Lisbon Agenda Implementation: the Example of Slovenia sustainable economic growth with more and better jobs and greater social cohesion”. Later, the strategy was also complemented by environment-related goals. Effective implementation of the Lisbon Strategy called for a comprehensive approach, a combination of different and harmonised instruments and policy measures, both macro- and microeconomic, as well as the achieved level of social consensus. The findings of Wim Kok's report showed that the EU is not on course to meet its goals. Actually, it recognised that EU cannot be satisfied with the results achieved in relation to the Lisbon Strategy in the first five years. Implementation of the reform package agreed in Lisbon made progress in some fields both at the national and EU levels. However, the EU was way behind the set goals. The disappointing delivery was ascribed to an overloaded agenda and to shortcomings in governance. In other words,“Lisbon is about everything and thus about nothing. Everybody is responsible and thus no-one”(Pisani-Ferry and Sapir, 2006). We can conclude that Lisbon failed due to a lack of prioritisation, to bad governance and a lack of political commitment and ownership from the part of the member states. The spring 2005 European Council approved the proposal for a new start to the Lisbon Strategy put forward by the European Commission earlier in the year. In line with the Commission proposal, the European Council refocused the strategy on growth and employment. With the aim of improving the governance of the Lisbon Process, member states had to prepare three-year National Reform Programmes by mid-October, backed by concrete measures and targets for achieving higher and sustainable economic growth and greater employment. Identifying their own challenges and shaping priorities was a key to member states' greater national commitment to implementing structural reforms as well as an additional impetus for achieving a consensus and attracting other stakeholders to co-create reforms (national parliaments, social partners). National ownership is regarded as a key to the success of the renewed Lisbon Process. Preparation of the National Reform Programmes was just a first phase of the renewed Lisbon Process. Now, the political will is needed to translate commitments, measures and announced reforms into real results for growth and jobs. Five main challenges can be identified regarding the National Reform Programmes:  better functioning of the labour market; 95