Public Sector Advisory Services provides long-term advisory mandates to various international organizations and national governments. It has advised over 80 countries across Europe, Asia, Africa, Latin America, and the Caribbean. The company was founded in 1997 and uses the experience of its senior staff and consultants to advise clients on economic transition, developing market structures and institutions. It offers a range of services including program evaluation, capacity building, policy advice, and financial and regulatory support. Public Sector Advisory Services has extensive experience working with public sector organizations on issues related to public finance, taxation, customs, and statistics.
Public Sector Advisory Services provides advisory services to public sector clients in over 70 countries. It has a team of experienced consultants and advisors who work on long-term mandates for international organizations like the European Commission and national governments. It offers services in areas like public finance, taxation, customs, environment, health, social policy, private sector development, and regional development.
Public Sector Advisory Services provides consulting services to public sector clients in over 70 countries. It has long-term advisory mandates with the European Commission and other international organizations. It offers services such as program evaluation, policy advice, institutional capacity building, and technical assistance. Public Sector Advisory Services has extensive experience monitoring and evaluating development programs in sectors such as health, education, public administration, and finance.
The 2018 Annual Report of Ukraine's Ministry of Finance Reform Support Team describes progress made on public administration reforms. Key accomplishments include:
1) Establishing a project management framework and launching 4 pilot projects using this approach within the Ministry of Finance.
2) Supporting the setup of the EU4PFM program, including recommending a quality management system to align processes with strategic goals.
3) Improving internal communications and cooperation through a new communication framework for the Ministry of Finance.
Progressing from budget transparency to accessibility to participation: Croat...OECD Governance
The document discusses budget transparency and citizen participation in Croatia's budget process. It covers Croatia's legal framework for transparency, participation in the Open Government Partnership, and results from the Open Budget Survey. It also describes efforts at the state level, including external experts and public discussions during lawmaking. Participation is more developed at the local level, with some cities creating online applications that educate citizens, gather input on projects, and allow simulation of budget choices.
The document discusses the Valencian region of Spain and its efforts to manage European Union funds to promote employment, social inclusion, and economic development. It describes how the region has managed EU funds totaling over €3.7 billion between 1994 and 2013 across policy areas like environment, transportation, innovation, agriculture, and more. It also outlines the EU PROGRESS program that aims to support EU objectives in employment and social policy through 2013.
The European Commission funds projects and organizations that further the interests and policies of the EU. It provides grants to support collaboration between EU members, jobs, innovation, and the competitiveness of the single market. To receive funding, applicants must align their strategic goals with EU priorities, build partnerships between members, and be able to co-fund at least 20-50% of projects. The process involves responding to Calls for Proposals with detailed applications.
This presentation was made by Ida Hohnjec, Croatia, at the 3rd Health Systems Joint Network meeting for Central, Eastern and South-eastern European Countries held in Vilnius, Lithuania, on 25-26 April 2019
Public Sector Advisory Services provides advisory services to public sector clients in over 70 countries. It has a team of experienced consultants and advisors who work on long-term mandates for international organizations like the European Commission and national governments. It offers services in areas like public finance, taxation, customs, environment, health, social policy, private sector development, and regional development.
Public Sector Advisory Services provides consulting services to public sector clients in over 70 countries. It has long-term advisory mandates with the European Commission and other international organizations. It offers services such as program evaluation, policy advice, institutional capacity building, and technical assistance. Public Sector Advisory Services has extensive experience monitoring and evaluating development programs in sectors such as health, education, public administration, and finance.
The 2018 Annual Report of Ukraine's Ministry of Finance Reform Support Team describes progress made on public administration reforms. Key accomplishments include:
1) Establishing a project management framework and launching 4 pilot projects using this approach within the Ministry of Finance.
2) Supporting the setup of the EU4PFM program, including recommending a quality management system to align processes with strategic goals.
3) Improving internal communications and cooperation through a new communication framework for the Ministry of Finance.
Progressing from budget transparency to accessibility to participation: Croat...OECD Governance
The document discusses budget transparency and citizen participation in Croatia's budget process. It covers Croatia's legal framework for transparency, participation in the Open Government Partnership, and results from the Open Budget Survey. It also describes efforts at the state level, including external experts and public discussions during lawmaking. Participation is more developed at the local level, with some cities creating online applications that educate citizens, gather input on projects, and allow simulation of budget choices.
