1.
Slovak Republic
Public Governance Reviews
HIGHLIGHTS
2015

2.
What are Public Governance
Reviews?
OECD Public Governance Reviews (PGR) provide
governments with a 360 degree perspective on their ability
to deliver on government objectives. The reviews offer in-
depth analysis through a peer-review process, a diagnosis
of issues at hand, actionable recommendations, capacity
building and implementation support. The aim is to
strengthen a country’s potential for sustainable, inclusive
growth and to improve the well-being of its citizens. Since
2007, over 15 Public Governance Reviews of OECD member
and non-member countries have been conducted.
WHY A PUBLIC GOVERNANCE REVIEW OF THE
SLOVAK REPUBLIC?
In the context of its ongoing efforts to improve public
governance, the Government of the Slovak Republic
asked the OECD to provide an analysis of, and advice
on, capacity building for the comprehensive public-
administration reform strategy that the Slovak Republic
seeks to implement over the period 2014-2020. The broad
policy areas that the Slovak strategy covers, and that the
OECD assessed in this Public Governance Review of the
Slovak Republic, include:
l Improving centre-of-government (CoG) capacity to steer
and lead policy development and implementation.
l Strengthening analytical and evaluation capacity for
better policy-making.
l Strengthening the capability of the state civil service to
steer and lead policy.
l Scaling up the digitisation of the public administration.
l Enhancing transparency and integrity across the public
administration.
The Review deepens the OECD analysis undertaken in 2013
and presented in the 2014 Report Slovak Republic: Developing a
Sustainable Strategic Framework for Public Administration Reform.
It also follows up on the 2014 OECD Economic Survey of the
Slovak Republic and its recommendations on reforming the
public sector. In carrying out the PGR, the OECD focused on
the central state administration.

3.
1
SlovakRepublic
“The review is assisting the Slovak Government in
pursuing its comprehensive public administration
reform programme by providing an in-depth diagnosis
of the current situation and the main challenges the
Slovak Republic is facing in strengthening horizontal
co-ordination, building analytical capacities and
improving its civil service. At the same time, the review
is also providing us with a set of recommendations to
address these challenges and illustrative examples of
good practice from other OECD countries.We would be
happy to continue our co-operation with the OECD in
implementing these recommendations.”
Ms DENISA SAKOVA, Head of the Office, Ministry of the Interior
THE SLOVAK REPUBLIC 2014
Population 5 416 000
Total area 49 035 km2
GDP/capita USD 27 594
Annual GDP growth 2.4%
Unemployment rate 13.2%
Life expectancy 76.2 years
Source: OECD Country statistical profile: Slovak Republic
HIGHLIGHTS

4.
Socio-economic context and the need
for public governance reform
OECD : PUBLIC GOVERNANCE REVIEWS – SLOVAK REPUBLIC HIGHLIGHTS
The Slovak Republic recovered quickly from the 2009 global financial crisis. National GDP has now
surpassed pre-crisis levels to a greater extent than any other European country. High productivity gains
combined with wage moderation have helped restore competitiveness by reducing the real exchange rate
to pre-crisis levels, according to the 2014 OECD EconomicSurveyoftheSlovakRepublic.
In spite of this progress, challenges remain: job creation has been slow and unemployment rates have
yet to decrease significantly.The Slovak Republic is experiencing uneven socio-economic development;
significant regional disparities persist, notably between the capital Bratislava and the eastern part of
the country.These socio-economic challenges can be addressed by an efficient and effective public
administration.
l Stable economic growth following the 2009
crisis and a robust financial sector – the Slovak
Republic’s GDP growth was greater than that of any
other European country affected by the crisis.
l High productivity gains combined with wage
moderation helped to restore competitiveness
by bringing back the real exchange rate to
pre-crisis levels.
l Long-term improvements in socio-economic
development and enhanced international
co-operation as part of EU membership.
KEY IMPROVEMENTS SOCIO-ECONOMIC AND GOVERNANCE CHALLENGES
l The national public administration is in need
of significant reform to improve its capacity to
sustain economic growth across the country and
support the delivery of high-quality and responsive
services to citizens and businesses in the context
of growing expectations and public pressure to
modernise.
l Material well-being measures compare
unfavourably to EU and OECD standards.
l Trade and innovation could contribute more to
economic development and greater investment is
needed in research and development.
l A weak labour market is causing sluggish growth
of household disposable income and private
consumption. In particular, youth and long-term
unemployment pose significant challenges.
l There remain significant differences in socio-
economic development between regions, in
particular between the capital Bratislava and the rest
of the country, especially the eastern part.
2

