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 Programme OECD 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. 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

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

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 2 nd 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.Urgency 2.Multiplicity of administrative tasks to be done Suggestions of improvements by users: 1.Better information on all administrative procedures and rights of users 2.One stop shop 3.Need for user to be helped throughout the processes 4.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

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