubljana 

Slovenia 

T.: +386 1 369 6190 

info@cef-see.org 

www.cef-see.org 

Follow the CEF on 

Published by: Center of Excellence in Finance | Production editor: Tina agar | Text editor: Kadri Põdra 

Design, Illustrations & Visual Summary: Mireille van Bremen, www.thevisualcatalyst.com | Printing: Tiskarna Januš | September 2021

2022-2026 Strategic Direction

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