5.
SOCIO-ECONOMIC CONTEXT AND THE NEED FOR PUBLIC GOVERNANCE REFORM
HIGHLIGHTS
PUBLIC GOVERNANCE: THE WAY FORWARD
l Strengthening the capacity of the State Civil
Service through the adoption of strategic human
resource management practices and reinforcing
workforce planning, competency management
and a transparent and integrated recruitment and
compensation system.
l Increasing the digitisation of the Slovak public
administration through better whole-of-government
co-ordination of the digital government strategy and
greater take-up of online public service delivery.
l Enhancing transparency and integrity of the
public administration to better position the
administration to respond equitably, effectively and
efficiently to the needs of citizens and businesses.
The Slovak Republic’s 2014-2020 Public Administration
Reform Strategy reflects the government’s will to
move forward towards a more effective, efficient,
open, transparent and responsive government that
fosters inclusive growth. While important efforts
have been made to modernise the country’s public
governance system, the OECD Public Governance
Review notes that significant challenges remain;
these call for effective implementation of a public
administration reform strategy that results in real
change in how the government responds to the needs
of citizens and businesses. The PGR proposes that this
reform agenda include:
l Strengthening the centre of government’s
leadership and co-ordination capacity and
improving communication and co-ordination
between the institutions of the centre of
government and between the centre of government
and line ministries.
l Building analytical and evaluation capacity, where
information and data are used strategically and
decision-making on issues of public policy is based
on sound evidence.
Below: Members of the Slovak Parliament attend the initial session of the
new National Council of the Slovak Republic in Bratislava April 4, 2012.
© Reuters/Radovan Stoklasa
3

6.
4
The Slovak Republic’s centre of government (CoG) is currently focusing on ways to strengthen its capacity
to co-ordinate government strategy more effectively, starting with the Political Manifesto at the beginning
of the Government’s mandate, while improving its ability to develop whole-of-government plans and
monitor policy implementation.
Improving centre of
government co-ordination
OECD : PUBLIC GOVERNANCE REVIEWS – SLOVAK REPUBLIC HIGHLIGHTS
CURRENT CENTRE OF GOVERNMENT ARRANGEMENTS
instruments
l The Government Manifesto 2012-2016 includes
the political priorities of the current government.
It constitutes the government’s main strategic
document; it defines a series of key, high-level
goals and provides general guidance for public
governance.
l The Annual National Reform Programme
translates the EU 2020 objectives into national
targets and constitutes an important strategic
document in the broad areas of economic
development and structural policies.
l The 2014-2020 Public Administration Reform
Strategy sets the strategic orientation for improving
the Slovak Republic’s public administration.
l The ESO Programme: Effective, open and reliable
public administration aims to streamline local
state administration with the aim to make public
administration more effective and facilitate the
access to services.
l The Operational Programme: Effective Public
Administration (OP-EPA) aims to support the
government-wide public administration reform
by supporting investment into the institutional
capacities and into the effectiveness of public
administration and public services at national,
regional and local level, thus contributing to the
implementation of reforms, better legal regulation
and good governance.
Main actors
l The Government Office is the main centre-
of-government institution and is responsible
for working with line ministries to prepare the
Government Manifesto, co-ordinates activities related
to the development of state policy, co-ordinates
the transposition of EU legislation following the
transfer of the Central Co-ordination Commission
function for EU funds to the Government Office,
has the primary responsibility for preparing Cabinet
meetings and for the human resource management
strategy and civil service reform.
l The Ministry of Finance manages the national
fiscal framework, including the national budget,
taxes and fees, customs, financial control, internal
audit and government audit, oversees the national
digital governance agenda and provides analytical
and policy expertise through the Institute for
Financial Policy.
l The Ministry of Foreign and European Affairs is
responsible for the development of relations with
other states and cooperation with multi-national
and international organisations. Its CoG function
includes coordinating the Slovak Republic’s position
on EU matters. It is also leading government-
wide preparations for the Slovak Republic’s EU
Presidency in 2016.
l The Ministry of the Interior co-ordinates
the ongoing whole-of-government public
administration reform agenda. The Ministry
protects the constitutional system; it ensures
public order and security, and is responsible for
managing the Slovak Republic’s national territorial
organisation.

