Guidance on annual planning and semiannual and annual reporting (unofficial translation)

GUIDANCE ON ANNUAL PLANNING

AND SEMIANNUAL AND ANNUAL

REPORTING

(unofficial translation)

Ver: November 2024

REPUBLIC OF CROATIA │ Ministry of Justice, Public Administration and Digital Transformation

CONTENT

1. INTRODUCTION ................................................................................................................................................ 5

2. OBLIGORS AND DEADLINES FOR PREPARATION ...................................................................................... 7

3. ANNUAL WORK PLAN ...................................................................................................................................... 9

3.1 PURPOSE AND LEGAL FRAMEWORK ..................................................................................................................... 9

3.2 ELABORATION OF THE CONTENT OF THE ANNUAL WORK PLAN ............................................................................. 11

3.2.1. Preface ...................................................................................................................................................... 11

3.2.2. Introduction (scope, mission, vision and values) ............................................................................................ 11

3.2.3. Context ...................................................................................................................................................... 13

3.2.4. Measures from the Implementation Program and objectives from the scope of work ......................................... 16

3.2.5. Outcome/result indicators ............................................................................................................................ 17

3.2.6. Current and planned value of indicators (outcomes/results) ........................................................................... 21

3.2.7. Reference to measures from the Implementation Programme and objectives from the scope .............................. 21

3.2.8. Operational objectives ................................................................................................................................ 22

3.2.9. Output indicator and planned output value ................................................................................................... 23

3.2.10. Execution deadline .................................................................................................................................... 23

3.2.11. Competence (responsibility for implementation) .......................................................................................... 24

3.2.12. Source of financing ................................................................................................................................... 24

3.2.13. Legal entities under the jurisdiction ............................................................................................................ 24

3.3 THE PROCESS OF DEVELOPING THE ANNUAL WORK PLAN ................................................................................... 25

3.4 OVERVIEW OF THE CONTENTS OF THE ANNUAL WORK PLAN ................................................................................ 26

4. SEMI-ANNUAL AND ANNUAL WORK REPORT ........................................................................................... 28

4.1 PURPOSE AND LEGAL FRAMEWORK ................................................................................................................... 28

4.2 ELABORATION OF THE CONTENT OF THE HALF-YEARLY AND ANNUAL REPORT ON WORK ....................................... 29

4.3.1.Preface ....................................................................................................................................................... 31

4.3.2. Context ...................................................................................................................................................... 31

4.3.3. Organizational structure and human resources ............................................................................................. 31

4.3.4. Measures from the Implementation Program and objectives from the scope of work - Achieved value of result

indicators ............................................................................................................................................................ 32

4.3.5. Measures from the Implementation Program and objectives from the scope of work – Assessment of

implementation and recommendations for the next period ....................................................................................... 32

4.3.6. Operational objectives - Achieving output value ............................................................................................ 33

4.3.7. Operational objectives – Implementation assessment and recommendations for the next period ........................ 33

4.3.8. Quality Management System ........................................................................................................................ 33

4.3.9. Financial statements ................................................................................................................................... 34

4.3.10. Reports on the work of legal entities under the jurisdiction of ....................................................................... 34

2

4.3.11. Report on cooperation with the competent state administration body ............................................................. 34

4.4. THE PROCESS OF MAKING HALF-YEARLY AND ANNUAL REPORTS ON WORK ............................................................ 34

4.5. CONTENT OF THE HALF-YEAR REPORT ON WORK ................................................................................................. 36

4.6. CONTENT OF THE ANNUAL WORK REPORT ........................................................................................................... 39

ANNEX 1. LIST OF (HORIZONTAL) OBJECTIVES AND OUTCOME INDICATORS - MANDATORY

PART FOR ELABORATION INTO OPERATIONAL OBJECTIVES IN THE ANNUAL WORK PLAN

OF THE TJU ACCORDING TO THE REQUIREMENTS OF QUALITY MANAGEMENT AND

STRATEGIC ACTS ................................................................................................................................................ 42

ANNEX 2. EXAMPLES OF RESULT AND OUTPUT INDICATORS ACCORDING TO QUALITY MANAGEMENT

SYSTEM REQUIREMENTS ...................................................................................................................................... 49

3

LIST OF ABBREVIATIONS

GIR

GPR

OECD

PDCA

PP

Republic

of Croatia

SUK

TDU

TJU

Annual work report

Annual work plan

Organization for Economic Co-operation and Development (OECD) - Organization for

Economic Co-operation and Development

Continuous improvement cycle (plan-do-check-act)

Implementation program

Republic of Croatia

Quality management system

State administration body

Public administration body

4

1. Introduction

The second, updated and unified version of the Instruction on the preparation of the annual work plan, halfyearly

and annual work report (hereinafter: the Instruction) is issued on the basis of the Conclusion of the

Government of the Republic of Croatia dated December 5, 2019, by which the Ministry of Justice,

Administration and Digital Transformation in coordination with the Ministry of Regional Development and

European Union Funds and the Ministry of Finance, defines in an appropriate manner the connection of the

objectives from the strategic planning acts with the financial plan and the annual work plan. The instruction

is also issued with the aim of implementing the recommendation of the State Audit Office, which reads:

"The State Audit Office is of the opinion that the regulations regarding the obligation to compile and publish

the annual work plan and the annual work report should be clearer. All entities that are obliged to compile

an annual work plan should also be obliged to compile an annual work report, the content of which should

also be prescribed. The State Audit Office is of the opinion that the Ministry of Justice, Administration and

Digital Transformation should undertake activities regarding the harmonization of the regulations

governing those obliged to compile the annual work plan and the annual work report, the content of the

aforementioned documents and the obligation to publish."

The Guidelines for Quality Management in Public Administration in June 2023 HYPERLINK

"https://narodne-novine.nn.hr/clanci/sluzbeni/2023_06_65_1078.html"(Official Gazette, No. 65/23)

(hereinafter: the Guidelines), the application of these Instructions enables the preparation of annual plans

and reports of a higher quality, and so that they are documented evidence of the fulfillment of the principles

and requirements of the quality management system. The Instructions will also enable quality input and the

transition to a new civil servant appraisal system from 1 January 2025, taking into account that the annual

work plan of the Public Administration is a document that will be used for planning key tasks of civil

servants at all levels of management, and in accordance with the Regulation on the Performance Evaluation

of Civil Servants (Official Gazette, No. 127/24) . In this sense, the Instructions, based on the internal

organization of each individual Public Administration, take over the measures from the Implementation

Program, define the objectives from the scope of work and elaborate them into operational objectives. In

developing these Guidelines, the OECD Recommendation of the Council on Public Service Leadership and

Competence (OECD/LEGAL/0445) was also taken into account.

The instruction comes with two attachments: Attachment 1 - List of (horizontal) outcome indicators - a

mandatory part for elaboration into operational objectives in the annual work plan of the TJU according

5

to the requirements of quality management and strategic acts which all TJUs must include in the Annual

Work Plan within the competent TJU organizational unit and elaborate them through operational objectives

(they are part of medium-term and long-term strategic planning acts for the implementation of which all

TJUs are responsible) and Annex 2. Examples of result and output indicators according to the requirements

of the quality management system which was made on the basis of other available documents and

information.

In cooperation with the Working Group for Quality Management in Public Administration, and before

publication, the content of the Instruction was agreed with the key stakeholders in the process of its

development: the Ministry of Regional Development and European Union Funds and the Ministry of

Finance, to whom we would like to thank for their comments and recommendations for the development of

the final text of the Instruction.

For all questions and suggestions for improvements, you can contact the Ministry of Justice, Administration

and Digital Transformation at: kvaliteta@mpudt.hr

6

2. Obligors and deadlines for preparation

Government offices , as well as other legal entities with public authority and public services (agencies,

institutes, institutions) and companies under the jurisdiction of individual state administration bodies also

prepare plans and reports. The above-mentioned obliged entities state specific objectives and measures from

the Implementation Programme of the competent bodies in whose implementation they participate or

contribute, or from the current Programme of the Government of the Republic of Croatia.

ACTS/

TAXPAYERS

IMPLEMENTATION

PROGRAM

ANNUAL

WORK PLAN

SEMI-ANNUAL

WORK REPORT

ANNUAL

REPORT

DEADLINES FOR

CREATION AND

PUBLICATION:

120 days from taking

office

December 15th

for next year

July 30th for the

current year

January 31st for

the previous year

GOVERNMENT OFFICES - + + +

MINISTRIES + + + +

STATE ADMINISTRATIVE

ORGANIZATIONS

UNITS OF LOCAL AND

REGIONAL (REGIONAL)

SELF-GOVERNMENT

LEGAL ENTITIES WITH

PUBLIC AUTHORITIES

(E.G. AGENCIES AND

INSTITUTIONS)

TRADING COMPANIES

AND OTHER LEGAL

ENTITIES IN STATE

OWNERSHIP

+ + + +

+ + + +

- + + +

- + + +

The preparation of plans and reports is carried out by the organizational unit within the TJU that is

responsible for the preparation of plans and work reports 1 in cooperation with the organizational unit

responsible for the coordination of strategic planning activities (strategic planning coordinator) and the

1

The General Secretariat performs planning and reporting tasks based on Article 13 of the Regulation on general

rules for the internal organization of state administration bodies (Official Gazette, 70/19) - https://narodnenovine.nn.hr/clanci/sluzbeni/2019_07_70_1466.html

7

organizational unit for financial management. The necessary information for the plans and reports is

submitted by all organizational units within the TJU.

8

3. Annual work plan

3.1 Purpose and legal framework

The annual work plan is an implementation-operational act with operational goals that are planned to be

achieved in TJU in the year, and which are related to:

• measures contained in the Implementation Program of the state administration body

• the scope of work of the Public Administration Agency in accordance with the regulation on its

organization and legal acts

• internal structure and organization of the TJU and

• funds provided in the budget, human and other available resources.

