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.
Strategically managing crises is an essential responsibility of governments. Often critical decisions need to be made swiftly under difficult and complex conditions, as crises’ impacts may spread beyond national borders and can trigger significant economic, social and environmental knock-on effects. Governments have a significant role to play in strengthening the resilience of their populations, communities and critical infrastructure networks. This report highlights the changing landscape of crises that governments are confronted with today. It discusses new approaches to deal with both traditional and new kinds of crises, and invites reflection on how best governments can adapt to change. Topics covered include capacity for early warning and “sense-making”, crisis communication and the role of social media, as well as strategic crisis management exercises. Finally, the review proposes practical policy guidance for strategic crisis management.
The report provides a comprehensive picture on the territorial differences in many well-being dimensions across the 31 Mexican states and the Federal District. It represents a sound base for state and local policy makers, political leaders and citizens to better understand people’s living conditions, gauge progress in various aspects of economy and society and use these indicators to improve the design and implementation of policies. It is a part of the “How’s Life in Your Region?” work produced by the OECD Public Governance and Territorial Development Directorate at the behest of the Regional Development Policy Committee.
The New International Airport of Mexico City (NAICM) should position Mexico as a regional hub and improve its competitiveness. It is scheduled to be operational in 2020 in answer to the pressing need for the expansion of the city's airport capabilities. The airport, whose construction is managed by a state-owned entity (GACM), is currently the largest Mexican infrastructure project.
A project of this magnitude requires tailored strategic frameworks and actions in several policy areas. Building on international experience, this report provides a comprehensive assessment, and analysis and recommendations in four key dimensions contributing to the effective delivery of large infrastructure projects: governance, procurement, integrity and communication.
Intergovernmental fiscal institutions are the overarching framework for relations across government levels. They comprise the constitutional set up of a country; the division of power between government levels; the prevalence of fiscal rules across government levels; intergovernmental budget frameworks; the role of independent bodies such as fiscal councils in shaping fiscal relations; the inter-ministerial organisation of fiscal decision making; and other framework conditions shaping intergovernmental fiscal relations and fiscal policy. This book brings together academics and practitioners dealing with or being involved in shaping the institutions of intergovernmental fiscal relations. It has an interdisciplinary focus and provides insight from various academic or practitioners’ fields: economists, political scientists, budget management specialists and others.
For most countries in the OECD, 2015 is the seventh or eighth year of dealing with the budgetary consequences of the economic and financial crisis. These years have been marked by challenges of fiscal retrenchment of a scale and nature unprecedented in modern times. Previous OECD publications have tracked the fiscal policy responses adopted by OECD governments during the early years of the crisis (2007-2012). This book takes stock of how these responses have evolved and in recent years, up to 2014/15. Two points are apparent from the outset: the response to the crisis has had repercussions for virtually every aspect of budgetary governance; and there are clear lessons for governments about the conduct of fiscal policy – including in its institutional aspects – that should inform future decisions and the agenda of budgetary reform.