43 secondarily trying to extract structured data, through the creation of electronic databases and registers, from the architecture of this document-oriented information. This situation in the public administration to some extent is characterised by colloquially developed term “paper sliding”. The modern understanding of the ICT opportunities allows further development, by conceptually abandoning the document as an axis of public process and information organisation, which acts only as an information carrier. Instead, providing the information per se which is created, stored, processed and distributed digitally, allowing its conversion into/from analogue format only for the needs of customer service (digital by default). Another area, whose implementation is delayed by historically developed organisational structural competences and functional division and culture of public administration, with considerable potential for development and optimisation is inter-institutional and cross-sectoral processes. The existing public administration level of maturity allows adequately look at, identify and assess such basic operational processes that historically have developed and localised within the limits of one institution or department, but at the heart of each of these processes lies a larger, perhaps even unconscious element of inter-institutional or even cross-sectoral operational process. By identifying and analysing such processes it is possible to discover until now unconscious opportunities of public administration process optimisation, which is offered by the overall vision of the purpose and structure of the objective; thus, revealing unnecessary or ineffective actions in each sub-process of this single operational process, which can be fully eliminated or optimised through ICT solutions. Required Actions Such document-oriented paradigm shift creates an opportunity to transform public administration processes innovatively and releasing them, using ICT solutions, from mechanical actions and restriction imposed by document-oriented information moving between actors of public administration processes. Instead, focusing on decision-making and cooperation between the participants involved in decision-making process. For example, to eliminate substantially request and reception of various notices, replacing them with a direct access to information systems granted to decision-makers. Within the process redesign it is essential to identify the full content of the corresponding process in order to make sure in the earliest possible stage of the analysis that the proposed modification covers the entire process (especially inter-institutional or cross-sectoral processes), rather than a separate, in one institution localised part of the process, which will not result in the greatest benefit from the planned optimisation. During the evaluation of basic operational processes, drawing up proposals for improvement of processes, among other things, it is necessary to evaluate basis of laws and regulations, operating practice in institutions and the corresponding ICT provision and to offer suggestions for their improvement. Improvement proposal should contain the implementation plan of proposed solution set, anticipating implementation of upgraded ICT provision, in legally and organisationally arranged environment. Similarly, when modifying processes, it is necessary, as far as possible, to modernise also monitoring and control functions – relatively expensive specific object and transaction controls replacing with the systemic controls in which, rationally selecting control target, it is possible to information_society_development_guidelines_2014_2020.docx; Information Society Development Guidelines 2014-2020