The annual work plan is a management tool and process, the output of which is a one-year implementationoperational

document with the following objectives :

- inform users 2 (stakeholders/citizens/media) about the work plan of the public administration body

– short and clear, understandable to the public, with a focus on the most important operational

objectives that the TJU performs for all users – pursuant to the Act on the Right to Access to

Information (Official Gazette, No. 25/13 and 85/15). TJUs are obliged to publish, among other

things, annual plans on their websites in an easily searchable manner and in machine-readable form,

which are also submitted and stored in the Central Catalogue of Official Documents of the Republic

of Croatia

- ensure the implementation of short-term strategic planning acts on an annual basis (primarily

the Implementation Program) - pursuant to the Act on the System of Strategic Planning and

Development Management of the Republic of Croatia ("Official Gazette", no. 123/17, 151/22), the

Regulation on general rules for the internal organization of state administration bodies ("Official

Gazette", no. 70/19), and in accordance with the Conclusion of the Government of the Republic of

Croatia of 5 December 2019;

2

Users are: citizens, economic entities, partners, other public administration bodies, organizational units within the

Public Administration, officials, employees.

9

- implementation of the principles of sound financial management (economy, efficiency and

effectiveness) – pursuant to Article 14 of the Budget Act (Official Gazette, No. 144/21) and Articles

10 and 11 of the Act on the Internal Control System in the Public Sector (Official Gazette, Nos.

78/15 and 102/19); development of performance and result indicators from the Explanatory

Memorandum of Financial Plans on an annual basis;

- enable the transfer of authority and responsibility for the implementation of objectives from

strategic planning acts - a management tool for senior and lower management and a better quality

risk assessment - based on the Act on the Internal Control System in the Public Sector and the

Ordinance on the Internal Control System in the Public Sector ("Official Gazette", No. 58/16), which

in Annex 1, item 1.2, lists the annual work plan as an operational document containing operational

objectives;

- provide objective criteria and input for planning and assessing employee performance in

accordance with the Act on Salaries in State and Public Services ("Official Gazette", No. 155/23)

and the Act on Civil Servants ("Official Gazette", No. 155/23, 85/24) - the annual work plan contains

planned operational objectives at the level of the organizational unit and serves as the main input

for planning employee work at the beginning of the evaluation period, along with the Rules on

Internal Order;

- ensure the implementation of Requirement 2.2. Operational management (enablers and results)

and the principles of the quality management system according to Guidelines for quality

management in public administration ("Official Gazette", No. 65/23). 3

NOTE: The Instructions for the Development of Annual Work Plans of Public Administrations provide

guidelines for the minimum content for a standardized approach in the development, content and publication

of annual work plans. Public Administrations, depending on the legal framework and the requirements of

their key stakeholders (e.g. decisions of the head, board of directors, etc.), may supplement the content with

other information and elements.

3

10

3.2 Elaboration of the content of the annual work plan

The GPR consists of the following elements: measures from PP and objectives from the scope of work with

indicators, operational objectives with indicators, jurisdiction, implementation deadlines and sources of

funding. The tabular presentation can be found in chapter 3.4 of these Instructions.

3.2.1. Foreword

The preface to the GPR should briefly and concisely address the most important parts and priorities of the

GPR and convey the message of the head of the body regarding his/her mandate.

RECOMMENDATION : A picture of the head of the body is placed in the preface (upper right part of the

preface page).

3.2.2. Introduction (scope, mission, vision and values)

The scope of work of the body is transferred from the Act on the Organization of the Public Administration

or another act on its organization or establishment.

The mission, vision and values represent the long-term commitment of the TJU management, as shown in

Figure 1 below, while the strategic and operational plans give them precision and clarity.

Figure 1. The connection between values, vision, mission and operational planning

11

Organizational values are a set of beliefs that determine common expectations and ideal behavior in the

organization, but also determine how employees should act in order to achieve the vision and mission of

the organization 4 . Examples of values are shown in Figure 2. Types of values are:

1. Business - refers to the operations of the TJU and profit-making activities (e.g. perseverance,

passion, efficiency, expertise, focus on results).

2. Relational – promote quality in interpersonal relationships (e.g. communication, teamwork,

respect for people).

3. Developmental - they are aimed at distinguishing and continuous development of the organization

(eg innovation, creativity, learning, continuous progress).

4. Advanced – are focused on satisfying various interest groups to a greater extent than is explicitly

required by the business relationship (e.g. customer satisfaction, interest in people, social

responsibility, integrity) 5 .

Figure 2. Value categories with examples

4

El-Homsi, Slutsky, 2010, p. 23

5

Cardona, Rey, 2008, p. 94

12

A vision (Latin: visio: "sight", "view", "appearance") is a statement that answers the question of what the

TJU wants to achieve in the future. It represents an ideal image of the future that the organization wants to

achieve and defines the direction/concept in which the TJU wants to develop. The vision should be:

- simply defined and easy to remember for all stakeholders – management, employees, public, users

- realistic and achievable

A mission statement (Latin missio: sending, dispatch) is a statement that explains the fundamental purpose

of a public agency, what it aims to achieve for its stakeholders, and why it exists. The mission statement

establishes the following:

• What is the purpose of TJU? - Derives from public policy and/or legal powers (scope of work).

• What services and jobs does it provide?

• Who are the primary/most common users of services (stakeholders)?

• What are the core values and standards by which the TJU will operate?

RECOMMENDATION: State administration bodies take over the vision and mission from the

Implementation Program.

EXAMPLE OF VISION AND MISSION: State Inspectorate (from the Annual Work Plan for 2024):

Vision: Positioning the Inspectorate as a leader in the protection of the general interest of the Republic of

Croatia in terms of the protection of people, animals, plants, natural resources and the environment.

Mission: Through synergistic action, the Inspectorate's inspections, in cooperation with other competent

institutions, will supervise the implementation of legislation with transparency of operations and prevention

of illegalities, efficient use of resources and partnership with all stakeholders.

3.2.3. Context

The context of the TJU in the GPR is described using two methods, PESTEL and SWOT analysis.

13

PESTEL analysis (Eng./Cr. Political/Politička; Economic/Ekonomska; Social/Social;

Technological/Technological; Enviroment/Okolišna; Legal/Pravna) is an analytical and qualitative method

that used in the macro analysis of the influence of external factors on TJU, i.e. the influence of the mentioned

six groups that could significantly affect the scope of work and operations and projects of TJU. Figure 3

shows examples for each of the mentioned factors.

REMARK: The PESTEL analysis in this chapter may or may not include all factors, and is prepared in

textual form. If the analysis was prepared within the framework of the Implementation Programme, the TJU

shall refer to it with an Internet link.

14

Figure 3 . PESTEL - examples of external factors

SWOT analysis (Eng./Croatian: Strengths; Weaknesses; Opportunities; Threats) is a qualitative method

for investigating the most important characteristics of an organization's external and internal environment

with the aim of identifying important factors for the future. Figure 4 shows useful questions when creating

a SWOT analysis for TJU.

Figure 4. SWOT - examples of questions for creating an analysis

15

NOTE: In this chapter, the TJU prepares and presents its SWOT analysis in the form of a table. If the

analysis in question was prepared within the framework of the Implementation Programme, the TJU refers

to it by providing an Internet link.

3.2.4. Measures from the Implementation Program and objectives from the scope of

work

Measures from the PP and goals from the scope of work are an integral part of operational planning that

should be taken from other acts, that is, defined within the GPR.

Measures from the Implementation Program with indicators of results/outcomes are already defined

goals from strategic planning acts, usually medium-term (national plans) and short-term (TDU

Implementation Program) as well as other acts, namely:

- Measures from the implementation program, action plan, etc. (for TDUs and, if applicable, for other

TJUs)

- Impact/result indicators from the current budget justification for TJU

- And mandatory objectives from Annex 1 of these Instructions - List of (horizontal) outcome

indicators - mandatory part for elaboration into operational objectives in the annual work plan of

the TJU according to the requirements of quality management and strategic acts

The objectives from the scope of work with result indicators arise from the applicable legislation and the

regulation on the internal organization or establishment of the TJU. Examples of objectives from the scope

of work and the corresponding result indicators can be found in Annex 2 of these Instructions -

Recommended result and output indicators according to the requirements of the quality management

system .

The "SMART" method is used to set goals. Goals should be:

• Specific (target a specific group, legislation, scope)

• Measurable (include numbers or outcomes by which we can measure the achievement of goals)

– contained in performance indicators (outcomes/results/outputs)

• Assignable (assign responsibility to organizational unit, internal and external stakeholders) –

contained in the responsibility and linked to the organizational unit with a code

• Realistic (plan only what can actually be achieved with the existing resources in the GPR)

16

• Time-limited (have a start and end date) – contained in deadlines

• Ethical and legal (respect the rights and interests of others)

• Recorded (track results/outputs and make them available to stakeholders) – included in semiannual

and annual work reports

Objectives can be (can be used when defining operational objectives):

• Managerial which can use verbs: manage, analyze, assign, consolidate, contract, coordinate,

delegate, direct, exclude, implement, establish, evaluate, improve, increase, initiate, organize,

merge, plan, prioritize, renew, review, schedule

• Communication that can use verbs: announce, compose, advise, define, draft, report, organize

an event, promote, negotiate, participate, make a report

• Organizational that can use verbs: approve, agree, categorize, catalog, classify, distribute,

implement, maintain, monitor, procure, systematize, update

• Technical that can use verbs: apply, assemble, calculate, program, construct, convert, design,

develop, devise, project, install, maintain, correct, repair, standardize, make a study, educate,

upgrade.

RECOMMENDATION: Measures from the Implementation Program and objectives from the scope of

work are defined at least at the second level of organization (sector) in larger TJUs, while in smaller TJUs

this is possible at the first level of organization (administration, etc.), and linked to the organizational unit

code.

NOTE: Each measure from the Implementation Program and objective from the scope of work must be

linked to the organizational unit code from the applicable organizational regulation. It is also possible to

have one measure from the PP in two or more organizational units of the TJU (e.g., it concerns the

implementation of a reform/project, etc.).

3.2.5. Outcome/result indicators

Performance indicators are benchmarks that provide information on the effects of public policies, and

they can be quantitative and qualitative and must be regularly monitored and updated as necessary. They

should reflect the achievement of established special goals, and enable more efficient control of the

achievement of strategic goals. With their help, decision-making is improved, cost efficiency is ensured and

public funds are more efficiently managed. Performance indicators monitor and evaluate the achieved

17

results in accordance with the set goals and provide a good basis for negotiating the amount of budget funds ,

as well as the effects of the work of officials 6 .

