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Vision of the Ministry of Finance of the Slovak Republic

The vision of the Ministry of Finance of the Slovak Republic is:

“The Ministry of Finance of the Slovak Republic is an organisation whose team of professional employees, in accordance with the defined values of the organisation, ensures the quality fulfilment of the organisation’s mission and the Manifesto of the Government of the Slovak Republic”

The key mission of the Ministry of Finance of the Slovak Republic is:

“The Ministry of Finance of the Slovak Republic guards public finances and strives for the financial health and prosperity of Slovakia.”

A more detailed version of the mission of the Ministry of Finance of the Slovak Republic (hereinafter referred to as the “Ministry”) determines the principles of activity and the long-term direction of the Ministry:

The main effort of the Ministry’s management is to ensure the consistency of general government revenues and expenditures with the macroeconomic and strategic goals of the government’s policies, monitoring their efficient use, fiscal consolidation and long-term sustainability of public finances within the eurozone, compliance with the rules for the use of public resources, effective implementation of EU financial instruments and other foreign aid while respecting the principles of good financial management, reduction of the tax burden on low- and middle-income groups, reduction of tax and customs evasion and suppression of the grey economy.

Quality fulfilment of the vision and mission of the Ministry, including further implementation and development of structural reforms, has the potential to support economic growth, long-term competitiveness of the Slovak economy, with the aim of bringing the standard of living of the citizens of the SR closer to the European average.

The existence of a quality government is essential for the continued successful development of Slovakia. The Ministry has a key position in the government, which is a significant prerequisite for ensuring that the changes implemented are sustainable and that they are gradually improved. The Ministry’s management is directing its efforts to ensure that the Ministry, both at the level of the entire budget chapter and at the level of the service office, is an institution that fulfils its tasks efficiently and at the same time has a good credit and reputation vis-à-vis the public and other institutions and partners, as well as internally vis-à-vis its employees. Achieving this will be characterised by fulfilling a wide range of important principles and guidelines, as well as the existence of relevant systemic mechanisms and processes.

The activity of the Ministry has clearly defined users of its outputs, which are primarily citizens, natural persons and legal entities predominantly from the business sphere, general government organisations, the Government, the Parliament, to a significant extent EU institutions, international financial institutions, national financial institutions, regional and local governments, non-governmental organisations, and educational institutions.

The fulfilment of the tasks of the Ministry as the administrator of the budget chapter is conditional on the effective functioning of the Ministry as an authority based on the basic principles of the EFQM Excellence Model. The Ministry has in place a rational organisational structure, experienced and motivated employees, appropriate material equipment, well-functioning management and internal information and communication systems and related processes, as well as external communication mechanisms.

The successful functioning of the Ministry is conditional on the existence of the following principles, policies, and mechanisms in nine key areas, which are defined based on the fundamental principles of the EFQM Excellence Model.

1. Leadership

  • Open communication with Ministry stakeholders
  • Receiving suggestions and opinions from the external environment
  • Supporting the implementation of innovation and effective management by the Ministry’s management
  • Managing subordinate organisations on a partnership basis and communicating openly with them
  • Consistent functioning of the Ministry as a model of modern and efficient ways of running and managing the government
  • Transparent functioning and management of the Ministry

Open communication at all levels of management plays a key role in the functioning of the Ministry. Therefore, the Ministry also strives to apply additional principles:

  • Receiving opinions and suggestions from the employees of the Ministry
  • Open communication within the Ministry and close cooperation between individual specialised departments
  • Delegation of authority within the Ministry
  • Internal commenting on strategic documents and governing acts
  • Leaders act as role models and respect the values of the Ministry in order to develop and enhance the reputation of the Ministry

2. Strategy

  • Advocating a long-term approach based on the idea of long-term sustainable growth of the Slovak economy
  • Promoting a programmatic and planned approach to public resources in the way other ministries and other general government bodies work
  • Promoting a programmatic and planned approach to state finances in the thinking and ways of working of all sections, departments and key employees of the Ministry
  • Permanent improvement of the functioning of the Ministry as an inspiration for other departments and the entire public sector
  • Systematic monitoring, evaluation and active response to signals from the external environment
  • Defending the interests of the SR in specific international and domestic legal disputes

3. People

In order to build and maintain a skilled workforce, the Ministry’s office develops the competence and expertise of its staff through the promotion of training.

