Interview with Jurgita Domeikiene, EU4PFM Project Manager and Key International Expert on HR/PAR

Starting 2024 with the interview series “Experts Speak.” In these interviews, we present the key international experts of the EU4PFM Programme who drive change, shape policies, and share their ideas for transforming the public finance management system in Ukraine. By putting a face to the Programme, we introduce the experts leading Ukraine on its path to EU membership.

In the first interview, we spoke with Jurgita Domeikiene, EU4PFM Project Manager and Key International Expert on Human Resources and Public Administration Reform. Her vision is bringing positive changes into Ukraine’s public finance system.

Professional background

— Please tell us how you introduce yourself and describe your professional experience.

Throughout my career, I have always positioned myself as a civil servant, working in the executive branch of government, mostly in managerial positions in the field of public administration. For me, it was always both a source of satisfaction and a challenge that these positions mainly involved leadership duties. The main focus of my career has been public administration reforms, in particular building an effective management system. Regardless of the policy area, creating a well-structured horizontal framework — comprising institutions, processes, procedures, and people — is crucial for its smooth functioning. This is the foundation.

My duties included initiating and implementing reforms to establish a system with clearly defined tasks for the state, its institutions, respective departments, and civil servants within that structure. I have over 20 years of experience in this field, most of which I spent in the Office of the Government of the Republic of Lithuania.

— What achievements in public administration make you feel most proud?

Every activity that is effective and brings change gives me and my team a sense of pride. But perhaps one moment from my professional career stands out as a great lesson.

It was early 2003, Lithuania was preparing for accession to the European Union. I was Head of the Public Administration Development Division at the Department of Public Administration Policy of the Ministry of the Interior. At that time, I was directly involved in drafting the Public Administration Development Strategy until 2010. Although the Government did not require such a strategy, our team was motivated by the desire to make public administration more effective and transparent: Lithuania was joining the EU, we began participating in EU working groups, studied many best practices, and were full of new ideas and ambitions.

Although it may seem like a simple document, it essentially laid the foundation for public administration reforms in Lithuania for many years ahead. When discussions began and later EU funds started flowing, requiring strategic alignment, our readiness became evident. Incidentally, many policy areas still lacked such strategies at the time, but our field was well-prepared. And when negotiations in Brussels began on funding administrative reforms, we were fully equipped — with a vision and plans on how to best implement these initiatives with EU support.

The most important result was not the document itself. It was our ability to foresee what needed to be done today for the benefit of tomorrow and the future. This was about preparedness: good planning helps to safeguard the future. By the way, this is relevant for my Ukrainian colleagues now as well.

This was not the first or the last strategy I developed. Despite many results, the key lesson I learned is that if you can achieve something today, you should do it — even without concrete support. If you believe in it, you must do it, because it will undoubtedly be valuable in the future.

In summary, my first achievement I am proud of is the strategic approach to driving change and reforms in the civil service and public administration.

— What key factors are necessary to ensure an effective and efficient civil service?

A civil servant does not need to know everything; rather, they should know where to find information, be able to analyze it, and act as good moderators in the decision-making process. Civil service should recognize that evaluating whether a candidate has memorized legislation is not the main task during recruitment. What matters more is their ability to understand written material, to have qualities that help them grasp problems, actively listen to others, communicate, and possess other essential competencies for the job.

In the workplace, a civil servant must be able to resolve conflicts, find solutions, demonstrate planning skills, and have strong communication skills. Finally, they must demonstrate zero tolerance for corruption.

Equally important is that a civil servant should be engaged in both the process and its outcome. If someone’s eyes light up during the process and they realize the importance of the intended result, success is guaranteed. If these components lack enthusiasm, the work simply becomes a routine from 9 to 5.

— Moving to public finance management, what inspired you to decide to become part of EU4PFM?