The main characteristic of performance indicators is measurability. Their development depends on available

data and they need to be quantified, clearly and unambiguously expressed in order to enable the preparation

of reports on progress and the achievement of set goals. Each performance indicator (result/output) should

have: a name, a short definition and a methodological explanation (method of calculation and exact source

of data). For each measure from the PP and objective from the scope of work and operational goal, one to

five performance indicators should be defined, and interdependent or related indicators should not be used

(e.g. salary per employee; salary per working hour). Table 4 provides basic guidelines for the preparation

of quality performance indicators.

Examples of outcome indicators, results and outputs by objectives can be found in Annexes 1 and 2 of the

Instructions .

Performance indicators according to measurability can be:

a) Qualitative (e.g. assessment of user satisfaction with services, prepared document)

b) Quantitative (e.g. number of resolved cases) which can be:

a. Absolute numbers

b. Relative numbers

Table 4. Criteria for performance indicators (results and outputs)

Performance indicator criteria Example for a result indicator Example for an output

indicator

Define the direction of change

( WHAT will change, what is

wanted to be achieved, impact on the

strategic level or scope of work)

Maintain the number of officers in

hybrid mode

Maintain the number of

resolved administrative cases

in area X

(GPR - operational

objectives - Operational

goal)

6

Adapted from Friedrich-Ebert-Stiftung, Institute for Public Administration, Forum for Public Administration,

Managing Performance in Public Administration, p.52. - https://iju.hr/Dokumenti/fju_16.pdf

18

Define change ranges

( HOW MUCH will change; use

standards from similar bodies)

Determine the target group

(stakeholders – internal and

external)

( WHO or WHICH

stakeholders/social group)

Determine the location

( WHERE? )

Specify a time period

( WHEN? )

>20% in the last quarter 95% compared to those duly

received

Civil servants of a TJU

TJU

Last quarter, secure at least until

the end of 2027.

(GPR - Operational goal -

output indicator)

Applicants (citizens)

TJU

(GPR)

Per year

(GPR – Operational Target

Deadlines)

Source: Adapted from Friedrich-Ebert-Stiftung, Institute for Public Administration, Public Administration Forum, Managing

Performance in Public Administration, p.52.

Below are tips for developing quality performance indicators:

- Define how they will be used: Talk to the officials who will use the indicators and associated

reports to find out what they want to achieve and how they will use them. This will help you define

indicators that are relevant and valuable to the organization.

- Link them to strategic goals: While they may be linked to a specific business function such as

human resources or finance, each performance indicator should be directly linked to the measures

in the PP and the objectives in the scope of work.

- Define SMART performance indicators: The most effective KPIs follow the proven SMART

formula. Make sure they are specific, measurable, achievable, realistic and time-bound, i.e. use

Table 4 from this Guide.

- Simplicity: Everyone in the organization needs to understand your metrics so they can act on them.

That's why data literacy is so important. When people understand how to work with data, they can

make decisions that will move the organization in the right direction.

- Plan for iteration: As your scope of work and users change, you may need to revise your

performance indicators (through the PDCA cycle of continuous improvement). Some indicators may

no longer be relevant or you may need to adjust them based on the results of your implementation.

19

- Avoid overloading with indicators: Business intelligence has enabled access to an unlimited

amount of data and interactive data visualization, which makes it easier to measure anything and

everything, but performance indicators relate to the most important goals.

IMPORTANT : This instruction contains two attachments. Annex 1 refers to mandatory (horizontal)

goals and outcome indicators that each TJU must include in its annual work plan and elaborate them

through operational goals (and outputs) . Other examples of result and output indicators can be found

in Annex 2 of the Instructions.

Result indicators are qualitative or quantitative data that measure the implementation of a measure from

the PP and an objective from the scope of work (see Annex 2. Instructions for examples). They should be

under the control of the TJU (achievable) and be able to be linked to the managing civil servant. There are

situations where it is also an outcome indicator (horizontal outcome indicators that become result indicators

for the TJU, i.e. the TJU contributes to the fulfillment of the outcome indicators at the national level)

( Annex 1. ), but it is recommended that it is not an output indicator since they confirm the implementation

of operational objectives. Result indicators are not an integral part of the indicator library 7 that contains

impact and outcome indicators, but this instruction also contains Annex 2. with examples of result indicators

that the body can use and, if necessary, supplement and update.

Outcome/result indicators are usually relative numbers, i.e.:

• relative structure numbers

o Percentages (e.g. % of women in the organization, % of accepted complaints compared to

the total number of cases)

o Promil

• relative coordination numbers (e.g. number of inhabitants per km 2 , number of training days per

employee per year)

• relative numbers of dynamics (indices - series of qualitative data)

7

https://razvoj.gov.hr/UserDocsImages/Istaknute%20teme/Sustav%20strate%C5%A1kog%20planiranja%20i%20upr

avljanja%20razvojem/Upute%20za%20dopunu%20biblioteke%20pokatelja%20v%201.1%20(travanj%202023).pdf

20

o Individual indices (in budget, plan/execution*100)

o Basic indices

Each measure from the PP, if part of the Implementation Program, has its own result indicator that is

transferred to the GPR, while for the objective from the scope of work it is necessary to define at least one

result indicator. Given that the planned tasks at the level of each officer have a maximum of five tasks and

associated indicators, it is necessary to take into account that the number of measures from the PP and

objectives from the scope of work follows the organizational structure and managerial officers ( e.g. the

head of the sector should have at least one, and a maximum of five measures from the PP and objectives

from the scope of work).

NOTE: Public administration bodies are required to include all outcome and result indicators from

Annex 1 according to the act on internal organization.

3.2.6. Current and planned value of indicators (outcomes/results)

The GPR must specify the initial value of the indicator and the target value by the end of the period, i.e. the

end of the year to which the GPR refers, unless the target values of the indicator are already defined in

Annex 1, where they are overwritten. The TJU only enters the current value of the indicator based on its

information sources from the last year for which it has available data.

NOTE: Public administration bodies are required to include all target values of outcome and result

indicators from Annex 1, taking into account the scope of work from the act on internal organization.

3.2.7. Reference to measures from the Implementation Programme and objectives

from the scope

In order to better connect the GPR with other documents, for each measure from the PP and objective from

the scope of work, it is necessary to enter the references from which the measure from the PP and the

objective from the scope of work derive, for example:

a) strategic planning act (strategy, national plan, action plan, etc.),

b) Croatian Government Program

c) article of the act on the internal organization of the TJU for the organizational unit (administration,

(same) sector, service, etc.),

21

d) an article of a legal act that is under the jurisdiction of TJU, UN or international plan/agreement,

OECD legal note, EU regulation, etc.

e) conclusion or decision of the Government of the Republic of Croatia, the Governing Council, etc.

f) goal/indicator from the explanation of the State Budget, etc.

NOTE: If references are not available in the Official Gazette, Internet links must be included in a

footnote or at the end of the document.

3.2.8. Operational objectives

The operational objective is each activity, action, procedure, task, process or project that needs to be

implemented in order to achieve the measure from the PP and the goal from the scope of work, i.e. the

planned outcome/result. An operational objective can also be a key achievement point from the PP, which

can be further elaborated into one or more operational objectives with one or more output indicators.

Examples of operational objectives (state administration tasks) based on the State Administration System

Act (Official Gazette, No. 66/19, 155/23) are as follows:

a) implementation of state policy:

– drafting of draft laws, draft regulations and proposals for other Government acts

- Drafting of strategic and planning documents

- monitoring the effectiveness of the implementation of laws, regulations and other acts of the

Government

– representing the Republic of Croatia in the bodies of the European Union and international

organizations

– European affairs and the achievement of international cooperation in accordance with a special

law

b) direct enforcement of the law:

– resolving administrative matters

– keeping prescribed registers and other official records

- Issuance of certificates and other public documents on the facts of which prescribed eyewitness

accounts and other official records are kept.

c) inspection supervision

d) administrative supervision

e) other administrative and professional tasks:

- data collection and preparation of expert documents, analyzes and reports on the situation in a

certain administrative area

– implementation of measures to improve the established situation in a specific administrative area

– providing legal and professional assistance

- providing opinions to legal and natural persons on the appropriate application of laws and other

regulations

22

– achieving professional cooperation.

Operational objectives must be harmonized with other planning acts, e.g. plan of legislative activities,

public procurement plan, employment plan, etc.. Within operational objectives, an individual project that

is carried out for the purpose of achieving a measure from the PP and a goal from the scope can also be

specified, and within the output indicators it is necessary to indicate in which phase of the cycle the project

is in, (e.g. sustainability of the project, contracting, preparation of tender documents, implementation of

public procurement, implementation of project activities/works, completion of the project, preparation of

insurance and project results, etc.) or a combination of the above examples. For formulating and defining

operational goals according to the SMART method, see chapter 3.2.4. Instruction . Examples of indicators

of results and outputs for operational goals can be found in Annex 2 .

NOTES:

- When developing operational objectives, it is necessary to ensure that each operational objective is

linked (via the organizational unit code) to the measure from the PP and the objective from the scope

of work, as well as to the associated outcome/result indicator.

Job descriptions of officials from the Regulations on Internal Order can also be used in the

development of operational goals and indicators .

- Organizational units that are legally obliged to prepare plans and reports (e.g. public procurement,

internal audit, human resources, etc.) are not required to enter all activities from the aforementioned

plans/acts; it is sufficient to refer to the aforementioned documents in the objectives and indicators.

3.2.9. Output indicator and planned output value

An output indicator is a qualitative or quantitative data that measures the implementation of an operational

objective (see Annex 2 for examples). It should be under the “control” of a civil servant with the support of

a senior civil servant and be able to be linked to one or more civil servants. An outcome/result indicator has

at least one or more output indicators.

3.2.10. Execution deadline

The deadline for the implementation of operational goals must be aligned with already adopted documents

(eg the Plan of Legislative Activities) or enter the month, quarter, or end of the year (December 31st for

23

operational goals that do not have a specific deadline because they are implemented continuously

throughout the year).