7.
HIGHLIGHTS
IMPROVING CENTRE OF GOVERNMENT CO-ORDINATION
l Capacity to support whole-of-government policy
making.
l Communication and co-ordination among the
various CoG actors and between the CoG and line
ministries.
l Strategic planning, implementation and
monitoring of the Government Manifesto against
the achievement of strategic outcomes.
l Use of outcomes-based performance information
for the preparation of government-wide and
individual work plans.
l Strengthen centre-of-government institutions
and government co-ordination by confirming the
polycentric nature of the centre of government
and fostering communication and co-ordination in
particular between the Government Office and the
Ministry of Finance as well as between the centre of
government as a whole and line ministries.
l Strengthen the strategic planning and implementation
capacity of the Government Office to steer the
government-wide implementation of the Manifesto.
l Enhance evaluation and reporting capacity of the
Government Office to improve the performance
assessment of how the Manifesto’s strategic results
are being achieved, including by monitoring spending
against the pursuit of the Manifesto’s policy objectives,
and communicate this information to parliament and
the public to improve transparency and accountability.
l Reinforce the mandate of the Government Office in
these areas.
CHALLENGES KEY NEXT STEPS | CENTRE OF GOVERNMENT
5
Below: The National Council, situated on the castle hill, next to Bratislava
Castle in Alexander Dubček Square, is the national parliament of Slovak
Republic. It is unicameral, and consists of 150 members, who are elected
by universal suffrage under proportional representation every four years.

8.
Strengthening analytical and evaluation
capacity for better policy making
OECD : PUBLIC GOVERNANCE REVIEWS – SLOVAK REPUBLIC HIGHLIGHTS
CURRENT ARRANGEMENTS
l Specialised units that focus on providing analytical
background for a ministry’s decision-making
have been established in some Slovak ministries,
albeit with significant differences in structures,
competences, staffing and overall capacity.
l The Institute for Financial Policy (IFP), the best
example of an analytical unit in the Slovak
administration, is tasked with providing macro-
economic and fiscal analyses and forecasts for the
government and serves as a centre of excellence
with high levels of skills and competencies.
l Another example of a functioning analytical unit
is the Methodological and Analytical Unit of the
Ministry of Interior, that focuses mostly on public-
administration reform.
l Similar bodies exist or are currently being
established in several other ministries, namely the
Ministry of Education with its Educational Policy
Institute, the Analytical Centre of the Ministry
of Labour and Social Affairs, the Department of
Economic Analyses of the Ministry of Environment,
the Department of Analyses and Planning of the
Ministry of Economy, the Institute of Health
Policy of the Ministry of Health and the Institute of
Strategy of the Ministry of Transport, Construction
and Regional Development, but they are small and
have limited analytical capacity.
l Strengthening the capacity for conducting
analysis and producing and using data to inform
policy proposals is recognised as a priority by
the government; a key component of the Slovak
Republic’s current public-administration reform
agenda focuses on strengthening analytical
capacity in government institutions.
In the Slovak Republic, the use of sound evidence and robust analysis in government decision-making on
policies, legislation and spending appears to be limited when compared with other OECD countries. In
the Slovak Republic, decisions tend to be based less on evidence-based analysis of the costs, benefits and
potential outcomes than in other OECD countries.The government is taking important steps to improve
the situation; decision makers, however, have to increase demand for evidence and policy analysis.
6

