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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ The Government of the Slovak Republic notified a draft act amendi ng article 7(4) and (5) of the Act 2006 in 2012. According to these draft amendments from 2013 onwards the operator needs to pay the levy to the Ministry of Economy. The Ministry of Economy oversees and coordinates the fund in the Slovak Republic (Aid 2013). 4.3.2. Comparison and evaluation of the national organisational structures with best practice In all three countries Bulgaria, Lithuania and Slovakia the national structures are clear, straightforward and transparent. Based on our findings in chapter 3 a major difference between EWN and the three countries was that in the case of EWN the German Finance Ministry as the sole financial contributor took over the complete control over the activities of the company. The basic structure of the management level at EWN was already changed from the start to better fit to the decommissioning project needs. And EWN was, from the beginning, tightly controlled by the supervisory board, in which the Ministry acted. All strategic decisions of the company’s management were intensely discussed and approved in that way. The administering of the implementing organisation by the responsible Ministries in case of Bulgaria, Lithuania and Slovakia was not as close as it was at EWN. First of all, the powerful operating organisations kept their traditional role, resisting against any external influence to change their approach. Secondly, a possible reason for the different role of the national control organisation in the three cases was that the external control institutions (Donor Assembly, EBRD as fund manager and project presenter) were more expected to take over that role, just because these controlled the major part of the resources. The design of the national implementation organisation, its internal structure, the configuration of its management level, its self-confidence and the quality and performance of work on this decisional level was to be defined and controlled by the national authority supervising the organisation. But this task was not adopted by the responsible Ministries: there were neither any incentives nor any requirements to take over that new role. Their focus was rather on achieving the necessary resources to finance the decommissioning than on finding the mode of changing management, planning, project and work structures. The fact of not identifying, finding and taking their role in setting up an organisational framework in the early phase of decommissioning to adapt their national setting to the new decommissioning task delayed the process further. In the view of the national administrations it was rather expected from the external control institutions to take this responsibility. But as those external institutions were objectively not responsible to control the inner design of the decommissioning organisation, substantial delays in the setup of the responsible organisations were characteristic. So it took several years until the national structures reached today’s more appropriate state. As an example the establishment of the managing organisation in Bulgaria is shown in Figure 33. 102
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Figure 33: Timeline establishing the managing organisation in Bulgaria Source: Authors As can be seen it took nine years to establish DP RAO to its current structure. The external funds, as controlled by the Donor Assembly and administered by the EBRD, did not require the receiving countries to adjust their national organisational setting. The importance of substantial changes to the whole national framework regime was not identified 21 and no requirements were derived from that. The definition of minimum managing requirements in the Framework Agreements concentrated on management requirements within the national organisation: '(a) The implementation of each Project shall be managed, coordinated and monitored, by a Project Management Unit (herein called the 'PMU') established by the Recipient. The PMU shall establish adequate organisational structures to perform specific engineering, procurement or other services. The PMU shall be staffed with consultants engaged in accordance with the applicable procedures of the Bank and the Fund and with suitably qualified specialists provided by the Recipient. The relevant Grant Agreement shall contain the specific provisions relating to the responsibilities, establishment and operation of the PMU.' (Agreement 2001) So the role of the supervising national body, to oversee the managing organisation and to supervise their strategic decisions, remained undefined. The consequence was that the governments were not getting aware of their role as: a) A strategic decision maker; b) A reviewer of plans of the managing organisation in an early stage; c) The responsible institution to supervise management’s activity, 21 It could have been known if lessons learned from the EWN case would have been drawn in an early stage: at the time of IDSF set up this case was already ten years old. 103
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