3.2.11. Competence (responsibility for implementation)

Within the GPR, there are two levels of responsibility for implementation. The first level is the

responsibility for the implementation of measures from the PP and objectives from the scope of work

(outcome and result indicators), and refers to the managing civil servants (director, head of sector, head of

service, head of department, etc.) who are responsible for and coordinate the implementation of measures

from the PP and objectives from the scope of work. Furthermore, the responsibility for each of the

operational objectives within the GPR is determined by the closest authorities and responsibilities for the

implementation of a specific operational objective (e.g. Service for..., Department for...) or several

organizational units together, a TJU in cooperation with another TJU, a project team, a legal entity under

the jurisdiction of a TJU, a working group or a combination of the above. This is important for the

preparation of Planned Key Tasks within the framework of the evaluation of individual civil servants.

3.2.12. Source of financing

Each operational goal must be linked to a corresponding budgetary activity and/or project in the State

Budget. The code of one or more activities from the budget from which the Operational Goal is financed is

entered within the GPR.

RECOMMENDATION: The TJU can enter, in addition to the source of financing, the planned

amount from the State Budget for each of the operational objectives. The total sum of all operational

objectives in the GPR must be equal to the total amount in the valid TJU financial plan.

3.2.13. Legal entities under jurisdiction

If legal entities with public authority (agencies, institutions) or companies fall under the administrative

jurisdiction of the TJU, they should be listed and links to their annual work plans should be provided. Legal

entities within the framework of their annual plans ensure compliance with the measures from the PP and

the objectives from the scope of work of the competent TJU.

24

3.3 The process of developing the annual work plan

When preparing the annual work plan, as shown in Figure 5, the General Secretariat, or the organizational

unit in whose scope the preparation is carried out, by 15 November of the current year for the following

year, in coordination with the strategic coordinator, consolidates all acts and information (valid strategic

acts, regulation on internal organization, rulebook on internal order, budget plan, guidelines for budget

preparation, legislative activity plan, procurement plan, projects in implementation, handover minutes,

reports from previous years, etc.) necessary for inclusion in the GPR.

IMPORTANT: Before submitting the proposal to the heads of organizational units, the general

secretariat or the organizational unit responsible for preparing the GRP proposal, in accordance with

the scope of work, enters the measures from the current PP TDU and mandatory measures and

outcome indicators ( Annex 1 ), for which the current status of indicators is also entered and

operational objectives are developed by the competent heads of organizational units.

Figure 5. Main steps in developing an annual work plan

After preparation, an internal memo (email) is sent or a meeting is organized at which all the obligations of

management officials for the quality preparation of the annual work plan proposal are presented. All

officials who have at least one operational goal or indicator for later inclusion in the Planned Key Tasks are

also involved in the preparation. A common document shared on a network site (SharePoint, OneDrive,

etc.) can be used to prepare the GPR proposal so that all organizational units have insight into the plans of

other organizational units.

Upon submission of the proposal, the responsible officer in the General Secretariat, in cooperation with the

strategic coordinator, finance, quality management manager and other stakeholders, reviews the submitted

proposal and, if necessary, requests amendments and refinements to the plan, before submitting it for

25

approval to the head of the institution. After approval by the head, the GPR is published on the TJU website

and delivered to all management officers so that they can prepare the Planned Key Tasks by January 15 for

the current year.

3.4 Content of the annual work plan

ANNUAL WORK PLAN [ insert name of the person responsible for preparing it ]

FOR the year ____

Text part

1. Content

(table of contents with page numbers for individual chapters).

2. Foreword

(see chapter 3.2.1. Instructions)

3. Introduction

(see chapter 3.2.2 of the instructions)

a. Scope

b. Vision

c. Mission

d. Values

4. Context

( see chapter 3.2. 3. Instructions)

5. Organizational structure

(schematic representation of the current TJU organizational chart)

(continued on next page)

26

6. Measures from the Implementation Program and objectives from the scope of work, operational objectives by organizational units

(see chapter 3.2.4 ; measures from the PP are transferred, and objectives from the scope of work are defined at another level of organization

(e.g. Sector at the Directorate in the TDU) while retaining the numbers from the act with the organization)

1. ADMINISTRATION FOR …

1.1. Sector for …

Measures from the Implementation Program and objectives from the scope of work

RB

measure/

objective

Measures from the PP and objectives

from the scope of work

Indicator(s) (outcome, result)

Current

indicator value

Planned

indicator

value

Reference

1.1.1. Note: it is mandatory to include all

objectives from Annex 1 per

organizational unit , and for examples

of objectives from the scope of work,

see Annex 2.

(See Chapter 3.2.5 of the

Guidelines and Annexes 1 and 2 of

the Guidelines.)

[indicator]

(year)

(See Chapter

3.2.6.

Instructions)

[indicator]

(year)

(See Chapter

3.2.6.

Instructions)

(See Chapter 3.2.7.

Instructions)

Operational objectives

Operational

objective

number


Output

indicator(s)

Planned

output value

Deadline for

execution

Competence

Source of

financing

1.1.1.1. (See Chapter 3.2.8. Instructions) (See Chapter

3.2.9.

Instructions)

(See

Chapter

3.2.9.

Instructions)

(See

Chapter

3.2.10.

Instructions)

(See Chapter 3.2.11.

Instructions)

(activity in the TJU

budget)

(See Chapter

3.2.12.

Instructions)


7. Legal entities under jurisdiction

(if applicable, see Chapter 3.2.1 3 . Instructions)

8. Links and other references

(not mandatory)

4. Semi-annual and annual work report

This chapter of the Instructions describes in detail the purpose and legal framework for preparing the work

report ( Chapter 4.1 . ), elaborates on the content of the semi-annual and annual work report ( Chapter 4.2 . ),

and elaborates in detail on the elements of the work report (Chapter 4.3 . , 4.5 . and 4.6 . ) and describes the

process for creating the report ( Chapter 4 .4 .). The deadlines and obligees for preparing the half-yearly

and annual work report are defined in Chapter 2 . Instructions.

4.1 Purpose and legal framework

The half-yearly and annual work report is a management-reporting act with an overview of the

implementation of measures from the PP and goals from the scope of work, as well as operational goals and

indicators, which are planned in the Annual Work Plan for TJU in the reporting period (semi-annual or

annual). The (semi-)annual performance report is a document with multiple goals:

-

Presentation of the implementation of the annual work plan to stakeholders 8 – understandable to

the public, which the TJU has achieved in the reporting period. TJUs are obliged, in order to inform

the public, and pursuant to Article 10, paragraph 4 of the Act on the Right to Access Information

("Official Gazette", No. 25/13, 85/15, 69/22), to publish, among other things, work reports on their

8

Stakeholders are all those who are or could be affected by the adoption or implementation of decisions and

programs and who are interested in participating in decision-making and/or implementation of those decisions

or programs (for example, citizens, economic entities, partners, other public administration bodies and

organizational units within the TJU).


websites and submit them to the Central Catalogue of Official Documents of the Republic of Croatia

for their permanent availability.

- Fulfillment requirements and principles for quality management systems in accordance with the

Guidelines for Quality Management in Public Administration (Official Gazette, No. 65/23)

- Providing information on the implementation of strategic planning acts on an annual basis

(primarily the Implementation Program and horizontal strategic planning acts) - taking into account

the Regulation on general rules for the internal organization of state administration bodies ("Official

Gazette", No. 70/19), and in accordance with the Conclusion of the Government of the Republic of

Croatia of 5 December 2019.

- Implementation of the principles of sound financial management in public administrations

(economy, efficiency and effectiveness in the use of the budget) – pursuant to the Budget Act

("Official Gazette", No. 144/21) and the Act on the Internal Control System in the Public Sector

("Official Gazette, No. 78/15 and 102/19.)

This instruction ensures a uniform approach to the preparation and content of semi-annual and annual work

reports.

4.2 Elaboration of the content of the half-yearly and annual work report

Semi/Annual Work Report (hereinafter: GIR) is a management-reporting act that contains data on the

execution of goals (measures from PP, goals from the scope of work and operational goals) and the

expenditure of budgetary and other resources from the annual work plan in the reporting period (semiannual

or annual). The GIR is a document that also evaluates the achievement of measures from the PP and

goals from the scope of work, as well as operational goals and spent budget funds and other resources in

the reporting period.

The half-yearly work report contains at least:

- achievement of planned operational goals in the reporting period

- information on financial operations (semi-annual financial statements).

The semi-annual performance report is prepared every year, no later than July 31 of the current year for the

reporting period, and its preparation is carried out in parallel with the evaluation of employees, the

preparation of semi-annual financial reports and other available information and reports.

29

The annual work report shall contain at least:

- A brief review by the TJU leaders on the most important results achieved in the reporting period

- the context of TJU activities in the reporting period (economic, fiscal, political, social,

environmental, stakeholders, partners, etc.) (unless the same is included in the Annual Report on the

implementation of the implementation program)

- information on the organization and human resources of the TJU at the end of the reporting period

- achievement of planned measures from the PP, objectives from the scope of work and operational

objectives in the reporting period with explanations for deviations

- information about the quality management system

- financial information

- summarized information on the operations of legal entities under the jurisdiction of the TJU or

cooperation with the competent state administration body (if applicable).

The annual work report is prepared every year, no later than January 31 of the current year for the previous

year, and its preparation is carried out in parallel with the evaluation of employees, the preparation of

financial reports and other available information and reports .

4.3 Elaboration of work report elements

The table below gives a brief overview of the content of the half-yearly and annual work report.

Report elements

Deadline for production

Chapter

Instructions

Semi-annual work report

July 31st for the current

GPR

Annual work report

January 31st for the

previous year

Content See chapter 4. 5 . See chapter 4. 6 .

Foreword 4 .3.1. THAT THAT

Context 4 .3.2. THAT

Organizational structure and

human resources

Implementation of GPR

objectives by organizational

units (achieved value and

explanation)

4.3.3.

4. 3. 4. to

4. 3.7 .