9.
STRENGTHENING ANALYTICAL AND EVALUATION CAPACITY FOR BETTER POLICY MAKING
l Use analytical capacity more deliberately in the
Slovak administration.
l Make more systematic use of performance
information and strategic-foresight results.
l Improve regulatory impact assessment and
consultation processes.
l Enhance centre of government co-ordination of
information generation across line ministries
to ensure that integrated outcomes identified in
the Manifesto take into full account all available
evidence.
l Develop and implement a robust whole-
of-government monitoring and evaluation
framework complete with feedback loops ensuring
that performance-assessment results fully inform
successive generations of policy development and
decision making.
l Limited culture of using evidence and analytical
support in decision-making.
l Limited demand for evidence and analysis on
the part of decision makers when discussing
government policies, programmes and/or
regulations, beyond assessing budgetary impacts as
part of the Regulatory Impact Assessment process.
l How to involve systematically analytical units in
decision-making inside their ministry.
l The analytical units have limited resources,
especially to attract skilled people and to conduct
analyses that require data that are not immediately
available to the administration.
l Limited awareness on the part of decision makers
of how analytical capability in their institutions
can help them make decisions, except in meeting
conditionality for EU funding.
7
HIGHLIGHTS
CHALLENGES KEY NEXT STEPS | ANALYTICAL EVALUATION CAPACITY
0
0.5
1
1.5
2
2.5
3
3.5
4
ChilePortugal
IsraelNorw
ayTurkey
Japan
NetherlandsGreece
Luxem
bourgIceland
ItalyFinlandDenm
arkPoland
SpainSw
edenFranceIrelandSlovenia
Hungary
SlovakRepublic
KoreaBelgiumAustria
Czech
RepublicGerm
any
New
ZealandCanadaAustralia
Sw
itzerlandEstonia
EUM
exico
UK
Methodology of RIA
OECD average
Systematic adoption of RIA Transparency of RIA Oversight and quality control of RIA
Note: The results apply exclusively to processes for developing primary laws initiated by the executive. The vertical axis represents the total aggregate score across the
four separate categories of the composite indicators. The maximum score for each category is one, and the maximum aggregate score for the composite indicator
is four. This figure excludes the United States where all primary laws are initiated by Congress. In the majority of countries, most primary laws are initiated by the
executive, except for Mexico and Korea, where a higher share of primary laws are initiated by parliament/congress (respectively 90.6% and 84%).
Source: 2014 Regulatory Indicators Survey results, www.oecd.org/gov/regulatory-policy/measuring-regulatory-performance.htm.
COMPOSITE INDICATOR: REGULATORY IMPACT ASSESSEMNT FOR DEVELOPING PRIMARY LAWS

10.
Strengthening the capability
of the state civil service
CURRENT STATE CIVIL SERVICE ARRANGEMENTS
l Government employees fall within two main
employment frameworks: the Civil Service Act (CSA)
and the Public Service Act (PSA).
l The Slovak HRM reform agenda comprises the drafting
of a new Civil Service Act to replace the 2009 legislation,
and the completion of the HRM Strategy 2015-2020.
l The Slovak Republic is addressing the lack of a
central database on public employment with
the Government Office launching work on the
development of standardised data in a central civil
service register.
Ensuring a stable, capable, well managed and well trained civil service will be critically important in
the Slovak Republic if the government is to meet the needs of citizens and deliver on its ambitious
public administration reform agenda over the period 2014-2020.The government’s approach to human
resources management (HRM) reform will have significant consequences for the success of the overall
public administration reform.The new Civil Service Act and HRM Strategy are significant positive
advancements, not only in terms of their content but in terms of the effective collaboration which took
place between the Government Office and ministries in shaping the reform agenda.
8

