WGA 2020 | Slovenia | Operationalisation

Operationalisation

Question:
What administrative structures and processes are in place to back-up the policies described in the previous section? How does your country operationalise a WGA and with what success? What are the key operational enablers and ‘disablers’ of a WGA in your country?

Slovenia Expert

Milan Jazbec

Slovene Ambassador to the Republic of North Macedonia, Skopje

Milan Jazbec has been the Slovene Ambassador to the Republic of North Macedonia since September 2016. He is also Professor of Diplomacy at the University of Ljubljana and teaches diplomacy at the Faculty of International and European Studies of New University in Nova Gorica. Milan served as the Slovene Ambassador to Turkey from 2010 to 2015, and was also accredited to Azerbaijan, Iran, Iraq, Lebanon and Syria. He has been Director of the Policy Planning and Research Department (2006–2010), the Department for European States (2015–2016), and the Consular Department (1996).
He was also State Secretary for Defence Policy at the Ministry of Defence (2000– 2004) and the first Slovene Consul in Klagenfurt. He has published more than 50 books in nine languages, one-third of them on diplomacy. He is a Member of the Slovenian Association for International Relations, Editor of the academic journal European Perspectives, and a Member of the Slovene PEN since 2017. In 2019, Milan received the Racin Award for his achievements in literature and, in 2005, the Grand Decoration of Honour in Gold with Star for services to the Republic of Austria.

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Generally, the main part of the structural shifts that support the WGA-like policies and approaches were introduced into Slovene policymaking after it became a member of the EU and NATO in 2004 as well as when it held the rotating presidency of the Council of the EU in 2008, both of which deepened, enhanced and formalised many elements of its policymaking structures and processes. It was also influenced by experiences of taking temporary leadership roles for other multilateral projects and institutions, as discussed above.

These memberships and leadership roles have triggered many changes that reflect Slovenia’s commitment to an integrated WGA- like approach. For example, after Slovenia joined the EU, its former Ministry for EU Affairs was transformed into the Government Office for Development and EU Affairs (GODEA). In the meantime, the main change within the MFA involved the introduction of the position of a director general and corresponding directorates as well as the position of a political director.

The MFA’s Directorate for EU Affairs has four departments: the Department for European Affairs, the Department for European Countries (i.e. EU and EEA members), the Department for European Countries (which are all EU members), and the Department for General and Institutional Affairs. The position of its director general is merged with that of the political director, as experience showed that this was the best solution for policy integration in practice. The main principle for defining departments consists of geographical and topical criteria, which is in keeping with the practice of the EU’s organisational units. The MFA has a Directorate for Common Foreign and Security Policy (CFSP), and the Department for Development Cooperation and Humanitarian Aid is located in the Directorate General for Economic and Public Diplomacy.

The related changes in structures, approaches and policy efficiency have primarily been driven by practical needs. They are most noticeable in the MFA and the MoD as well as in the organisational arrangements and changes in the Office of the Prime Minister, but also in some other ministries, such as the Ministry of the Interior. They focus on adopting and implementing policies and their organisational modus operandi as well as on pragmatic approaches related to the activities of various international actors.

On the whole, one can say that, even though they are not formally defined as a WGA, these adapted structures do produce integrated, comprehensive and coordinated approaches to policy issues and their implementation. They have also functioned at between an average and excellent level. For example, in times of an emergency or crisis, these bodies and structures have been able to respond in an effective and high-quality manner. One outstanding example of this is the efficiency with which Slovenia (in close cooperation and coordination with the EU bodies as well as on their behalf) managed the process related to Kosovo’s proclamation of independence while Slovenia held the presidency of the Council of the EU in the first half of 2018.

Currently, the strongest motivator for further effectiveness and quality of the process leading to a formalised WGA is Slovenia’s forthcoming presidency of the Council of the EU in the second half of 2021. Its preparations are mainly focusing on policy, political, financial, organisational and personnel-related aspects. If its efforts to foster collaboration, coordination and synergy succeed in Brussels, it would only strengthen the argument and push for formalising a WGA back home.

One should also note that there are no special financial resources dedicated to WGA-like activities in Slovenia. They are therefore covered at present by the 2020–2021 national budget, which is also focused on the forthcoming presidency of the Council of the EU. Budgetary means for processes related to responding to international crises and emergencies are taken from the MFA, the MoD, the Ministry of Interior, and other resources. A recent example of this involved the management of the 2015/2016 migration crisis. Although there were no explicit resources in the budget for this purpose, the government’s response was efficient and had the needed financial and personnel resources. Regarding the latter, one should add that there are also no explicit human resources (HR) policies related to WGA-like activities in Slovenia. However, the Ministry for Public Administration seeks out individuals who have the experience and abilities needed to conceptualise and implement integrated, comprehensive policy approaches and solutions.

Within the government structure, there are not any formal leadership positions that would push for a WGA. However, clear elements of such an approach are evident in the activities of the current government, which was appointed by the National Assembly on 13 September 2018. Indeed, working under the determined prime minister, these veteran officials have brought a WGA-like method of leadership to this government’s activities. These individuals include the minister of foreign affairs and the minister for infrastructure, both of whom are former prime ministers. There is also the current minister of defence, who is serving his second term in this position and is the longest-serving of all the ministers, having also been the minister of foreign affairs for seven years and the minister of the environment for three years. And there are also the minister of economic development and technology, the minister of education, and the minister of justice, all of whom are also serving in their second terms.

The effectiveness and quality of this political/administrative leadership when it comes to enabling a WGA can be assessed as average to excellent, depending on the issue at hand. This way of coordinating and implementing political issues can primarily be attributed to the vast political experience of the above-mentioned members of the government. Indeed, their style of governmental decision-making reflects a de facto WGA – and one that could rather easily be transformed into a deliberate, formalised WGA, a move for which there is noticeable support.

Slovenia Report