YES – for the period

January – June

YES for the period

January – December

Quality management system 4. 3.8 . THAT

30

Financial statements 9 4. 3.9. Report on income and

expenses, receipts and

expenses, Report on

liabilities and Note e

Reports on the work of legal

entities under the jurisdiction or

Report on cooperation with the

competent state administration

body

4.3.1.Preface

4 .3.10.

4 .3.11.

sheet , Report on income

and expenses, receipts

and expenses, Report on

liabilities, Report on

expenses according to

functional classification,

Report on changes in the

value and volume of

assets and liabilities and

Notes

THAT

In the preface, it is necessary to briefly refer to the most important achieved results and achievements in the

reporting period, which are related to measures from the PP and goals from the scope of work, i.e. the

realization of the vision and mission of TJU.

4.3.2. Context

In accordance with the already described context in the Annual Work Plan, it is necessary to provide

information on the context of the work, i.e. the circumstances that actually influenced the implementation

of the annual work plan (strategic, economic, fiscal, political, social, environmental, stakeholders, etc.).

4.3.3. Organizational structure and human resources

In this chapter of the annual work report, it is necessary to present the internal organization (schemes) and

the human resources report (the table is in chapter 4.5. Instructions) at the end of the reporting period.

9

According to Article 8, paragraph 2 of the Regulations on Financial Reporting in Budget Accounting -

https://narodne-novine.nn.hr/clanci/sluzbeni/2022_03_37_443.html

31

4.3.4. Measures from the Implementation Program and objectives from the scope of

work - Achieved value of result indicators

The reports state the achieved value of the performance indicators for the reporting period based on

available reports and information.

NOTE: At the request of external or internal stakeholders, the responsible manager is obliged to

present the source of information on the basis of which he proves the implementation of the measure

from the PP or the objective from the scope of work.

4 .3.5. Measures from the Implementation Program and objectives from the scope of

work – Assessment of implementation and recommendations for the next period

The implementation of the result indicators is assessed as follows:

- "Achieved": if the indicator is at least 95% of the target and there is no possibility that the

achievement will be cancelled/endangered before the planned year.

- “On track”: if the indicator is expected to reach at least 95% of the target based on ongoing

operational targets and outputs.

- "Moderate progress": if the indicator shows positive development, but the results so far do not

allow a conclusion to be drawn as to whether the indicator is on track to achieve its target.

- “Deserves attention”: if there is a risk that the indicator will not achieve the target unless significant

changes are implemented.

- "No data": the available data is not sufficient to assess the progress of the indicator towards the

target, or a data source needs to be established (this is mandatory as an operational target and output).

For each measure from the PP and objective from the scope of work that deviate from the planned results,

the reasons for the deviation and recommendations for the next period are stated in order to fully achieve

them (providing additional or reallocation of existing resources, new or changes to existing operational

objectives, etc.).

NOTE: Explanations are required for all indicators that have "Moderate progress", "Deserves

attention" and "No data".

32

4.3.6. Operational objectives - Achieving output value

The reports state the achieved value of the output indicator for the reporting period based on available

reports and information.

NOTE: At the request of external or internal stakeholders, the responsible manager is obliged to

present the source of information on the basis of which he proves the implementation of the

operational objective.

4.3.7. Operational objectives – Assessment of implementation and recommendations

for the next period

The implementation of output indicators is assessed as follows:

- "Achieved": if the indicator is at least 95% of the target and there is no possibility that the

achievement will be canceled/endangered before the planned deadline.

- “On track”: if the indicator is expected to reach at least 95% of the target based on ongoing

activities.

- "Moderate progress": if the indicator shows positive development, but the results so far do not

allow a conclusion to be drawn as to whether the indicator is on track to achieve its target.

- “Deserves attention”: if there is a risk that the indicator will not achieve the target unless significant

changes are implemented.

- “No data”: the available data is insufficient to assess the indicator’s progress towards the target, or

a data source needs to be established.

For each operational goal that has deviations from the planned output values, the reasons for deviations and

recommendations for the next period are given in order to achieve them in full (ensuring additional or

redistribution of existing resources, new or changing existing outputs, deadlines, competences, etc.).

NOTE: Explanations are required for all indicators that have "Moderate progress", "Deserves

attention" and "No data".

4.3.8. Quality management system

This chapter describes the activities undertaken in the Public Administration Administration to implement

the Guidelines for the Quality Management System in Public Administration, i.e. to meet the requirements

33

and principles of the quality management system. This includes, for example, the implementation of a

quality management self-assessment, the organization or participation in the training process, the

development of work instructions for business processes in the scope of work, the implementation of

questionnaires on employee or user satisfaction, etc. The activities carried out in the quality management

system can be referenced to the codes in the implementation of measures from the PP and objectives from

the scope of work and operational objectives.

4.3.9. Financial statements

Further to the Rulebook on Financial Reporting in Budget Accounting ("Official Gazette", No. 37/22), in

the half-yearly work report it is necessary to attach: Report on income and expenses, receipts and

expenses, Report on liabilities and Notes, and in the framework of the annual work report : Balance Sheet,

Report on income and expenses, receipts and expenses, Report on liabilities, Report on expenses according

to functional classification, Report on changes in the value and volume of assets and liabilities and Notes.

NOTE: Lines in financial statements without data are not displayed.

4.3.10. Reports on the work of legal entities under jurisdiction

If there are agencies, institutions and/or companies under the administrative jurisdiction of the public

administration body, then they should be listed here, a brief overview of the impact of each legal entity in

the implementation of the objectives of the public administration in the previous year should be provided,

and web links to their work reports should be provided.

4.3.11. Report on cooperation with the competent state administration body

If the public administration body is under the administrative jurisdiction of a state administration body, it

is necessary to provide a brief overview of the cooperation models (e.g. management board, supervisory

board, etc.) and a link to the TJU for more information on cooperation (decision on appointment, minutes

and reports on the work of the body, etc.).

4.4. The process of making half-yearly and annual work reports

When preparing the semi-annual work report , as shown in Figure 6, the General Secretariat or the

organizational unit in whose scope it is located prepares a table with completed data from the annual work

plan with additional columns on execution and instructions for completion by 30 June of the current year.

34

The organizational unit for finance is obliged to prepare financial reports for presentation within the

chapters of the semi-annual work report. The TJU is obliged to publish the report on the website by 31 July

of the current year.

Figure 6 . The main steps in creating a half-yearly report on work

When preparing the annual work report , as shown in Figure 7, the General Secretariat or the

organizational unit within its scope of preparation shall, no later than 2 January of the current year, begin

preparing the work report for the previous year. In addition to collecting all data and information according

to the objectives of the annual work plan, it shall also collect other information that forms an integral part

of the annual work report, in order for it to be approved by the leaders and published on the Internet by 31

January of the current year for the previous year. The annual work report is the main input for the

preparation of the Report on the Implementation of the Implementation Program, the deadline for which is

15 February 10 for the previous year.

IMPORTANT: Preparation of the half-yearly and annual work report begins for the implementation

of the annual work plan for 2025.

Figure 7. Main steps in developing an annual work plan

10

https://razvoj.gov.hr/UserDocsImages/Strate%C5%A1ko%20planiranje/Upute%20za%20izradu%20%20godi%C5%

A1njeg%20izvje%C5%A1%C4%87a%20o%20provedbi%20PP%20TDU_v_1.1.%20prosinac%202023.pdf

35

4.5. Content of the half-yearly report on work

SEMI-ANNUAL WORK REPORT

[ insert name of TJU ] for the period January-June 202_

Text part

1. Contents

(table of contents)

2. Foreword


36

3. Implementation of goals by organizational units in the period January-June 202_ (for all goals, it is necessary to fill in the

Implementation Table of the current GPR below)


1.1. Sector for …

Implementation of measures from the Implementation Program and objectives from the scope of work

RB

measure/o

bjective

Measures from the PP and

objectives from the scope of

work

Outcome indicator(s),

results

1.1.1. (entered from the valid GPR) (entered from the

valid GPR)

Current

value (year)

(entered

from the

valid GPR)

Planned

value

(202x.)

(entered

from the

valid GPR)

Achievement of

indicators

(as of June 30,

202x)

See chapter

4.3 . 4 .

Implementati

on

assessment

and

recommendat

ions for the

next period

See chapter

4. 3. 5 .

1.1.2.

Implementation of operational objectives

Operational

objective

number


1.1.1.1 (entered from the valid

GPR)

Output

indicator(s)

(entered

from the

valid GPR)

Planned

output

value

(entered

from the

valid GPR)

Deadline

(date)

(entered

from the

valid

GPR)

Source of

financing

(activity in

the

budget)

(entered

from the

valid GPR)

Output

achievements

(as of June 30,

202x/)

See chapter

4 .3.6.

Implementation

assessment and

recommendations

for the next

period

See chapter

4 .3.7.


1.1.1.2.

1.1.2.1.

1.1.2.2.

3. Financial statements (chapter 4.3.9: Income and Expenditure Statement, Receipts and Expenditure Statement, Liabilities Statement and

Notes)

38

60+

51-60

41-50

31-40

18-30

KV/PKV/NKV

High school

University

University

degree

VSS (VIII and

VII-2)

4.6 . Content of the annual work report

ANNUAL WORK REPORT OF [ insert name of TJU ] for ____ year

Text part

1. Contents

(table of contents)

2. Foreword


3. Context


4. Organizational structure and human resources by organizational units

(organizational chart of the TJU)

Table _. Overview of human resources at the end of 202_.

Organizatio

nal unit (1st

and 2nd

level)

Number of

employees

as of 12/31.

Qualification structure (%)

Gende

r (%)

Age structure (%)

M

F

(data can be entered in multiple tables, and notes can be entered if necessary)


5. Implementation of goals by organizational units


1.1. Sector for …

Implementation of measures from the Implementation Program and objectives from the scope of work

RB



work

Indicator(s) (specify outcome,

result)

1.1.1. (entered from the valid GPR) (entered from the valid

GPR)

Current value

(year)

(entered

from the

valid GPR)

Planned

value

(2025)

(entered

from the

valid

GPR)

Realized

value of the

indicator (as

of

31.12.202x)

See

chapter

4.3.4.

Implementati

on

assessment

and

recommenda

tions for the

next period

See chapter

4.3.5.

