Matevž Hribernik or not, but when and how. Slovenia started with gradual transition to the market economy at the beginning of the 1990s and then pursued further structural reforms when entering the EU. As new challenges arise we have to tackle them with further changes and reforms. The overloaded Lisbon Agenda and unclear objectives and priorities, in addition to the inactivity of some member states, have led to an unclear approach and lack of delivery. The renewed Lisbon 2005 tried to tackle the main drawbacks of the original Lisbon Strategy and the absence of structural reforms, with the improved focus on growth and jobs and higher degree of political ownership. Some questions still remain open: how to make coordination of reforms more effective or how and whether to set an improved benchmarking framework. The possibility to set their own national priorities and the introduction of NRPs was also very welcome, though comparison between programmes is quite difficult due to lack of uniformity. From Slovenia's case we can draw the following conclusions: Better focus and prioritisation: Focus on proper priorities is a key to the success of every development, also Slovenia's. The EU should allow its member states a certain flexibility and independence in defining priorities according to their national preferences and developmental goals. Slovenia also argued for an integrated approach that places emphasis on all three aspects of sustainable development- its economic, social and environmental components. The key to success is to act on good intentions and according to priorities needed, in spite of pressure from special interests and in spite of the political risks associated with a less cautious approach to reform. Improved ownership: Lack of national ownership was one of the shortcomings of the original Lisbon Strategy. The renewed Lisbon Strategy has put the ownership and NRPs at the centre of the process. Preparation of strategic documents in Slovenia shows that involvement of stakeholders in the process of preparation of strategic documents and goals is crucial. For the best organisation of that involvement, special institutional arrangements need to be established. The tripartite body, the Social and Economic Council, where employers, employees and the government meet, was established several years ago. Another opportunity to talk with interested stakeholders is through the Council for Sustainable Development. The success of the national strategies cannot be guaranteed without the involvement and participation of interested stakeholders. Without national ownership for reforms, every government will have problems in implementation of the measures. 112