The document discusses the Valencian region of Spain and its efforts to manage European Union funds to promote employment, social inclusion, and economic development. It describes how the region has managed EU funds totaling over €3.7 billion between 1994 and 2013 across policy areas like environment, transportation, innovation, agriculture, and more. It also outlines the EU PROGRESS program that aims to support EU objectives in employment and social policy through 2013.
The European Commission funds projects and organizations that further the interests and policies of the EU. It provides grants to support collaboration between EU members, jobs, innovation, and the competitiveness of the single market. To receive funding, applicants must align their strategic goals with EU priorities, build partnerships between members, and be able to co-fund at least 20-50% of projects. The process involves responding to Calls for Proposals with detailed applications.
This presentation was made by Ida Hohnjec, Croatia, at the 3rd Health Systems Joint Network meeting for Central, Eastern and South-eastern European Countries held in Vilnius, Lithuania, on 25-26 April 2019
Public Sector Advisory Services provides consulting services to public sector clients in over 70 countries. It has extensive experience conducting evaluations, research, and advisory work for the European Commission, United Nations agencies, bilateral development agencies, and national governments. Some of its areas of expertise include public finance, health systems, education, private sector development, and public administration reform. It has a team of experienced consultants and partners that allow it to take on long-term advisory mandates around the world.
This document summarizes the public sector advisory services of a consulting firm called EUROPE Ltd. It provides information on their long-term mandates advising various international organizations, bilateral agencies, and national governments. The firm has experience advising clients in over 80 countries across Europe, Asia, Africa, the Caribbean, Latin America, and the Pacific on issues related to public finance, health, pensions, social care, nutrition and more. EUROPE Ltd. was founded in 1997 and uses the experience of its senior staff and consultants to support countries in developing efficient and sustainable institutions and economic reforms.
Slovakia provides development cooperation to partner countries with the aim of contributing to sustainable development and reducing poverty. The key goals are supporting education, employment, democracy, and good governance. Slovakia focuses on 10 partner countries across Africa, Asia, and Europe. It implements this cooperation through a variety of programs and financial instruments that address priority sectors like education, healthcare, governance, agriculture, water and sanitation, energy, and private sector development.
The document provides information about the European Bank for Reconstruction and Development (EBRD), including what it is, its objectives, where it invests, the types of financing it provides, and examples of projects it has supported in Albania. Specifically, the EBRD is an international financial institution that owns 65 countries and promotes transition to market economies. It has invested over €86 billion in over 4,000 projects. In Albania, examples of EBRD projects include providing a €100 million credit line to the Albanian Deposit Insurance Agency, a €17 million loan to the Tirana East Gate shopping mall project, and a €10 million loan to the Hygeia Hospital Tirana project.
EU Budget Slovakia 2014-2020 update November 2014Joost Holleman
EU Budget Slovakia 2014-2020 update November 2014
The five European Structural and Investment Funds;
| The European Regional Development Fund
| The European Social Fund
| The Cohesion Fund
| The European Maritime and Fisheries Fund
| The European Agricultural Fund for Rural Development
- Vietnam's tourism sector has grown significantly in recent years, with revenue reaching $5.8 billion in the first half of 2014, a 22.5% increase over the same period in 2013. Tourism contributed an estimated 9.6% of Vietnam's GDP in 2013.
- However, Vietnam is missing opportunities to attract more international visitors due to restrictive visa policies and a lack of regional coordination in destination marketing. Expanding visa exemptions and establishing efficient visa-on-arrival procedures could increase arrivals by 8-18%.
- There is also a shortage of trained tourism professionals in Vietnam. Improving tourism education programs and adopting national competency standards would enhance service quality and the visitor experience.
EU budget focused on results initiative - Marco Carnaccini, ECOECD Governance
The document discusses the performance framework of the EU budget. It outlines the key elements of the framework, including legislation, Europe 2020 objectives, the multiannual financial framework, evaluations, and reporting. It provides an overview of the "EU Budget Focused on Results" initiative, including progress made in 2015-2016 to strengthen results-based budgeting. It also discusses conclusions, noting that the performance framework is aligned with international standards and that progress improving it will be gradual.