1.1.2.

Implementation of operational objectives

Operational

objective

number


(key achievement

points, projects, tasks,

activities)

1.1.1.1 (entered from the valid

GPR)

Output

indicator(s)

(entered

from the

valid GPR)

Planned

output

value

(entered

from the

valid GPR)

Deadline

(date)

(entered

from the

valid

GPR)

Source of

financing

(activity in

the

budget)

(entered

from the

valid GPR)

Realized

output value

(as of

31.12.202x)

See chapter

4.3.6.

Implementation

assessment and

recommendations

for the next

period

See chapter

4.3.7.

…


1.1.2.1.

6. Quality management system


7. Financial statements

( see chapter 4.3.9. Instructions: Balance Sheet, Statement of Income and Expenditure, Receipts and Expenditures, Statement of

Liabilities, Statement of Expenditures by Functional Classification, Statement of Changes in the Value and Volume of Assets and

Liabilities and Notes)

8. Reports on the work of legal entities under jurisdiction (if applicable)


9. Report on cooperation with the competent state administration body (if applicable)


41

Appendix 1. P description of (horizontal) goals and

outcome indicators - mandatory part for elaboration into

operational goals in the annual work plan of TJU according

to the requirements of quality management and strategic

acts

NOTE : The objectives and indicators listed below should be fully incorporated into the GPR of the

public administration body. If the TJU does not have available data on current values by the deadline for

preparing the GPR, it is indicated as "No data" in the "Current status" table field, and in that case it is

necessary to define the operational objective: "Establishment of a data collection system for indicator

"X")

Sub-requirement 6. 2. Monitoring and measuring the perception of citizens and other users about the

organization



work

Outcome indicator Indicator target value Reference

User-oriented public

administration and

efficient provision of

public services

Share of population

satisfied with last

experience using

public services

(SDG)

82%

(2027)

National plan for the

development of public

administration 2022-2027. –

Attachment 2.

Sub-requirement 6.3. Monitoring and measuring impacts directed at citizens and other users



work



administration and


public services

Total cost relief for

economic entities

(TJV enters the

amount from the

Action Plan)




Attachment 2.

of the National Recovery

and Resilience Plan 2021-

2026 - Action Plan for the

Administrative Relief of the

Economy for 2024 and 2025



administration and


public services

The share of

administrative and

cost relief for

citizens ensured by

the implementation

of administrative

relief measures

> 20%

(2025)




Attachment 2.

Sub-requirement 7. 2. Monitoring and measuring human resources' perception of the organization



work


Human resources

development in public

administration

Share of civil

servants who

expressed

satisfaction with

their work in public

administration

80% National plan for the



Attachment 2.

Sub-requirement 7. 3. Monitoring and measuring effects in the area of human resources

National Plan for Work,

Occupational Safety and

Employment for the period

2021 to 2027 – Annex 1.



work


Human resources


administration

Human resources


administration

Human resources


administration

Share of civil

servants working in

hybrid mode in a

three-month period

Average amount of

funds invested in

education and

training of civil

servants annually

Share of civil

servants in TJU who

attended education

>20% National Recovery and

Resilience Plan 2021-2026 –

NPOO indicator 168.

>400€

(2027)

65%

(2027)




Attachment 2.




Attachment 2.




Attachment 2.

43

and training

programs, per year

Improvement of health and

safety at work

Number of injuries

at work;

employees killed

0 (zero);

0 (zero)



Employment for the period

2021 to 2027 – Annex 1.

Improvement of health and

safety at work

Average number of

days per employee

of temporary

incapacity for work

(at the expense of

the body and the

HZZO) per year

<12

(2027)



Employment for the Period

2021 to 2027 – Annex 1 –

and Annual Report of the

Croatian Health Insurance

Institute

Improving the

employment system for

people with disabilities

Improving the accessible

built environment for

people with disabilities

Respect for the person and

protection of dignity

during and in connection

with the performance of

work duties

Developed digital

competences for life and

work in the digital age

% of persons with

disabilities out of the

total number of

employees in the

TJU at the end of the

reporting period

Accessibility of TJU

buildings to persons

with disabilities

ensured

Total number of

accepted complaints

related to the

protection of dignity

% of ICT employees

out of total

employees

>3% National Plan for

Equalization of

Opportunities for Persons

with Disabilities for the

Period 2021-2027

100%

(2027)

Rulebook on determining

the quota for employment of

persons with disabilities

(Official Gazette 75/18,

120/18, 37/20, 145/20)

National Plan for

Equalization of

Opportunities for Persons

with Disabilities for the

Period 2021-2027

Ordinance on ensuring

accessibility of buildings for

persons with disabilities and

reduced mobility (Official

Gazette, No. 78/13)

0 Collective Agreement for

Civil Servants and

Employees (Official

Gazette, No. 56/22, 127/22,

58/23, 128/23 and 29/24)

>8%

(2032)

Digital Croatia Strategy

2032 (Official Gazette, No.

2/23)

44

Sub-requirement 8. 3. Monitoring and measuring impacts in the area of social responsibility

Measures from the

PP and objectives

from the scope of

work

Type of

TJU


Strengthening

the capacity of

public

administration

for the design

and

implementation

of public

policies

Only

TDU

Strategic capacity

(SGI component)

11 – rating

>5.6

(2027)




Attachment 2.

Strengthening

the capacity of

public

administration

for the design

and

implementation

of public

policies

Only

TDU

Coordination

between

ministries

(component

SGI) 12

>6.4

(2027)




Attachment 2.

Strengthening

the capacity of

public

administration

for the design

and

implementation

of public

policies

Only

TDU

Implementation of

public

policy (SGI

component) 13

>6.1

(2027)




Attachment 2.

11

https://www.sgi-network.org/docs/2022/thematic/SGI2022_Strategic_Capacity.pdf

12

https://www.sgi-network.org/docs/2022/thematic/SGI2022_Interministerial_Coordination.pdf

13

https://www.sgi-network.org/docs/2022/thematic/SGI2022_Implementation.pdf

45

Improving the

functionality

and

sustainability of

local and

regional selfgovernment

Increasing

energy supply

security,

sustainability of

energy supply,

increasing

energy

availability and

reducing energy

dependence

Croatia's

commitment to

international

agreements,

within the

framework of

European Union

policy, as a

contribution to

global UN goals

Implementation

of the EE

Equipment

Directive (EU)

2012/19/EC

Recover by

recycling and

preparing for

reuse and repair

Only

JLP(R)S

TJU

TJU

TJU

TJU

The unit is

involved in the

joint performance

of local

government affairs.

Total energy

consumption

(electricity, heat) in

kWh per year;

- Of which:

electricity

consumption in

kWh per year

Municipal waste

recycling rate

Annual separate

collection rate for

waste electrical and

electronic

equipment

Share of municipal

waste by 2035

THAT

(2026)

(TJU independently

defines the target

value);

(The TJU

independently

defines the target

value)

(The TJU

independently

defines the target

value)

>88%

(2028)

<35%

(2028)




Attachment 2.

National repair and

resilience plan 2021-2026 –

indicator 175

Low-carbon Development

Strategy of the Republic of

Croatia until 2030 with a

view to 2050

Low-carbon Development

Strategy of the Republic of

Croatia until 2030 with a

view to 2050

Waste Management Plan of

the Republic of Croatia for

the period 2023 - 2028

Waste Management Plan of

the Republic of Croatia for

the period 2023 - 2028

Sub-requirement 9. 2. Monitoring and measuring external results, i.e. outputs and value created for the

public


objectives from the scope

of work


46

Strengthening

transparency and

openness of work

Percentage of proactively

published information

(open data)

>70%

(2030)

Corruption Prevention

Strategy for the period

2021-2030, Chapter 6.

Strengthening

transparency and

openness of work

% of decisions

overturned according to

access to information

requests

<40%

(2030)



2021-2030, Chapter 6.

Strengthening anticorruption

potential in

the public

procurement system

Share of contracts

awarded in single-bidder

procedures

≤14%

(2030)



2021-2030, Chapter 6.

Strengthening anticorruption

potential in

the public

procurement system

Share of procurement

value advertised on TED

>7%

(2030)



2021-2030, Chapter 6.

Digitalized public

administration

Number of e-services for

citizens according to the

e-Standards Guidelines 14

Number of e-services for

business entities

according to the e-

Standard Guidelines 15

(TJU defines

independently);

(TJU defines

independently)

Digital Croatia Strategy

2032 (Official Gazette,

No. ) – Annex 1.

Improving the

efficiency of public

administration and the

judiciary for action in

the field of human

rights protection

Share of

recommendations of the

Ombudsman that were

effectively acted upon by

public authorities during

the 12 months

100%

(2027)

National Plan for Gender

Equality for the period until

2027.

Improving the

prevention of

discrimination and

providing support to

victims of

discrimination

Share of appointed state

and public servants who

have completed training

in the field of combating

discrimination;

% of substantiated

complaints of

discrimination acted

100%;

0%

(2027)

National Plan for Gender

Equality for the period until

2027.

14

https://rdd.gov.hr/istaknute-teme/e-standardi/dokumentacija/1824

15

Ibid.

47

upon by ombudsman

institutions

Harnessing the

benefits of

digitalisation for

citizens, businesses,

research organisations

and public authorities

(ERDF)

Users of new and

improved public digital

services, products and

processes

(TJU defines

independently)

HR - Competitiveness and

Cohesion Programme

2021-2027.

Sub-requirement 9. 3. Monitoring and measuring internal results, i.e. the level of effectiveness and

efficiency



of work


Full compliance with

the financial reporting

and legal framework

Efficient real estate

management

The opinion of the State

Audit Office on

compliance of business

operations of entities

% of land registry status

of real estate

% of real estate owned

by TJU in the Central

State Property Register

Sub-requirement 9.4. Internal assessment of the QMS

Unconditionally

100%;

100%



2021-2030, Chapter 6.