It all started with small expert roles. Given my interest in different aspects of life, I took on the role of a short-term expert, transferring my experience into EU-funded Twinning projects. My first project took place in 2015 in Moldova and lasted two years. These missions marked my first steps as an expert, where we shared Lithuania’s experience in reforming the civil service and public administration with colleagues from Moldova. Later, I participated in a similar project in Azerbaijan, my second Twinning project, which also lasted two years.

Thus, the knowledge and experience gained were applied when I was offered the opportunity to work as a short-term HR/PAR expert on developing a work plan for the EU4PFM Programme. After the success of my first mission, I was invited to join the team as a long-term HR/PAR expert.

This opportunity seemed attractive to me because it was expert-level work. It was completely new waters, a step out of my comfort zone, which only strengthened my interest, so it was hard to refuse. It’s funny that when you’re just a few steps away from the highest level of civil service, you drop everything to dive into an entirely new environment. Despite that, I felt it was the right decision to take on this challenge. And I joined the project, making my first steps as an HR/PAR expert. Within a week, I was offered the position of Acting Project Manager of EU4PFM.

— What attracted you to this new position?

In Twinning projects, you represent your organization (in my case, the Government Office) and your experience within it, so there is always a certain level of support. But here, you start your journey as an independent expert. At first, you are alone on this path, so your very first task is to build your new team. That was the biggest challenge for me, but one I was very eager to take on.

Paradoxically, I was striving to step away from managerial roles, despite leading teams for more than twenty years. I just wanted to be an expert and enjoy this work. Ironically, the very next week I was offered the role of Acting Project Manager of EU4PFM.

— What made you step away from management positions? Were you tired of taking responsibility for others, or did you find it too draining?

It wasn’t so much fatigue as the fact that it takes a lot. You need to devote significant time to studying new topics. And when you hold a managerial position, you often give more than you receive in terms of new knowledge and ideas. I always strive for such balance, but usually, on the way there, some of it gets lost, because being a leader also means guiding others in your team toward growth and development.

— How would you describe your leadership style?

My main goal is to be part of the team, understand its dynamics, and allow the team to work. Of course, I do not value laziness, irresponsibility, or the need for constant pushing. People who share similar values usually develop while working with me and within my team. This applies not only to work but also to interaction with others. This is the foundation on which a strong team is built.

The same principles apply to our partners and civil servants working in the Ministry of Finance, the State Customs Service, and the State Tax Service — we approach them with open eyes and doors, avoiding the position of “I’m a great expert and know everything.” Instead, we foster an atmosphere of absolute partnership. We genuinely care about their lives, well-being, and families. Our focus is on understanding and communicating with people.

Motivation and work-life balance

— Balancing work duties with personal life can be difficult, especially in responsible positions. How do you manage to maintain a healthy balance while also making a significant contribution to the Programme?

I struggle with this a bit. The work itself feels fascinating to me, and I tend to immerse myself in the process. So when I am truly interested — which is almost always — I sometimes miss the “stop” moment. However, I actively work on improving this aspect.

— Could you share how you work on this?

I close my laptop and walk between 5,000 and 10,000 steps. It doesn’t always work out, but I try to control myself. Everything is achievable. This balance can only be managed by you and no one else. You have to control and combine different aspects. That’s why multitasking has always been a part of my life. But the key is that I never wanted to give anything up. I need everything! (smiles)

— And how do you fight burnout?

Give yourself a little time, even a minimum. These steps, like walks in the fresh air, are my time. Also, I devote at least half an hour to reading before bed, which I consider my personal time. I also include small self-care rituals in my routine. All these actions can be combined through effective planning, just like at work. I “kill” everyone around me with my planning, but honestly, it helps me manage everything.

— Stressful situations also happen. Could you share how you handle them?

By shifting focus. I try to fall asleep with this thought in mind, and the answer often comes in the morning. The most important thing I work on is not to rush. There are cases when I hurry with tasks and do everything quickly. So I try to pause, think, and then the solution comes. Essentially, I am learning to give time to myself and pause before the next step.