EU Budget Croatia 2014-2020 update November 2014Joost Holleman
EU Budget Croatia 2014-2020 update November 2014
The five European Structural and Investment Funds;
| The European Regional Development Fund
| The European Social Fund
| The Cohesion Fund
| The European Maritime and Fisheries Fund
| The European Agricultural Fund for Rural Development
Competitiveness in South East Europe: A Policy Outlook (2016)OECDglobal
Future economic development and the well being of citizens in South East Europe (SEE) depend more than ever on greater economic competitiveness. To underpin the drive to improve competitiveness and foster private investment, an integrated policy approach is needed. This first edition of Competitiveness in South East Europe: A Policy Outlook seeks to help policy makers in Albania, Bosnia and Herzegovina, the Former Yugoslav Republic of Macedonia, Kosovo, and Serbia assess their progress towards their growth goals and benchmark them against the good practices adopted by OECD countries and the performance of their regional peers.
This report addresses 15 policy dimensions critical to competitive economies that draw on the South East Europe 2020 Strategy (SEE 2020), a regional growth strategy drawn up by the Regional Cooperation Council and adopted by SEE governments in 2013. The qualitative assessments presented herein use scoring frameworks to enable regional comparisons. A participatory assessment process – that brings together regional policy networks and organisations, policy makers, independent experts and the private sector – ensures a balanced view of performance.
The document provides an overview of EU funding in Central and Eastern Europe from 2007-2015. It summarizes the available budgets, contracted funds, paid funds, and certification ratios for EU Structural and Cohesion Funds (SCF) during the 2007-2013 and 2014-2020 programming periods across multiple Central and Eastern European countries. The report also outlines the main categories and goals of European Regional Development Fund (ERDF), European Social Fund (ESF), and Cohesion Fund (CF) investments.
The strategic planning system in Lithuania has developed in three phases from 1999 to the present. It is centered around strategic plans that ministries prepare which are linked to the annual budget. There is also a hierarchy of strategic documents including long, medium, and short-term plans as well as cross-cutting plans and annual government priorities. Central coordination is provided by the Office of the Government and Ministry of Finance, and monitoring and evaluation systems have been established though evaluation implementation has faced challenges due to capacity. Political support, leadership, coordination, communication, and a pragmatic approach are seen as important factors for the success of the strategic planning system.
Presentation Session 1: Robert Rubio, UFM
ISMED Annual Conference, Defining a Way Forward for Infrastructure Investment in the Middle-East and North Africa (MENA), 4 December 2014 - Paris, France
Presentation on ensuring alignment between policy planning and financial planning: experience from Slovenia, Katja Lautar, SIGMA expert, joint SIGMA-ReSPA PIFC regional conference for EU candidate countries and potential candidates, Skopje, 19 September 2019.
Samuel using government chart of accounts for tracking aid flows and expendit...icgfmconference
The document discusses Malawi's use of its government chart of accounts to track aid flows and expenditures in its national budget. The chart of accounts segments expenditures by administrative details, program, output, and economic classification, allowing donor resources to be tracked by specific projects. While some donors finance projects outside the budget, making full tracking difficult, aligning all donors with the country's expenditure system would improve transparency and reduce the time needed for expenditure reporting.
This document summarizes EU funding and financing incentives for projects in Ukraine. It outlines Hudson Financial's experience in Europe and working with EU funds. Key points include:
- The EU has a 2020 strategy targeting employment, innovation, climate change, education, and poverty reduction.
- EU funding opportunities for Ukraine include grants, loans from the European Investment Bank, and programs in areas like education (Erasmus) and cross-border cooperation.
- The EU aims to strengthen ties with Ukraine through its Eastern Partnership program and Association Agreement, which promotes political and economic reforms.
- In 2014 the EU pledged over €11 billion in loans and grants to support Ukraine's economic and political transition following events that year
Investment and competitiveness in TajikistanOECDglobal
The OECD Tajikistan Project is working towards enhancing country competitiveness: by developing targeted and practical action plans for reforms; and following-up on implementation and building capacity.