State Asset Management


2019-2025



of work

Result indicator Indicator target value Reference

Introduction of a

quality management

system in TJU

Quality management

self-assessment

conducted

Report with Action

Plan prepared

(2025)

Guidelines for quality

management in public

administration (Official

Gazette, No. 65/23)

48

Annex 2. Examples of result and output indicators

according to the requirements of the quality management

system

NOTE: Listed below are the objectives, results and output indicators that can be used in the development

of the GPR, and they should be harmonized and more closely defined in relation to the objectives, legal

framework and scope of the TJU and the organizational unit to which they relate.

Sub-requirement 6.2. Monitoring and measuring the perception of citizens and other users about the

organization

Quality management of

services and jobs

Result indicators:

- Assessment of user satisfaction perception with the services provided

- Satisfaction rating with the services provided

Output indicators:

- Developed methodology for researching customer satisfaction with

services

- Conducted survey on customer satisfaction with services (see

requirement 6.2 of the quality management system for more details)

Sub-requirement 6.3. Monitoring and measuring impacts directed at citizens and other users

Quality management of

services and jobs

Result indicators:

- % of resolved queries out of the total number of queries received

- % of resolved complaints out of the total number of complaints

received

- % of established ethical violations in relation to those received

- % of officials with established ethical violations

Output indicators:

- Number of visits by users to public administration offices (per

service/total)

- Time required for service delivery

- Number of complaints

- Number of guidelines, work procedures, instructions, etc. developed.

- Number of performed quality controls

- Number of information and communication channels, including social

media

Sub-requirement 7. 2. Monitoring and measuring perceptions in the area of human resources

49

Human resource

management

Output indicators:

- Developed methodology for measuring satisfaction

Sub-requirement 7. 3. Monitoring and measuring effects in the area of human resources

Human resource

management

Result indicator:

- % of educated employees

- % of employees temporarily working from home

- % of employees working from home occasionally

- % of people involved in some form of lifelong learning

- % of people with disabilities compared to the total number of

employees

- % staff retention/attrition (without mutual termination)

- % of officials who have undergone retraining in relation to officials

who need retraining

- % of women in management positions

- Educational structure of employees

Output indicator:

- Number of employees involved in activities to improve SUK

- Number of ethical dilemmas (e.g. potential conflicts of interest)

reported by employees

- Number of employees who voluntarily participated in the

organization's social responsibility activities

- Number of employees awarded

- Number of hours/days of mentoring

- Number of employees who participated in professional workshops,

symposia and congresses organized by external organizers

- Number of participants in the program organized by TJU

- Number of participants for work in the X system

- Number of employees who participated in DŠJU training courses

- Number of employees trained (certified) to perform tasks

- Number of organized education, training and workshops

- Number of developed education, training and workshops

- Number of health examinations performed

- Number of scholarship-winning employees

- A competition for a multi-year scholarship program has been held.

- Number of online course participants

- Number of employees who participated in the exchange program -

study visits

- Number of e-courses in the system

- Number of trained trainers

50

Sub-requirement 8. 2. Monitoring and measuring perceptions in the area of corporate social

responsibility

Socially responsible

business

Result indicators:

- Stakeholder satisfaction rating on TJU's social responsibility

- % of positive media articles about the work of TJU

- Stakeholder perception assessment for TJU visibility

- Website visits (for specific stakeholders)

- Attending stakeholder events

Output indicators:

- Developed methodology for stakeholder satisfaction survey

- Interviews/focus groups conducted

Sub-requirement 8. 3. Monitoring and measuring impacts in the area of social responsibility

Partnerships and

stakeholders

Result indicators:

- Number of successful partnerships (working groups, committees, etc.)

- Positive outcomes from partnerships

Output indicators:

- Number of stakeholder proposals included in public policies

Visibility and websites - % of positive articles compared to the total number of articles in the

media

- Number of followers on social networks (e.g. Facebook, LinkedIn,

Twitter, YouTube, etc.)

Output indicators:

- Number of held trainings/webinars

- Number of visits (open house)

- Number of publications created and published

- Number of activities aimed at raising awareness (campaigns, media

appearances/advertising)

- Number of public events

- Number of national awareness campaigns

51

- Number of TV and radio spots broadcast

- Number of published recommendations for implementation

- Number of participants at presentations, info workshops and similar

events

- Number of fairs attended by the TJU delegation

- Number of newspaper articles published on the topic XY

- Number of info days, workshops, round tables

- Number of visits

- Number of posts on online communication channels

- Number of users on websites

- Number of messages exchanged

- Number of visitors to the portal's websites

Access to information

Environmental

protection

Result indicators:

- % of complaints accepted by the Information Commissioner out of the

total number of requests

- % of requests for access to information resolved within the legal

deadline

- % of accepted access to information requests

- % of requests for information reuse accepted

Output indicators:

- Number of proactively published information and open data

- Number of resolved access to information requests

- Number of resolved requests for information reuse

Result indicators:

- Increasing energy efficiency (e.g. buildings)

- CO2 emission reduction (in kg)

- % of mixed municipal waste

- Number of environmental pollution (water, soil, air)

- % reduction in heating and cooling costs, i.e. reduction in CO2

emissions

- Total annual energy consumption per full-time equivalent employee

(FTE), expressed as final energy (kWh/FTE/year)

- Total annual water consumption per full-time equivalent employee

(FTE) (m3/FTE/year),

- Total amount of office waste generated annually per full-time

equivalent employee (FTE) (kg/FTE/year)

- Amount of office waste sent for recycling as a mass fraction of total

waste (%)

- Residual office waste (1) as a mass fraction of total waste (%)

- Daily number of sheets ( 1 ) of office paper used per full-time equivalent

employee (sheets of paper/EPRV/working day)

- Annual costs of purchasing office consumables per full-time equivalent

employee (EUR/EPRV/year)

- Percentage of staff who travel to work daily by car as the only

passenger (%)

52

- Percentage of staff who come to work at least three times a week on

foot, by bicycle or by public transport (%)

- Total annual CO2 equivalent emissions resulting from business travel

(tonnes of CO2 equivalent/year)

Output indicators:

- Number of environmental protection activities in TJU

- Number of metering points where consumption is monitored

- Kg of solid waste generated

- Liters of water consumed

- kWh of energy consumed (electricity, heat)

Sub-requirement 9. 2. Monitoring and measuring external results, i.e. outputs and created public value

Implementation of

state policy - drafting

of legislative

proposals

Implementation of

state policy -

representation of the

Republic of Croatia in

EU bodies and

international

organizations

Result indicators:

- % of sent general acts of the Government within the deadline in relation

to the Plan of legislative activities

- % of Government acts sent out of the total number of acts via urgent

procedure

- % of strategic planning documents prepared within the deadline

- % of prepared declarations and other submissions in relation to

communicated subjects

- % of conformity opinions issued in relation to opinions requested

- % of responses to queries produced in relation to queries posed by

representatives

- % of implemented measures and activities in relation to the Annual

Work Plans

Output indicators:

- Number of acts submitted for adoption by the Government of the

Republic of Croatia

- Number of external stakeholders involved in drafting the bill

Result indicators:

- Number of violations of EU law

- % of paid obligations on time for membership fees and standards (and

other prescribed annual contributions) in European and international

organizations and institutions

Output indicators:

- Number of forwarded information to the EU and international

institutions

- Number of working visits

- Number of held bilateral meetings

53

- Number of multilateral meetings held

- Number of participations in working group meetings

- Number of translated documents

Implementation of

state policy –

European affairs and

the achievement of

international

cooperation in

accordance with a

special law

Implementation of

state policy -

monitoring the

effectiveness of the

implementation of

laws, regulations and

other acts of the

Government

Result indicators:

- Number of international projects

- Number of employees on international projects

- Number of employees financed from project funds

Output indicators:

- Number of technical assistance provided to third countries

- Number of international projects

- Number of working visits

- Number of held bilateral meetings

- Number of multilateral meetings held

Result indicators:

- The number of observed abuses of the law

- Number of accidents

- Number of renovated houses/apartments

- Number of houses/apartments built

- % of recommendations implemented within the deadline

- % of investment in science and research compared to the total budget

- % of complaints considered in relation to the number of individual

complaints received

- Number of lost administrative disputes

- % implementation of planned activities

- % of inspections carried out in relation to the total number of requests

for protection of rights

- % of non-administrative cases resolved within certain deadlines in

relation to the total number of non-administrative cases received

Output indicators:

- Number of research and studies conducted

- Number of approved subsidies

- Number of reports prepared

- Number of violations of metrology regulations

- Number of expert documents produced for the preparation and

implementation of regulations

- Number of (sub)legal acts drafted

- Number of contracts with external collaborators

- Number of contracted volunteer projects

- Number of expert examination procedures performed (level I and II)

- Share of identified cases in investigated complaints

- Number of independent studies conducted

- Number of analyzes on the implementation of public

policies/strategies/protocols

54

Direct enforcement of

the law - resolving

administrative matters

Direct implementation

of the law – keeping

prescribed registers

and other official

records; issuing

certificates and other

public documents

- Number of comments, opinions and proposals given on draft regulations

proposed by competent institutions

- Number of days for decision-making period

- Number of ex officio inspections conducted

Result indicators:

- % of first-instance decisions passed

- % of second-instance decisions passed

- % of judgments annulling decisions

- % of first-instance decisions made within the legal term in relation to the

total number of decisions made

- % of reviewed (resolved) cases compared to the number of cases

received

- % of resolved requests in relation to the number of submitted requests

Output indicators:

- Number of resolved administrative cases

- Number of unresolved administrative cases

- Number of annulled or amended first-instance decisions

Result indicators:

- % of certificates/documents issued within [specify] in relation to

requests received

- % of issued certificates issued via e-service (e.g. e-citizen system)

Output indicators:

Inspection supervision Result indicators:

Other professional

and administrative

tasks

- Number of certificates/documents issued

- % of inspections carried out compared to planned ones

- Number of inspections per employee

- % of inspections with identified deficiencies/indictment

proposals/criminal charges in relation to the total number of inspections

- % of inspection decisions implemented

Output indicators:

- Number of inspections carried out

- Number of minutes drawn up

- Number of goods seized


- Number of regulations adopted


- Control activities carried out

Output indicators:

