OECD’s Engagement in Promoting Good Governance Plenary meeting of the Annual Conference...
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Transcript of OECD’s Engagement in Promoting Good Governance Plenary meeting of the Annual Conference...
OECD’s Engagement in Promoting Good Governance
Plenary meeting of the Annual Conference “Development of Public Governance in Russia. The Present and the Future”
Moscow, 22 March 2012
Martin Forst Public Governance and Territorial Development Directorate
WHAT IS THE OECD?
OECD: who are we?
Organisation for Economic Co-operation and Development
• 34 countries worldwide
• Cooperation with both member and non-member countries
• Russia is negotiating to become a member
• Close relations with Brazil, China, India, Indonesia South Africa and MENA countries through “enhanced engagement”
• 12 departments
• About 250 committees, working groups and expert groups
• About 2 500 staff
Our mission: to promote policies that will improve the economic and social well-being of people
around the world
Who drives the OECD’s work?
CouncilOversight and strategic direction
Representatives of member countries and of the European Commission: decision taken by consensus
CommitteesDiscussion and Implementation
Representatives of member countries & countries as observers work with
Secretariat on specific issues
SecretariatAnalysis and proposals
Secretary-GeneralDeputy Secretaries-General
Directorates
Public Governance Family of Committees
Public Governance Committee
Regulatory Policy Committee
Network of Senior
Officials from Centers of
Government
Territorial Development Policy
Committee
Working Party of Senior Budget
Officials
Network on Public Sector
Integrity
Network on E-Government
Network on Public
Employment and
Management
Global Forum on Public
Governance
Network of Parliamentary
Budget Officials
Network on Performance and Results
Network on Financial
Management
WHAT DOES OECD DO IN
PUBLIC GOVERNANCE?
New governance solutions: OECD as the path-finder
• Observatory of Public Sector Innovation • Open government and transparency • Evidence – based policy making • Transparency and integrity in lobbying • Performance of justice and regulatory
institutions • Innovation in administrative justice
1. Standards and instruments
2. Evidence and benchmarks
3. Taylor made policy advice and
solutions4. Policy dialogue
5. Capacity building and
implementation
OECD Governance Tools
Standards and evidence
Policy standards and guidelines• 1998 Recommendation on
Improving Ethical Conduct in the Public Service
• 2003 Recommendation on Guidelines for Managing Conflict of Interest in the Public Service
• 2008 Recommendation on Enhancing Integrity in Public Procurement
• 2010 Recommendation on Principles for Transparency and Integrity in Lobbying
• 2012 Guiding Principles for Regulatory Quality & Performance
Other guidelines & best practices• Open Government
• E-government
• Budgeting
• OECD – APEC checklist on regulatory performance
• Human Resources Management
Comparative Evidence • Government at a Glance
• Regions at a Glance
• Indicators of
regulatory management
• Public Governance Databases
Tailored policy advice and dialogue
Governance Peers Reviews• Horizontal governance reviews
(France, Poland, Ireland, Finland, Estonia)
• A whole of government approach
• Comprehensive view of reforms
• Sectoral reviews (Brazil, US, Mexico)
• Human resources
• Budgeting
• E-government
• Integrity
• Regulatory Reform
• Territorial Development reviews (South Africa, Russia)
Policy dialogue • Access to networks of officials in OECD
countries
• Global Forum on Public Governance
• Meetings at Ministerial Level
Capacity building & implementation
• Advisory sessions
• Peer-to-peer workshops
• Study visits
• Reform roadmaps: sequencing and staged implementation
OECD Public Procurement Review of the Mexican Institute of Social Security
Increasing savings through better streamlined and innovative procurement processes
Remaining challenges Selected Proposals for Actions•Procurement function considered an administrative task
•Consolidated procurement data are not available
•Reactive and urgent processes
•Poor performance of suppliers
•High amount of bid challenges
•Changing the perception of the procurement function
•Improving the current information system capacity
•Developing the capabilities to deliver (IT integration, professional workforce)
Public Governance Review of France
OECD review and recommendations
• Indicators in public
service delivery
• Strengthen government wide vision
• Enhance inclusive policy-making
• Advance strategic use of e-government
• Support choices with limited funds
Country features• Important place in the world
• Management is not flexible and reform of HRM is difficult
• Competent country
• High deficit and public debt
• No consensus on the size of public service & level of HRM flexibility
Public Administration Reforms
• Openness & transparency
• Modernisation of HRM
• Inter-ministerial coordination and management
• Citizen-focus
RUSSIA’S ACCESSION TO
THE OECD
Accession Roadmap
Timeline to-date• 1992 – beginning of the OECD
co-operation with Russia
• November 2007 - the OECD Council approved the roadmap to accession for Russia
• February 2012 – accession to the OECD’s Anti-Bribery Convention
Accession roadmap • 23 OECD Committees
• Key criteria – Acceptance of Acts of the
Organisation – Acceptance of OECD
standards (accepted by OECD Members)
– Coherence with member country policies and practices, including public governance
• Milestones met
WTO accession
Accession to the OECD’s Anti-Bribery Convention
• Final decision – by the OECD Council
Two OECD committeesPublic Governance
CommitteeRegulatory Policy
Committee
E-government
Management of Regulatory Quality & Administrative
Simplification
Multi-level Governance
Human Resources Management
Integrity in the Public Sector
Open and Accountable Government
Structure and Coordination of Government
Budgeting
Public Governance Building Blocks- Accession Assessment
Thank you for your attention!
Большое спасибо за внимание!
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