Functional Review of the Ministry of Education, Science and ...

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Scheme 1: Current de-facto organogram of the MEST Table 1: Comparisons of organizational units in EU-6 ministries with the MEST Kosovo Estonia Slovenia Latvia Lithuania Finland Slovakia Total Type of unit N Avg N Avg N Avg N Avg N Avg N Avg N Avg N Avg Department 9 11.8 14 13.6 11 19.2 19 11.8 8 20.8 5 49.2 20 19.8 86 17.9 Division 14 6.1 0 - 12 10.3 46 4.1 28 6.5 10 19.4 47 7.2 157 7.1 Sector 14 1.8 0 - 2 5.5 0 - 4 5.3 0 - 0 - 20 2.9 Source: FRIDOM Note: N = number of units of a given type, Avg = average size of the unit In addition to the unnecessary sectors, there is the issue of how to organize departments/division. There are generally two approaches: small number of big departments (used e.g. in Finland), or higher number of departments with coordinators (called e.g. Deputy Permanent Secretaries or Directors General). 10
Based on this analysis, we make 2 recommendations: Recommendation A.1: Do not reduce staff at the MEST. Strengthen staff numbers for R&D area and special support area by gradual increase and rebalancing of the HR resources. Recommendation A.2: Design and implement a new MEST’s organizational structure based on 2 levels with the following basic rules: the units at the upper level are generally called departments, the units at the lower level are generally called divisions; other names can also be used, each unit at the lower level is a part of a unit at the upper level, there are no initial limitations on the size and structure of organizational units, department may or may not be divided into divisions, the partition of a department into division need not involve all members of the department. Further findings and recommendations on the organizational structure can be found throughout the whole text of the report. Human resources Capacity of the MEST human resources is the most frequently mentioned problem in all assessment materials on education sector in Kosovo. For example, in the above mentioned Swedish study we can find that “the current administration has encountered serious difficulties in managing the education sector due to ...inexperience of political and civil staff ...” though “it should be recognized that there have been significant capacity building initiatives (albeit not very systematic) supported by both local institutions and international partners, but with limited effect capacity development has mostly been supply-driven and largely fragmented and has proved to be mostly only marginally effective. Support to capacity development has to respond more to a clear demand and be designed and implemented under partner government leadership. In order to better approach this key area – essential for successful sector-wide program design and implementation – a new approach is needed, including simple and effective capacity needs assessment tools and the design of an overarching capacity development plan.” As can be seen also from these observations, capacity building activities in education sector have been currently initiated and performed mainly by donors and not by the MEST. Moreover, the effect of these activities has been limited. The MEST’s HR unit has no plan for capacity building. There is a clear need for a strategic document for capacity building, but this should not delay activities in the most urgent areas (basic training in the financial and IT issues, information on new regulations and organizing courses in languages). Though with limited effect, some capacity building activities have been recently performed and it would be helpful to have a list of these activities and their participants when preparing a new HR capacity building plan. Recommendation A.3: Prepare a short-term interim plan for HR development of MEST’s employees in the most urgent areas (financial and IT literacy, new regulations, languages). Recommendation A.4: Build a database of learning activities that were provided by donors and their participants as well as those activities that are under preparation and use it in managing the MEST’s capacity building. Recommendation A.5: Prepare in cooperation with international experts within the upcoming SWAP FOR EDUCATION project a strategic document on HR capacity building. 4 The first step of a comprehensive solution of the HR capacity building problem is a strategic plan. The roadmap for the preparation of such a plan has already been prepared in the Swedish study. 4 Developing such a document is recommended also in the Report III of the Swedish study (roadmap 2). 11
Page 1 and 2: Functional Review and Institutional
Page 3 and 4: EXECUTIVE SUMMARY This report prese
Page 5 and 6: Introduction This report presents r
Page 7 and 8: have been assessed and reviewed by
Page 9: Chart 3 Chart 4 In terms of how the
Page 13 and 14: Recommendation A.12: Gradually add,
Page 15 and 16: iii) Division of special education,
Page 17 and 18: Internal Audit In the small EU coun
Page 19 and 20: There is the basic IT support, whil
Page 21 and 22: Table 2: Comparisons of agencies in
Page 23 and 24: Pre-university Education Developmen
Page 25 and 26: Table 3: Lower level of the recomme
Page 27 and 28: Based on the new R&D strategy decid
Page 29 and 30: Annex 1: List of interviews Organiz
Page 31: Annex 2: FRIDOM’s comments on the

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