- Number of expert reports/analyses and status reports produced

- Number of beneficiaries provided with legal and professional assistance

55

- Number of opinions given on the application of laws and other

regulations

- Number of resolved submissions

- The number of resolved petitions, complaints and other submissions that

point to illegality and irregularity

- The number of official petitions pointing to inefficiency in the

application of the law and in the work of state administration bodies

- Number of responses to inquiries from public authorities and users via

hotline and e-mail

Administrative

supervision

Professional

cooperation;

cooperation with

stakeholders

Implementation of

public policies –

miscellaneous

Result indicators:

- % of administrative inspections with established illegalities

- % of administrative inspections carried out in accordance with the plan

Output indicators:

- Number of administrative inspections

Result indicators:

- Number of joint research with the scientific community or business

entities

- Number of published professional and scientific articles

- Number of innovations/projects achieved in partnership with external

stakeholders

Output indicators:

- Number of contracted partnerships (e.g. cooperation agreement)

- Number of public higher education institutions and public scientific

institutes participating in project financing

- Number of collaborations with foreign partners

- Number of successful project applications for interdisciplinary scientific

projects

- Number of scientific and professional conferences held with relevant

stakeholders

- Number of meetings held with relevant stakeholders

Result indicators:

- Number of people receiving compensation

- Number of associations that received grants

- The number of new employees with beneficiaries of state aid

- Number of investment grants

- Number of employees who were granted job retention support

- % of employees (in an area)

- Number of registered entrepreneurs in the city area

- Total number of scholarship recipients/students

- Number of transported passengers/vehicles

- Number of rights to exemption from payment of fees realized

56

Output indicators:

- Number of sponsorships and donations

- Number of users

- Number of checks performed

- Number of attempts

- Number of issued authorizations

Local and regional

(regional) selfgovernment

Result indicators:

- Total attendance at festivals and cultural events

- Average occupancy rate at the performing arts center

- Residents' satisfaction with the municipality/city/county as a place to

live

- Residents' satisfaction with the municipality as a workplace

- Poverty rate

- Residents' satisfaction with communication

- Voter turnout in local elections

- Unemployment rate

- Vacancy rate

- Percentage of on-time bus arrivals to school

- Total library usage per capita

- Percentage of residents who rate schools as excellent or good

- Percentage of residents with a diploma

- Percentage of hybrid buses

- Number of new economic entities

- Number of newly created jobs

- Greenhouse gas emissions per capita at the level of the entire

municipality

- Percentage of utility buildings with energy-efficient upgrades

- Water consumption per capita

- Debt per capita

- Full-time employees in LLP(R)S per capita

- Number of residents assisted in housing assistance programs

- Percentage of residents living within a 10-minute walk of a park

- Attendance at recreation centers

- Percentage of capital projects completed on time

- Percentage of completed capital projects within project budget

- Number of fires occurring per 10,000 inhabitants

- Emergency medical service cases per 1,000 inhabitants

- Number of violent crimes

- Percentage of public and private schools that conducted fire drills

- Satisfaction rating with driver courtesy

- Public transport satisfaction rating

- Average speed on streets in the neighborhood

- Average hours for snow removal from streets

- Percentage of passengers using public transport

- Residents' satisfaction with traffic in LLP(R)S

- Percentage of residents who commute to work by bike or on foot

57

Output indicators:

- Number of festivals and cultural events

- Value of built commercial projects

- Total number of building permits issued

- Total revenue from licenses

- Number of active users of municipal mobile applications

- Number of visitors to the municipal website

- Number of jobs in the municipality

- Number of new trees planted in public places

- Total km of paved streets

- Number of water main breaks

- Number of traffic accidents

- Number of emergency calls

Management of

programs and projects

(EU and others)

Result indicators:

- % of funds utilization

- % of projects implemented

- % of the amount of irregularities in relation to the total contracted

amount

- % of paid claims for reimbursement of funds (ZNS) in the total number

of approved ZNS

- % of EU Programme allocation utilization

- % of funds disbursed to beneficiaries based on processed advance

requests and ZNS

- % of funds used under the Technical Assistance Agreement

- % of completed contracted projects

- Number of employers who received support

- % of funds returned to the European Union budget

- % of EU project funds compared to regular activity funds

- % of published invitations in accordance with the Indicative plan for the

publication of invitations

- % of verified partner reports on an annual basis out of the total number

of partner reports received

- Number of standardized services developed by the project

- % of project implementation in accordance with the project plan

- % completion of project documentation

Output indicators:

- Number of project beneficiaries

- Number of approved co-financing requests

- Number of grant agreements concluded

- The number of issued ex-ante opinions on the user's public procurement

documentation

- Number of ex post reviewed public procurements by beneficiaries

- Number of approved ZNS

- Number of approved final reports and final reimbursement requests

- Number of on-site project inspections

58

General affairs – asset

and other resource

management

- Number of tenders announced

- Total paid amount of all contracts

- Number of benefits awarded

- Number of controls performed on contracted funds

- Number of companies receiving support

- Number of published calls for project proposals

- Number of field inspections

- Number of created/submitted/approved project reports

- Number of documents for applying to the call for project proposals

financed from the OPKK

- Number of grants awarded to (quality) programs

- Number of approved programs

- Number of (co)financed performances

- Number of projects evaluated

- Number of project partner meetings

- Number of quality checks of tender documentation by project

beneficiaries

Result indicators:

- % of rooms equipped according to standards

- % of employees equipped with adequate equipment

- Percentage of renewed fleet (vehicles younger than x years)

Output indicators:

- Number of legally regulated real estate owned by the Republic of

Croatia

Sub-requirement 9.3. Monitoring and measuring internal results, i.e. the level of effectiveness and

efficiency

Budgetary and

financial indicators

Result indicators:

- % of funds disbursed compared to plan

- % of collection through forced collection measures

- % of public revenue collection for which the authority is responsible

- % budget savings

- % of paid grants in the total number of approved program grants

- % of payments made to the user by the payment deadline

- % of settlement of all loan obligations within the contractual due dates

- % share of the written-off value in relation to the purchase value of

plant and equipment

- Unqualified opinion in audits of the State Audit Office

- % of internal/external audit recommendations implemented based on

findings within the deadline

- % of fulfillment of obligations under court disputes

- % of fulfillment of obligations under final decisions

59

Public procurement

Strategic planning

Information systems

- % of funds paid from the budget into share capital compared to the total

planned amount

-

Output indicators:

- The number of performed supervision over the expenditure of funds

- Number of payments of all eligible costs per each concluded contract

within the agreed deadlines

- Number of requests processed to resolve unrelated payments

- Annual asset inventory conducted

Result indicators:

- % of accepted complaints by the State Commission for the Protection of

Public Procurement (DKOM) in relation to the total number of

procurement cases

- % of fulfillment of obligations according to contracted obligations and

deadlines

- % of completed public procurement procedures compared to the Public

Procurement Plan

Output indicators:

- Number of market analyses completed

- Number of tender documents prepared

- Number of technical documentation produced

- Number of functional specifications created

- Number of completed project documentation sets

- Number of concluded contracts

Result indicators:

- % of implemented measures from the strategic act within the planned

deadlines

- adoption of a strategic act (strategy, national plan, action plan, etc.)

Output indicators:

- Number of adopted acts of strategic planning

- Number of implemented strategic planning activities

- Number of external evaluations conducted

- Number of (external) stakeholders involved in strategic planning

Result indicators:

- Number of new computer programs created

- % of completed database upgrade

- Network Service Level Agreement (SLA)

- % e-services out of total number of services/businesses

- % of available job services on the e-citizens service out of the total

number of services

- % of services available using electronic identities (NIAS)

60

Construction

Internal audit

- Platform XY with upgraded (additional) services in operation

- Number of new consumers connected to the smart grid

Output indicators:

- (project and tender documentation – see public procurement)

- Number of bodies included in the information system

- Number of refurbished IT devices

- Number of purchased and activated licenses

- Number of system users

- Number of devices installed in public bodies

- Number of units of material available in the electronic catalog

- Number of people involved in the virtual network

- Number of new modules/datasets established

- Number of upgraded information systems

- Total spent on digital business transformation

- Share of locations with broadband access available with a downstream

speed of at least 100 Mbit/s, with the possibility of upgrading to speeds

of up to 1 Gbit/s

- Data exchange service established

- Number of facilities in the national infrastructure for digital repositories

- Number of records stored in the system

- Information security management audit completed

- Number of security checks performed and number of vulnerability

checks

- Number of workplaces equipped with modern computer equipment

- Number of incidents reported to the National CERT, along with incident

analysis and reporting

- Number of days when the IT system is not available to end users

- Number of cyber incidents with significant impact

Result indicators:

PER:

- Number of legally valid building permits obtained

- % reduction in losses in water supply systems

- Km of newly constructed/reconstructed public drainage network

- % of population connected to water supply system/drainage

system/electricity network

- Number of inhabitants covered by improved flood protection measures

- (project and tender documentation – see public procurement)

- Number of location permits obtained for buildings

- Number of newly constructed buildings

- Number of reconstructed/adapted buildings

Result indicators:

- % of performed audits in accordance with the plan

- satisfaction rating of audited entities

- the effect of the recommendations given

61

PER:

- % of auditors with fulfilled requirements for maintaining professional

certification

- Positive report on external quality control of internal audit work

- Number of conducted audits in accordance with standards

- Number of audit documents produced

- Internal audit strategic plan developed

- Annual internal audit plan developed

- Internal audit opinion prepared

- Annual report on internal audit work prepared

- Number of completed trainings for maintaining professional

authorization

ADDITIONAL EXAMPLES OF OBJECTIVES AND INDICATORS: In addition to the examples

listed in Annex 2 of the TJU Instructions, examples of objectives and indicators from the National

Recovery and Resilience Plan 2021-2026 can be used. on the link https://planoporavka.gov.hr/dokumenti-

113/113 , Metadata set of indicators from the European Commission:

https://commission.europa.eu/document/a165984e-fac6-4b5c-85c6-4bacd06c5d14_en as well as the goals

and indicators of the UN Sustainable Development Plan until 2023 .

62

Guidance on annual planning and semiannual and annual reporting (unofficial translation)

Transform your PDFs into Flipbooks and boost your revenue!

Delete template?

Save as template ?