Connection with Ukraine and EU integration

— Working in a new country with a different cultural and professional context can be a unique experience. Could you share your first impression of Ukrainians?

My first impression happened in 2015, when we received a delegation from Ukraine. After communicating with them, it became clear that these are people of extraordinary ambition, resilience, and knowledge.

During my first visits in late 2018 and 2019 as part of my initial missions, I especially enjoyed conversations with taxi drivers during long trips to or from the airport. I always liked these discussions. I came away with the impression: this is a nation that is definitely not looking to take any steps backward.

The country boasts considerable wealth, with many resources and opportunities. But what stood out most were its people — people with ambition, knowledge, and a clear understanding of their aspirations. And there are many such people in Ukraine.

— Do you have any particular goals or aspirations regarding this ongoing partnership?

My main priority is the rapid transfer of traditions, values, lifestyle, and communication practices so that the European wave goes deeper. Moving away from the past, we need a faster transition aimed at reducing corruption and eliminating the negative remnants of the old way of life.

Although we are small projects, we work directly with people — civil servants who work with our international experts. Our main goal goes beyond conducting reforms in public finance management; it includes sharing our experience and way of life. Fostering a sense of team unity, openness within your team, not only achieving results but also changing work traditions and communication styles — all this embodies the value we seek to bring.

— Which EU4PFM Programme results are you most proud of?

I am proud of our Project because we found a way to keep working when the COVID-19 pandemic began. Even though the project was at an early stage, we were among the few who did not stop our activities. We quickly gathered the team, moved online, and continued working with partners.

This approach proved useful when the full-scale war began. So when evaluating our results, it should be done through this lens. Looking at the project’s achievements — its integrity, demonstrated flexibility, and responsiveness to our partners’ needs carry significant value. This is the first result.

But the most important thing is that we eagerly awaited the invitation (received by Ukraine at the end of last year) to begin the negotiation process for EU accession. As a project, we are ready and have already provided our partners — the Ministry of Finance, the State Tax Service, and the State Customs Service — with the necessary recommendations. They are prepared and understand what to expect in the negotiation process. In fact, this stage will demonstrate the effectiveness of our work.

HR/PAR direction

— What is important to understand in order to effectively implement EU best practices in human resource management in Ukrainian institutions?

I strive to introduce in Ukraine the same people management practices we have in EU countries. People must understand why they choose a career in the civil service and maintain interest in both the process and the result. A key aspect is awareness of their impact and role in this process.

In addition, I support a competency-based approach to people management. We constantly emphasize to our partners that if an institution understands what results it wants to achieve, it can clearly identify the competencies people need to achieve them. Guided by these competencies, institutions can recruit, evaluate, and train people, recognizing that these competencies are crucial for achieving the intended result.

The civil service must adopt a results-oriented approach, using fact-based methods both in decision-making processes and in daily activities. All decisions made by civil servants must be based not on personal opinions or perceptions, but on analysis, factual data, and consultations with those affected by these decisions. And for this, every civil servant must have the necessary competencies (knowledge and skills).

— Resilience is a decisive factor for the long-term success of reforms. How do you work to ensure that changes made in public finance management continue and bring benefits after the programme ends?

It all revolves around people. Our greatest investments are in people. We work not only with institution heads but with all staff, from specialists to department heads. I firmly believe in the power of words and behavior. The more we communicate and explain, the more often our message resonates. This is sustainability. The most important investments are not in IT systems, but in people. They may change ministries, leave civil service for business or vice versa, but they will carry new vision and understanding. This is the value of our work.

— What would you advise people who want to improve the field of public finance?

I would like every Ukrainian to realize that they are capable of making their own contribution to the development of the country. You are a nation with such a great spirit, resources, and opportunities. All that is needed for a bright future is faith that it can be built through your own efforts.