This document summarizes the AidWatch 2014 report by CONCORD, which examines the EU's role in financing sustainable development goals after 2015. It finds that while aid will remain crucial, the EU faces three main challenges: ensuring the ODA definition focuses on poverty reduction, delivering on existing aid targets, and applying development effectiveness principles to all development finance. The report makes recommendations in these areas, such as excluding inflated aid from ODA, setting ambitious new aid targets, and ensuring private sector support complies with development standards.
The document summarizes an EBRD program to support small and medium enterprises (SMEs) in Ukraine, Georgia, and Moldova as part of their implementation of Deep and Comprehensive Free Trade Agreements (DCFTAs) with the EU. The EBRD will provide €475 million in funding through various windows including improving SME access to long-term financing, facilitating cross-border trade, providing business advice, and engaging in policy dialogue. The program aims to strengthen SMEs in the partner countries to better implement obligations under their DCFTAs with the EU.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Public Sector Advisory Services provides consulting services to public sector clients in over 70 countries. It has extensive experience conducting evaluations, research, and advisory work for the European Commission, United Nations agencies, bilateral development agencies, and national governments. Some of its areas of expertise include public finance, health systems, education, private sector development, and public administration reform. It has a team of experienced consultants and partners that allow it to take on long-term advisory mandates around the world.
This document summarizes the public sector advisory services of a consulting firm called EUROPE Ltd. It provides information on their long-term mandates advising various international organizations, bilateral agencies, and national governments. The firm has experience advising clients in over 80 countries across Europe, Asia, Africa, the Caribbean, Latin America, and the Pacific on issues related to public finance, health, pensions, social care, nutrition and more. EUROPE Ltd. was founded in 1997 and uses the experience of its senior staff and consultants to support countries in developing efficient and sustainable institutions and economic reforms.
Slovakia provides development cooperation to partner countries with the aim of contributing to sustainable development and reducing poverty. The key goals are supporting education, employment, democracy, and good governance. Slovakia focuses on 10 partner countries across Africa, Asia, and Europe. It implements this cooperation through a variety of programs and financial instruments that address priority sectors like education, healthcare, governance, agriculture, water and sanitation, energy, and private sector development.
The document provides information about the European Bank for Reconstruction and Development (EBRD), including what it is, its objectives, where it invests, the types of financing it provides, and examples of projects it has supported in Albania. Specifically, the EBRD is an international financial institution that owns 65 countries and promotes transition to market economies. It has invested over €86 billion in over 4,000 projects. In Albania, examples of EBRD projects include providing a €100 million credit line to the Albanian Deposit Insurance Agency, a €17 million loan to the Tirana East Gate shopping mall project, and a €10 million loan to the Hygeia Hospital Tirana project.
EU Budget Slovakia 2014-2020 update November 2014Joost Holleman
EU Budget Slovakia 2014-2020 update November 2014
The five European Structural and Investment Funds;
| The European Regional Development Fund
| The European Social Fund
| The Cohesion Fund
| The European Maritime and Fisheries Fund
| The European Agricultural Fund for Rural Development
- Vietnam's tourism sector has grown significantly in recent years, with revenue reaching $5.8 billion in the first half of 2014, a 22.5% increase over the same period in 2013. Tourism contributed an estimated 9.6% of Vietnam's GDP in 2013.
- However, Vietnam is missing opportunities to attract more international visitors due to restrictive visa policies and a lack of regional coordination in destination marketing. Expanding visa exemptions and establishing efficient visa-on-arrival procedures could increase arrivals by 8-18%.
- There is also a shortage of trained tourism professionals in Vietnam. Improving tourism education programs and adopting national competency standards would enhance service quality and the visitor experience.
EU budget focused on results initiative - Marco Carnaccini, ECOECD Governance
The document discusses the performance framework of the EU budget. It outlines the key elements of the framework, including legislation, Europe 2020 objectives, the multiannual financial framework, evaluations, and reporting. It provides an overview of the "EU Budget Focused on Results" initiative, including progress made in 2015-2016 to strengthen results-based budgeting. It also discusses conclusions, noting that the performance framework is aligned with international standards and that progress improving it will be gradual.