11.
STRENGTHENING THE CAPABILITY OF THE STATE CIVIL SERVICE
l Strengthen strategic workforce planning and
management.
l Build a professional, educated and stable workforce
through fair, rules-based and transparent
management practices.
l Enhance performance management, accountability
and leadership capacity.
l Enhance whole-of-government co-ordination to
insure common standards in strategic HRM and the
uniform implementation of the new Civil Service Act.
l Insure a uniform adoption of common codes of
conduct and robust conflict-of-interest guidelines,
and the effective training of civil servants in this area.
l Workforce planning and management to generate
a more professional, educated and stable workforce
that can provide added value to policy making and
service design and delivery based on the values of
fairness, integrity and responsiveness.
l Data quality on the public workforce.
l Different human resource information systems
across ministries, hindering the establishment of a
more efficient and effective centralis ed system.
CHALLENGES KEY NEXT STEPS | STATE CIVIL SERVICE
HIGHLIGHTS
Belgium
Chile
Portugal
United States
Brazil
Slovak Republic
Turkey
Source: Survey on
the Organisation and
Functions of the Centre
of Government, OECD,
Paris
COUNTRIES WITH PARTICULARLY HIGH LEVELS OF TURNOVER
FOLLOWING ELECTIONS
26–50%
More than 50%
9

12.
10
The Slovak Republic has had in place an active programme of digitisation for the past decade.There has
been measurable progress in a number of areas, particularly with regard to internet connectivity and
usage.To make further progress, the Slovak administration’s efforts could be centred on improving online
delivery of public services and citizens’engagement in service delivery.
Scaling up the digitisation
of the administration
OECD : PUBLIC GOVERNANCE REVIEWS – SLOVAK REPUBLIC HIGHLIGHTS
l The Ministry of Finance plays the central role in co-
ordinating digital government policy and strategy,
in part formalised by the Competence Act 575/2001,
and is the intermediary body for EU funding.
l The Ministry of Interior is responsible for the
management of most of the primary databases
which are critical for online service delivery.
Other organisations with a role in digital
government include:
– The NASES (National Agency for Network and
Electronic Services), responsible for managing the
government-wide portals for both online services
and open government data as well as providing
the IT network for all government Ministries.
– The Ministry of Transportation, responsible for
broadband and telecommunications policy;
it acts as the managing authority for the new
Operational Programme Integrated Infrastructure
(2014-2020).
– The National Security Office, which provides
centralised guidance to Ministries with respect to
cybersecurity threats and mitigation strategies.
l While each line Ministry has a Director General
responsible for ICT related issues, there is no
government-wide equivalent of a Chief Information
Officer or any type of mechanism for all of those
responsible for ICT and digitisation efforts.
l Currently the key digital government strategy
document for the Slovak government is the
“Strategic Document for Digital Growth and Next
Generation Access Infrastructure (2014-2020)”.
CURRENT DIGITAL GOVERNMENT ARRANGEMENTS
l Governance: the Slovak Republic stands as the
only OECD country that does not have a Chief
Information Officer (CIO). Fragmented governance
of digital initiatives hinders a government-wide co-
ordinated approach that can be more efficient and
more effective.
l Service delivery and citizens’ engagement: the
Slovak Republic lags behind peer countries both
within the EU and the OECD in terms of online
delivery of public services and citizens’ engagement.
l User-focus: online services appear to lack a user-
centric approach.
CHALLENGES
l Build on the national digital governance strategy
“Strategic Document for Digital Growth and Next
Generation Access Infrastructure (2014-2020)” and
the newly-developed “National Conception of Public
Administration Informatisation” and enhance
implementation of the strategies and associated
plans.
l Establish a Chief information Officer (or
equivalent) position as a strong focal point that can
act as coordinator and facilitator for implementing
the digital governance strategy across the
government.
l Further develop online service delivery and foster
a user-centric approach to online services while
involving the citizens in the design and delivery of
these services.
l Prioritise open government data to unlock value for
government, citizens and businesses.
l Encourage social media use within the government.
KEY NEXT STEPS | DIGITAL GOVERNMENT

