Policy coordination mechanisms in times of the financial – economic crisis

rcpar.org
  • No tags were found...

Politikas plānošanas sistēma Latvijā - Rcpar.org

Policy coordination mechanisms in

times of the financial economic crisis

Gunta Veismane

Director

of the State Chancellery

of Latvia

1


Center of government (CoG)

traditional roles

▌ Secretariat of the Government, Chancellery, dealing

with technical provision of government work

▌ Organization of government meetings

▌ Organization of document circulation

▌ Legal supervisory crosschecking of legal technique

▌ Formalities of personnel management for ministers

salaries, vacations, official trips

▌ Control of tasks defined in Laws and Government

decisions

▌ Some coordination functions

▌ Coordination of government program

▌ Advisory function for Prime minister

▌ Dealing with crosscutting issues on ad-hoc basis

2


Why traditional roles are insufficient?

▌ Lack of coordination of government policy by substance

▌ Tensions and competition among sectoral ministries for

resources, functions, power

▌ Lack of professional support to prime minister technical

services and only political advisory is not sufficient

▌ Quality ensurance of preparation of government decisions is

not technical issue

▌ Modern government work requests development of horizontal

systems analysis and planning, e-government, document

circulation, involvement of civil society, work with social

partners

▌ Horizontal policies coordination from line ministries are

week and not efficient (public administration, civil service,

simplification, reduction of administrative burden)

3


Turning point to changed role of the CoG in the State

Chancellery of Latvia

Starting point 2000

centre of Government of Latvia

was criticized for the lack of

capacity and

often was labelled as

“a gap in the heart

of Government” -

Policy Coordination Department

established

2005 New State Chancellery

The “centre of government”

transformed from being just

a mailbox to one of the key

players in policy coordination

and Public Administration

Reform

2006 Responsible authority

for administration of EU Structural

Funds for administrative

capacity building

4


Coordination role in practice

What was done?

Policy development system designed and

implemented

▌ New rules of procedure of government

▌ The weekly meeting of State Secretaries introduced

▌ Mechanisms and procedures for consultation with

society and participation of NGO’s

▌ Methodology of medium term budget planning,

▌ Analytical capacity of line ministries increased

trainings, consultation procedures, common work on

new tools and instruments.

▌ Consultation, openness of government work

participatory approaches became a tradition that can

not be easy destroyed

5


Reality of economical crisis case of Latvia

Decreasing GDP

15,0

10,0

5,0

6,5 7,2

8,7

10,6

12,2

10,0

Prognoze Forecast

3,3 4,0 4,0

0,0

-5,0

-10,0

-4,6

-2,0

-15,0

-20,0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

-18,0

6


Reality of economical crisis

Financial balance of the government budget

January August 2009

Execution per reporting

months

Execution from begining of year

7


Mln LVL

Budget consolidation

% of GDP

1800

9,5%

15,0%

12,0%

1600

4,0%

9,0%

6,0%

1400

1200

0,5%

1 248

3,0%

0,0%

-3,0%

1000

800

878

-6,0%

-9,0%

-12,0%

600

400

200

83

83

370

263

245

507

-15,0%

-18,0%

-21,0%

-24,0%

-27,0%

0

2008. 2009. 2010.

Revenue Expenditures Total % of GDP

-30,0%


Tasks of administration in times of

crises

▌ Reduction of public spending 20% per year

▌ Cuttings of staff in public institutions 22%

▌ Abolishment and optimization of public institutions

67%

▌ Revision of public functions, reduction

▌ Sun Set Commission - Functional audits of particular

public institutions or policy areas:

▌ Optimization of institutions

▌ Reduction of controls and administrative burden

▌ Simplification of regulation

▌ Planning to ensure budget consolidation and

necessary reforms

9


Structural reforms

medium term perspective

▌ Centralization of support functions

▌ human resources management

▌ IT administration

▌ accountancy services

▌ Information services, websites e.t.c.

▌ Creation of one step shops public service

centres

▌ Integration of public registers and IT

systems

▌ Development of e-services and e-

government

10


What capacity do you need?

▌ Horizontal approach

▌ Freedom from sectoral focus and interests

▌ Analytical skills

▌ Budget information system

▌ Communication

▌ Some support social partners, NGO’s

▌ Mandate

▌ Power to propose changes - professionals

▌ Power to take decisions - politicians

Who? Center of Government the State Chancellery,

Ministry of Finance

11


Thank you for attention!

Questions?

12

More magazines by this user
Similar magazines