Strategic Planning and Development In 2010, the LED continued to deliver advice and assistance to the MoI related to the development of strategic planning and management. This effort was to a large extent based on a top-down approach, primarily from the MoI’s Cabinet, State Secretariat, and Division for Finance, Human Resources and Common Affairs. The reporting period witnessed the development of two key strategic documents as well as an unprecedented level of activity related to strategic development, with some notion of New Public Management being discussed. The first key strategic document which was being finalized towards the end of 2010 was the overall MoI Development Strategy 2011-2016. This no doubt represents a benchmark for Serbia’s police reform effort. The LED supported this process through a variety of initiatives co-ordinated through the Bureau for Strategic Planning (BSP) as the MoI’s lead organizational unit responsible for facilitating strategic planning. This has included the organization of retreats, making available external expertise as well as support in organizing a public debate on the draft document, which cumulatively ensured that the drafting process was informed, consultative, transparent, effective and efficient. The Strategy was planned to be adopted in early 2011, after incorporation of relevant input. In order to institutionalize and improve on this initial strategic planning process the LED supported the drafting of a Strategic Planning Guidebook, which was to serve as a crossministry baseline document in future such processes. These positive developments directly contributed to positioning the Serbian MoI as leader in strategic development, both at the national and regional level. This was reinforced at the Sarajevo high-level Regional Workshop on Democratic Policing, jointly organized by the SPMU and the Regional Cooperation Council (RCC). The workshop, which was dedicated to “Change Management and Strategic Planning”, was attended by MoI relevant personnel through the LED’s active support. The MoI’s draft Strategic Plan was presented for the first time to an external audience. In parallel, the LED continued to build the capacity of the MoI in strategic management, being a necessary requirement for utilizing the above strategic developments. Under the project “Enhancing Core Capacities for Strategic Planning and Management in the MoI of the Republic of Serbia” funded by the Finnish government, key MoI officials visited the Dutch Ministry of Interior and Police to gather knowledge and experiences of a successful model of strategic planning and control based on analysis and partnership. Furthermore, a large group of MoI managers attended an intensive training course on “Public Policies, Consensus Building and Change Management”. The course helped establish a common understanding of public sector governance with focus on internal security and provided a solid basis for public policy design and policy development. This project also equipped the BSP with IT equipment, while the LED organized advanced IT training for BSP staff, with focus on ITsupported presentation, organization and project management skills. In further support of strategic development, during 2010, the LED and the MoI jointly implemented the project on “Evaluation of the Human Resources Management in the MoI of the Republic of Serbia” financed by the Norwegian Government. This crucial area of reform was mutually recognized as a priority area over the forthcoming period and a gradual approach to tackling it was adopted. As an initial awareness raising exercise within the above project, the LED initiated a seminar “Introducing the Contemporary Concept of Human Resource Management” geared towards 54