13.
11
ENHANCING TRANSPARENCY AND INTEGRITY
HIGHLIGHTS
Well-functioning democracies rely on the trust and confidence of citizens which legitimise the decisions
taken by government officials and create the conditions for effective policymaking and implementation.
In turn, trust and confidence in government depend on transparency and integrity, to the extent that
they set high standards of conduct in the public sector. In order to make government more cost-effective,
improve accountability and prevent corruption, enhancing integrity and transparency of public governance
is a key element in the Slovak Republic’s governance reform agenda.
Enhancing transparency
and integrity
l Fighting corruption is featured in part 4 of the
programme of the government of the Slovak
Republic for the years 2012-2016, entitled Role of
State in the Public Sector – Internal Regulations Safety.
l The Strategic Plan for Fighting Corruption (Act No
517/2011), adopted in 2011 includes preventive
measures such as publication of state contracts,
reform of the judiciary to increase the transparency
of court decisions, competitive selection of judges
and presidents of courts, as well as stricter rules for
judicial governance and clear provisions for public
procurement.
l The Slovak Republic has made further efforts
to address the risks of corruption as part of
the implementation of the OECD Convention
on Combating Bribery of Foreign Public Officials in
International Business Transactions.
l The most recent initiative by the government to
enhance transparency and integrity in the Slovak
Republic has been to introduce whistle-blower
protection (Act No 307/2014).
l An inter-ministerial working group of experts
was established in August 2014 as the central
co-ordination body to implement the Strategic
Plan. The working group is currently chaired by
the national anti-corruption unit of the National
Criminal Agency of the Police Force Presidium/
Ministry of Interior.
CURRENT TRANSPARENCY AND INTEGRITY
ARRANGEMENTS
l Awareness: at the moment, the Slovak Republic
does not have a regular educational programme or
government-wide manual on the code of conduct.
l Enforcement: the management of conflict of
interest appears not to be strictly enforced in the
Slovak Republic. As for management of conflict of
interest among civil servants, their annual asset
declarations is not subject to the internal audit and
staff members are not educated on the content of
conflict of interest policy.
l Ethics training: In the Slovak public sector, training
remains formalistic and has limited practical
impact on the behaviour of public officials. It is
not part of a broader and comprehensive anti-
corruption strategy that can help prioritise and
focus training efforts and improve their cost
effectiveness.
CHALLENGES
l Update, apply and enforce the Government’s Code
of Conduct by defining clear easily understandable
values and standards of conduct in a consultative
and participative manner – establishing a
government wide co-ordinated system for ensuring
consistency throughout the public sector in
understanding the values and standards of conduct
promoted by the code.
l Improve the management of conflict of interest
by establishing a central function within the public
administration responsible for the development
and maintenance of the conflict of interest policies.
l Update and deliver ethics training more
systematically across the public sector.
KEY NEXT STEPS | TRANSPARENCY AND INTEGRITY