  • Building and maintaining a stable team of competent and qualified individuals
  • All employees of the Ministry act as assistants and advisors for anyone who needs it, through a constructive and professional approach
  • Creating and implementing new tools for rewarding and motivating employees
  • Systematic support for the professional and career growth of employees outlined in the training plan
  • Supporting information sharing, dialogue and collaboration among departments
  • Rewarding employees according to their contribution to the achievement of the Ministry’s goals, taking into account their performance while at the same time acting as a motivator for future performance
  • Gaining feedback from employees through satisfaction surveys to improve strategies, policies, plans and functioning of the Ministry
  • Supporting social areas through the social fund and improving the working environment

4. Partnerships and resources

The Ministry’s office adheres to ethical standards of cooperation with external partners. At the same time, it makes active and efficient use of available material and financial resources, including information and communication technologies. It also cooperates transparently with the private sector in the interests of efficiency.

  • Active co-creation of partnerships benefiting the economic position of the Slovak Republic
  • Effective use of external partnerships for the overall effectiveness of the Ministry
  • Efficient use of the Ministry’s assets and allocated budgetary resources
  • Effectively supporting the development of the IT support needed for all the Ministry’s processes
  • Regular feedback from Ministry partners to improve collaborative settings
  • Use of tools to share information and work experience among Ministry staff

5. Processes, products and services

Key processes and mechanisms are set up in the Ministry with the primary aim of delivering its main tasks efficiently, to the required quality and in a timely manner

  • Maintaining process management in all key areas
  • Maintaining continuous improvement in the process of delivering the Ministry’s products and services to stakeholders
  • Maintaining continuous improvement in the functioning of the Ministry through process management, introducing systematic measurement and monitoring of process performance
  • The existence of clear and transparent standards defining the internal working mechanisms of the Ministry
  • Setting up and managing processes to ensure the quality and timely delivery of the Ministry’s tasks
  • Flexible management processes and decision-making
  • Adaptation of the Ministry’s processes to external and internal needs

6. Customer results

  • Building customer satisfaction through effective communication
  • Clear definition of users of “key” processes
  • Embedding internal and external mechanisms to monitor the delivery of the Ministry’s key strategic objectives and customer satisfaction
  • Continuously monitoring and measuring the Ministry’s performance in the context of predicting its future impact on customer perceptions
  • Actively soliciting feedback from the Ministry’s customers in order to improve the services and products provided
  • Proactively monitoring and measuring internal process performance factors affecting the achievement of key strategic objectives and customer satisfaction
  • Building relationships with customers based on trust in the future outcomes that will emerge from the process of delivering the Ministry’s products and services

7. People results

The Ministry regularly monitors the performance of its employees, as well as their satisfaction with the functioning of the Ministry and with the working conditions and working atmosphere. As part of its monitoring of employees’ views, the Ministry seeks to prevent misunderstandings and problems in the area of staffing and also to improve the set-up of existing processes. In relation to employees, the Ministry therefore seeks to apply the following principles:

  • Incorporation of mechanisms to monitor the internal atmosphere and its long-term evolution
  • Systematic monitoring of employees’ views, avoiding misunderstandings and problems in the personnel area
  • Effective use of internal communication tools within the Ministry
  • Strengthening the Ministry’s corporate culture

8. Society results

An important attribute of the work of the Ministry is good credit among relevant output user groups, other ministries, and with organisations whose activities intersect with those of the Ministry, as well as in society at large. The Ministry implements and maintains a system of corporate social responsibility within the organisation, as well as improving the Ministry’s overall positive impact on society and societal activities in accordance with all relevant legal and other requirements.

  • Monitoring the level of performance within government bodies and institutions with similar or overlapping activities (benchmark)
  • Evaluating and strengthening relationships with relevant opinion forming institutions (e.g. media) and communities
  • Systematic evaluation of the level of relations with the business community and citizens, designing and evaluating information and communication campaigns
  • Implementation of the “Green Office” system in the conditions of the Ministry
  • Implementation of the corporate social responsibility system in the conditions of the Ministry
  • Leveraging the expertise of Ministry staff for the benefit of the community/society

9. Business results

The Ministry maintains continuity in developing values, goals and objectives within the economic performance of the organisation. The Ministry regularly evaluates the achievement of its objectives. It also monitors the satisfaction of the external environment and actively responds to:

  • The existence of an environment for long-term sustainable growth of the Slovak economy
  • Effective public finance management and consolidation system
  • Effective use of information technology to promote and develop the informatization of society
  • Effective accounting system for state revenue, expenditure and assets, introduction of unified state accounting and reporting, development of the State Treasury system
  • Effective tax collection and administration system, unification of collection of taxes, customs duties and insurance levies
  • Effective budgeting, public debt and liquidity management system
  • Effective system of financial relations with the EU and other contributing countries
  • Improved legislative and institutional framework for an efficient and transparent financial market
  • Effective and rapid service delivery to the Ministry’s offices
  • Effective system for ensuring coordination of the financial control, internal audit and government audit system within the Slovak Republic
  • Effective strategic planning system and strengthening of result-oriented budgeting
  • Effective and flexible system for establishing a mechanism to respond to crisis situations