OECD EURASIA COMPETITIVENESS PROGRAMME

1. OECD EURASIA COMPETITIVENESS PROGRAMME Presentation to the Astana Economic Forum: Current issues of civil service modernisation Elsa Pilichowski Astana, Wednesday 22 May 2013

2. 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. Central Asia Initiative Afghanistan, Kazakhstan, Kyrgyz Republic, Mongolia, Tajikistan, Turkmenistan, and Uzbekistan Co-chaired by EU and Kazakhstan Co-chaired by Poland and Sweden Armenia, Azerbaijan, Belarus, Georgia, Republic of Moldova, and Ukraine Eastern Europe and South Caucasus Initiative

3. Civil service modernisation as a coreelement of sustainableeconomic and social growth • Civil service iscore to trust in government and democraticdevelopment • It isalsocore to sustainableeconomicgrowth, and in particular to sustainableprivatesectordevelopment: • Transparency and ethical management of the civil service • Having a civil service focused on delivering results • Following legality and impartial delivery of public services • Delivering the best quality public services • Managing the performance of civil servants • Managing according to results indicators • Monitoring public services: a bottom up approach

4. The new frontier: management and processes to build a bottom –up monitoring approach of public services • A necessary change of culture thatcanbebuiltwith: • A strengthened dialogue betweencitizens and government or businesses and government: • Citizens panels • Public-privatesectorboards • Privatesectorsurveys… • New types of monitoring of public services: a whole-of-service and a whole-of-government monitoring

5. The exemple of the « life events » approach Assumptionthat the real expert of service deliveryis/are the citizen or businesses Simple methodologythatfollows the citizen/business in his/its life events 1st step: Defining the life events 2ndstep: Determining the level of complexity of the different life events 3rd step: Customer journeymapping/level of satisfaction 4th step: Determinepriority actions and ministries/agenciesconcerned 5th step: Monitoring progress: panels and new surveys 6th step: Accounting on progress made

6. Example 1 (France): the administrative processaround 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: • Urgency • Multiplicity of administrative tasks to be done • Suggestions of improvements by users: • Better information on all administrative procedures and rights of users • One stop shop • Need for user to be helped throughout the processes • 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

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

8. Capacityrequired • 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