The OECD Working Party of Senior Budget Officials (SBO) has created a network of parliamentary budget officials (PBO).
As financial markets put more and more pressure on governments to reduce their deficits and debts, sub-central levels of government are a key player in the implementation of national strategies. The room for manoeuvre to implement consolidations strategies coordinated across levels of government highly depends on the institutional structure of intergovernmental relations, and the effectiveness of their multi-level governance structure. This was already the case for recovery strategies, in the beginning of the crisis. This report provides an overview of the institutional and financial relations across levels of government that enables policymakers evaluate their position and identify good practices for mobilizing sub-central governments for national growth, equity and stability objectives. This report is divided into two parts: the first part is analytical and the second part provides institutional and quantitative country information and comparisons.
How can impact assessments foster horizontal co-ordination within governments? What is the role of an “integrated” impact assessment? Delegates at this workshop discussed how to better institutionalise evidence-based decision-making processes in governments.
25 delegates from 16 countries, and a representative from the European Commission participated in the first meeting of the Observatory’s Task Force. The meeting provided a valuable opportunity to discuss the strategic directions and initial activities of the Observatory. At the end of the meeting, Task Force members supported the nomination of Canada and France as Co-chairs of the Task Force.
This book describes and examines reforms of fiscal federalism and local government in 10 OECD countries implemented over the past decade. The country chapters identify common patterns and factors that are conducive to reforms of the intergovernmental fiscal framework, using a common methodological approach. The summary chapter highlights the cross-cutting issues emerging from the country chapters and shows the key factors in the institutional, political, economic and fiscal areas that are supporting reform success. The report’s approach results in valuable insights for policy makers designing, adopting and implementing fiscal federalism and local government reforms.
The objective of this seminar was to facilitate the implementation of administrative simplification strategies in MENA countries and to deepen the knowledge about the use of ICT-tools and consultation processes with stakeholders.
The 8th annual OECD-Asian Senior Budget Officials meeting took place in Bangkok on 2-3 February 2012. The meeting opened with a keynote address by the Deputy Prime Minister and Finance Minister of Thailand, His Excellency Mr. Kittiratt NA-RANONG.
The Public Governance Committee (PGC) helps countries strengthen their capacity to govern by improving policy-making systems and the performance of public institutions.
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This guide helps officials use perception surveys for evaluating and communicating progress in regulatory reform. It explains the challenges involved in the design and use of business and citizen perception surveys – and ways to overcome them.
Now more than ever, OECD countries are investing significant resources in regulatory policies and reforms. At the same time, governments are under increasing pressure to explain such reforms and their benefits to the public. Perception surveys are an important part of this process and they are being used by OECD members to measure how citizens and businesses view regulation in their countries.
This guide helps officials use perception surveys to evaluate and communicate the results of reform processes. While the guide draws on examples from the regulatory field, it is also useful for other policy areas. In non-technical language, the guide clearly explains the challenges involved in the design and use of business and citizen perception surveys – and ways to overcome them. It also helps officials get the most out of survey results, whether conducted internally or by external experts.