14.
The OECD Public Governance andTerritorial Development Directorate helps countries implement strategic,
evidence-based and innovative policies to strengthen public governance and improve citizens’trust in
government.The areas of work addressed in the Slovak Republic ’s Public Governance Review build upon
the Directorate’s daily work.This work involves carrying out policy analysis and peer reviews, facilitating
policy committees and networks, and developing recommendations, instruments and principles.
OECD Public Governance and Territorial
Development Directorate – areas of work
OECD : PUBLIC GOVERNANCE REVIEWS – SLOVAK REPUBLIC HIGHLIGHTS
Centre of government
Moving away from the traditional role of serving
the executive from an administrative perspective,
centres of government are now playing a more
active role in policy development. OECD work on
centres of government explores how governments
can adapt the institutions at the Centre in order to
play this expanded and more outward-looking role.
As part of its work on centres of government, the
OECD convenes the Network of Senior Officials from
Centres of Government in annual meetings.
http://www.oecd.org/gov/cog.htm
Monitoring and evaluation
In the quest for inclusive outcomes, governments are
increasingly making use of monitoring and evaluation
systems to maximise the use of scarce resources
and ensure that the results achieved reflect the
intended outcomes. Recently, the OECD convened
a symposium on public sector performance and
annually organises the Senior Budget Officials
Network on Performance and Results.
http://www.oecd.org/gov/budgeting/seniorbudgetofficials
networkonperformanceandresults.htm
AREAS OF WORK ADDRESSED IN THE SLOVAK REPUBLIC’S REVIEW
Human resource management
Public administrations need the right people in the
right place, at the right time, and with the right
skills, if they want to meet today’s challenges. The
OECD’s work on strategic workforce management,
including reviews of human resource management
in government, highlights governments’ efforts to
promote strategic workforce planning.
http://www.oecd.org/gov/pem/
Digital government
Digital goevernment explores how governments
can best use information and communication
technologies to embrace good government principles
and achieve policy goals.
http://www.oecd.org/gov/public-innovation/
Transparency and integrity
Transparency and integrity are essential for building
strong institutions resistant to corruption. The OECD
developed a set of recommendations to enhance
integrity and prevent corruption in the public sector
and to ensure a strategic use of public procurement.
The OECD carries out reviews on public sector
integrity and public procurement to help policy
makers improve policies, adopt good practices and
implement established principles and standards.
http://www.oecd.org/gov/ethics/
1412
Right: Official visit of Róbert Fico, Prime Minister of the Slovak Republic to the OECD
– 11 April 2013

15.
territorial reviews at the national, regional and
metropolitan levels and promotes good practices in the
area of multi-level governance of public investment.
http://www.oecd.org/gov/regional-policy/multi-levelgovernance.
htm
Regional development helps governments foster
competitive dynamic regions to achieve their
economic, social and environmental objectives.
http://www.oecd.org/gov/regional-policy/
Regulatory policy helps governments achieve their
policy objectives through the use of regulations, laws
and other regulatory instruments.
http://www.oecd.org/gov/regulatory-policy/
Gender – empowering and encouraging women to
participate in the public sphere is essential to ensure
a balanced perspective on policy making and is
associated with improvements in social outcomes.
http://www.oecd.org/gov/women-in-government.htm
Justice – the OECD work on justice services aims
at supporting improved citizen access to justice by
strengthening citizen focus of justice services.
http://www.oecd.org/gov/oecd-expert-roundtable-equal-access-
to-justice.htm
ADDITIONAL AREAS OF WORK
Government at a Glance, now in its fourth edition,
includes a dashboard of key indicators to help analyse
international comparisons of public sector
performance.
http://www.oecd.org/gov/govataglance.htm
Open government – including the opening up of
government processes, proceedings, documents and
data for public scrutiny and involvement – is now
considered a fundamental element of a democratic
society.
http://www.oecd.org/gov/open-government.htm
Public sector innovation – governments are finding
new ways of operating and responding to public needs
in a globalised and networked world characterised by
rising citizen expectations and financial constraints.
These efforts are supported through the OECD
Observatory of Public Sector Innovation.
https://www.oecd.org/governance/observatory-public-sector-
innovation/
Multi-level governance – sub-national governments
provide substantial public services and they are
close to the citizen. Therefore, effective multi-level
governance plays an important role in delivering
inclusive growth outcomes. The OECD publishes

16.
For further information:
@OECDgov
www.oecd.org/gov
Brochuredesignbybaselinearts.co.uk