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OECD EURASIA COMPETITIVENESS PROGRAMME
Presentation to the Astana Economic Forum: Current issues of civil service modernisation
Elsa Pilichowski
Astana, Wednesday 22 May 2013
OECD Private Sector Development 2
Armenia, Azerbaijan, Belarus, Georgia, Republic of Moldova, and Ukraine
Eastern Europe and South Caucasus Initiative
Afghanistan, Kazakhstan, Kyrgyz Republic, Mongolia, Tajikistan, Turkmenistan, and Uzbekistan
Central Asia Initiative
The OECD Eurasia Competitiveness ProgrammeOECD Council Mandate covering two regions and thirteen countries
The OECD Eurasia Competitiveness Programme was launched in 2008 and aims at contributing to economic growth and development in eleven countries of the former Soviet Union as well as Afghanistan and Mongolia.
The OECD Eurasia Competitiveness Programme was launched in 2008 and aims at contributing to economic growth and development in eleven countries of the former Soviet Union as well as Afghanistan and Mongolia.
Co-chaired by Poland and Sweden
Co-chaired by EU and Kazakhstan
OECD Private Sector Development 3
Civil service modernisation as a core element of sustainable economic and social growth
1. Civil service is core to trust in government and democratic development
2. It is also core to sustainable economic growth, and in particular to sustainable
private sector development:
1. Transparency and ethical management of the civil service
2. Having a civil service focused on delivering results
1. Following legality and impartial delivery of public services
2. Delivering the best quality public services
1. Managing the performance of civil servants
2. Managing according to results indicators
3. Monitoring public services: a bottom up approach
1. Civil service is core to trust in government and democratic development
2. It is also core to sustainable economic growth, and in particular to sustainable
private sector development:
1. Transparency and ethical management of the civil service
2. Having a civil service focused on delivering results
1. Following legality and impartial delivery of public services
2. Delivering the best quality public services
1. Managing the performance of civil servants
2. Managing according to results indicators
3. Monitoring public services: a bottom up approach
OECD Private Sector Development 4
The new frontier: management and processes to build a bottom –up monitoring approach of public services
A necessary change of culture that can be built with:
1. A strengthened dialogue between citizens and government or businesses and
government:
1. Citizens panels
2. Public-private sector boards
3. Private sector surveys…
2. New types of monitoring of public services: a whole-of-service and a whole-of-
government monitoring
A necessary change of culture that can be built with:
1. A strengthened dialogue between citizens and government or businesses and
government:
1. Citizens panels
2. Public-private sector boards
3. Private sector surveys…
2. New types of monitoring of public services: a whole-of-service and a whole-of-
government monitoring
OECD Private Sector Development 5
The exemple of the « life events » approach
1. Assumption that the real expert of service delivery is/are the citizen or
businesses
2. Simple methodology that follows the citizen/business in his/its life events
1st step: Defining the life events
2nd step: Determining the level of complexity of the different life events
3rd step: Customer journey mapping/level of satisfaction
4th step: Determine priority actions and ministries/agencies concerned
5th step: Monitoring progress: panels and new surveys
6th step: Accounting on progress made
1. Assumption that the real expert of service delivery is/are the citizen or
businesses
2. Simple methodology that follows the citizen/business in his/its life events
1st step: Defining the life events
2nd step: Determining the level of complexity of the different life events
3rd step: Customer journey mapping/level of satisfaction
4th step: Determine priority actions and ministries/agencies concerned
5th step: Monitoring progress: panels and new surveys
6th step: Accounting on progress made
OECD Private Sector Development 6
Example 1 (France): the administrative process around a « death in the family »
• 40% of users in 2008 thought it was a very complicated (28% on average for all life events)
• Main reasons:1. Urgency2. Multiplicity of administrative tasks to be done
• Suggestions of improvements by users:1. Better information on all administrative procedures and rights of users2. One stop shop3. Need for user to be helped throughout the processes4. Shortening of delays
• Actions determined: creation of an information online service, pooling of administrative information requests by administration, simplification of acts, income tax pre-filled in by administration
• 40% of users in 2008 thought it was a very complicated (28% on average for all life events)
• Main reasons:1. Urgency2. Multiplicity of administrative tasks to be done
• Suggestions of improvements by users:1. Better information on all administrative procedures and rights of users2. One stop shop3. Need for user to be helped throughout the processes4. Shortening of delays
• Actions determined: creation of an information online service, pooling of administrative information requests by administration, simplification of acts, income tax pre-filled in by administration
OECD Private Sector Development 7
Example 2 (France): My business « exports »
• Among 4 other priorities of actions for businesses: creation of businesses, export/import, building contruction, public financing, recruitment/dismissal
• Global vision: regulation, processes, quality, culture
• Major work undertaken with customs
• Decrease by 50% of perceived complexity by users
• Among 4 other priorities of actions for businesses: creation of businesses, export/import, building contruction, public financing, recruitment/dismissal
• Global vision: regulation, processes, quality, culture
• Major work undertaken with customs
• Decrease by 50% of perceived complexity by users
OECD Private Sector Development 8
Capacity required
• Strong « centre » (political will, visibility, central reporting/monitoring agency)
• Small team in charge of monitoring and supervision for the whole of
government
• Use of external companies to provide for survey/quality interviews
• Discussion with all ministries/agencies concerned
• Implementation by concerned ministries/agencies
• Need for visible internal reporting on measures carried out and results
achieved
• Strong « centre » (political will, visibility, central reporting/monitoring agency)
• Small team in charge of monitoring and supervision for the whole of
government
• Use of external companies to provide for survey/quality interviews
• Discussion with all ministries/agencies concerned
• Implementation by concerned ministries/agencies
• Need for visible internal reporting on measures carried out and results
achieved
