Publications & Documents


  • 12-October-2009

    English

    OECD member countries support the one-stop shop Tuempresa.gob.mx

    Mexico introduced the one-stop shop "tuempresa.gob.mx" to simplify administrative procedures to start-up a business in Mexico and to facilitate better interaction between individuals and the goverment.

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  • 6-octobre-2009

    Français

  • 1-October-2009

    English

    Managing the crisis: from recovery policies to long-term reforms

    In his annual speech to the Centres of Governments network, Mr. Gurría reminded that this group is becoming more and more important as decision makers in OECD countries and beyond are being confronted by a combination of policy challenges of unprecedented size and complexity. According to the OECD Secretary-General, these challenges can only be addressed successfully if governments act together and learn from each other.

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  • 21-août-2009

    Français

    Renforcer l'Integrité dans les marchés publics : une liste de vérification

    Lors du symposium de l’OCDE Forum mondial sur l’intégrité dans les marchés publics en novembre 2006, les participants ont fait appel à un instrument pour les responsables de l’élaboration des politiques au niveau international pour reformer les systèmes de passation des marchés publics et de renforcer l’intégrité et la confiance du public dans la façon dont les fonds publics sont gérés. Ils ont aussi exprimé leur intérêt à développer

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  • 19-août-2009

    Français

    L'intégrité dans les marchés publics : Les bonnes pratiques de A à Z

    De toutes les activités gouvernementales, la passation des marchés publics est la plus vulnérable à la corruption. Dans les pays de l’OCDE, la corruption par des entreprises internationales est plus répandue dans les marchés publics que dans les services d’utilité publique, le système fiscal ou le système judiciaire. La plupart des efforts déployés au niveau international ont porté exclusivement sur la procédure d’appel d’offres. Or,

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  • 18-August-2009

    English, , 212kb

    Outcome-focused Management in the United States

    The Government Performance and Results Act of 1993 (GPRA, the Results Act) established a performance management framework for federal departments and agencies. The framework consists of agency Strategic Plans, Annual Performance Plans and Annual Performance Reports. Additionally, the Director of the Office of Management and Budget (OMB) annually prepares a Government-wide Performance Plan. Approximately 100 Cabinet departments,

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  • 18-August-2009

    English, , 234kb

    Outcome-focused Management in New Zealand

    This paper discusses the uses of outcomes in public sector management inNew Zealand. It begins by describing the overall public management systemwithin which government departments operate, and how outcomes are usedwithin this system. It then outlines some work that is underway to improve thefocus on outcomes, and the way that outcomes are used within the system. Theremainder of the paper is a series of case studies of innovative uses

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  • 18-August-2009

    English, , 164kb

    The Chilean Pension System

    The introduction in the early 1980s of a privately managed pension system in Chile attracted world-wide attention. This article describes the new system and the reform process, with a special emphasis on the fiscal impacts.

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  • 18-August-2009

    English, , 212kb

    Outcome-focused Management in the United Kingdom

    In 1998, the Government of the United Kingdom conducted a ComprehensiveSpending Review which examined the resources allocated to each area of spending,and for the first time decided on and published the service improvementsand reforms required in return for the resources allocated to departments’expenditure programmes. These requirements were set out in Public ServiceAgreements (PSAs) for every central government department published

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  • 18-August-2009

    English, , 176kb

    The Japanese Attempt at Reinforcing the Policy Management Cycle through Policy Evaluation

    This article describes the introduction of a government-wide policy evaluationsystem that is underway in Japan, exemplified by the policy appraisal-evaluationsystem of the Ministry of Economy, Trade and Industry (METI, theformer Ministry of International Trade and Industry). The initiative in METI wasstarted in December 1999, preceding the implementation of a government-widesystem. "Policy evaluation" as a term is not limited, in this

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