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This OECD Regulatory Policy Working Paper relies on an empirical stocktaking of mutual recognition agreements (MRAs) among selected OECD countries. It aims to build a greater understanding of the benefits and pitfalls of one of the 11 mechanisms of international regulatory co-operation.
An expert meeting on Senior Civil Service: Performance, Accountability and Organisational Success taking place at the OECD in Paris on 26-27 November 2015.
OECD countries are increasingly attempting to achieve savings through their public procurement systems, in particular in healthcare. In 2012, the State’s Employees’ Social Security and Social Services Institute in Mexico (ISSSTE) asked the OECD to review the effectiveness and integrity of its procurement system and to address bid-rigging. Many of the OECD’s recommendations led to enduring reforms at ISSSTE. In 2015 the OECD conducted a new review focusing on planning and coordination of procurement activities, market research and improvement of medical services. This report presents the findings of the review and notes the ISSSTE’s recent achievements. It also makes recommendations to support the alignment of the ISSSTE’s procurement practices with the 2015 OECD Recommendation of the Council on Public Procurement and includes action plans for priority activities.
Publications, surveys and policy briefs produced on Regulatory Policy in the context of the programme on Measuring Regulatory Performance.
This report on the Public Procurement Service of Korea examines the effectiveness of its system, identifying good practices that can inspire reform efforts in other countries. In particular, the report highlights the efficiency gains achieved by implementation of a comprehensive e-procurement system and the savings generated by an integrated support for government-wide contracts. It also looks at how Korea is adopting a strategic and multi-dimensional approach to using public procurement in the support of small businesses and other social objectives. In identifying possible improvements to Korea’s system, recommendations include a more centralised look at workforce training and development issues and additional features for Korea’s e-procurement system, as well as a review of existing certification and preference programs.
CV de M. Rolf Alter, Directeur, Gouvernance publique et développement territorial, OCDE
The Sustainable Development Goals (SDGs) call on all countries to make tangible improvements to the lives of their citizens. The goals encompass social, environmental and economic aspects. The success of the SDGs depends to a large extent on the coordination of implementation efforts through good public governance.
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This OECD Regulatory Policy Working Paper presents the methodology, key results and statistical analysis of the 2015 Indicators of Regulatory Policy and Governance (iREG) to complement the OECD Regulatory Policy Outlook 2015.
This review focuses on the objectives and direction of the State Territorial Administration Reform (STAR) that the Government of Hungary launched in 2010. It provides an evidence-based evaluation of the current state of the reform and identifies steps that can be taken to improve territorial-administration governance and improve service delivery. The review presents practical recommendations to strengthen the structures, processes and resources of the territorial state administration, including opportunities for co-ordination and collaboration between the central, territorial and local self-government administration.
This review analyses public governance in the Slovak Republic and provides recommendations to support ongoing comprehensive public administration reform. The analysis is structured around five key areas: the centre of government’s capacity to steer and lead policy development and implementation; analytical and evaluation capacities; human resources management and civil service; e-government; transparency and integrity in the public administration. The review identifies two main themes running through these five areas: The first is the need for more effective whole-of-government co-ordination of strategy-setting and implementation, led by the centre of government. The second is the need to generate and use evidence more effectively when making decisions.