EU Budget Croatia 2014-2020 update November 2014Joost Holleman
EU Budget Croatia 2014-2020 update November 2014
The five European Structural and Investment Funds;
| The European Regional Development Fund
| The European Social Fund
| The Cohesion Fund
| The European Maritime and Fisheries Fund
| The European Agricultural Fund for Rural Development
Competitiveness in South East Europe: A Policy Outlook (2016)OECDglobal
Future economic development and the well being of citizens in South East Europe (SEE) depend more than ever on greater economic competitiveness. To underpin the drive to improve competitiveness and foster private investment, an integrated policy approach is needed. This first edition of Competitiveness in South East Europe: A Policy Outlook seeks to help policy makers in Albania, Bosnia and Herzegovina, the Former Yugoslav Republic of Macedonia, Kosovo, and Serbia assess their progress towards their growth goals and benchmark them against the good practices adopted by OECD countries and the performance of their regional peers.
This report addresses 15 policy dimensions critical to competitive economies that draw on the South East Europe 2020 Strategy (SEE 2020), a regional growth strategy drawn up by the Regional Cooperation Council and adopted by SEE governments in 2013. The qualitative assessments presented herein use scoring frameworks to enable regional comparisons. A participatory assessment process – that brings together regional policy networks and organisations, policy makers, independent experts and the private sector – ensures a balanced view of performance.
The document provides an overview of EU funding in Central and Eastern Europe from 2007-2015. It summarizes the available budgets, contracted funds, paid funds, and certification ratios for EU Structural and Cohesion Funds (SCF) during the 2007-2013 and 2014-2020 programming periods across multiple Central and Eastern European countries. The report also outlines the main categories and goals of European Regional Development Fund (ERDF), European Social Fund (ESF), and Cohesion Fund (CF) investments.
The strategic planning system in Lithuania has developed in three phases from 1999 to the present. It is centered around strategic plans that ministries prepare which are linked to the annual budget. There is also a hierarchy of strategic documents including long, medium, and short-term plans as well as cross-cutting plans and annual government priorities. Central coordination is provided by the Office of the Government and Ministry of Finance, and monitoring and evaluation systems have been established though evaluation implementation has faced challenges due to capacity. Political support, leadership, coordination, communication, and a pragmatic approach are seen as important factors for the success of the strategic planning system.
Presentation Session 1: Robert Rubio, UFM
ISMED Annual Conference, Defining a Way Forward for Infrastructure Investment in the Middle-East and North Africa (MENA), 4 December 2014 - Paris, France
Presentation on ensuring alignment between policy planning and financial planning: experience from Slovenia, Katja Lautar, SIGMA expert, joint SIGMA-ReSPA PIFC regional conference for EU candidate countries and potential candidates, Skopje, 19 September 2019.
Samuel using government chart of accounts for tracking aid flows and expendit...icgfmconference
The document discusses Malawi's use of its government chart of accounts to track aid flows and expenditures in its national budget. The chart of accounts segments expenditures by administrative details, program, output, and economic classification, allowing donor resources to be tracked by specific projects. While some donors finance projects outside the budget, making full tracking difficult, aligning all donors with the country's expenditure system would improve transparency and reduce the time needed for expenditure reporting.
This document summarizes EU funding and financing incentives for projects in Ukraine. It outlines Hudson Financial's experience in Europe and working with EU funds. Key points include:
- The EU has a 2020 strategy targeting employment, innovation, climate change, education, and poverty reduction.
- EU funding opportunities for Ukraine include grants, loans from the European Investment Bank, and programs in areas like education (Erasmus) and cross-border cooperation.
- The EU aims to strengthen ties with Ukraine through its Eastern Partnership program and Association Agreement, which promotes political and economic reforms.
- In 2014 the EU pledged over €11 billion in loans and grants to support Ukraine's economic and political transition following events that year
Investment and competitiveness in TajikistanOECDglobal
The OECD Tajikistan Project is working towards enhancing country competitiveness: by developing targeted and practical action plans for reforms; and following-up on implementation and building capacity.
This document summarizes the AidWatch 2014 report by CONCORD, which examines the EU's role in financing sustainable development goals after 2015. It finds that while aid will remain crucial, the EU faces three main challenges: ensuring the ODA definition focuses on poverty reduction, delivering on existing aid targets, and applying development effectiveness principles to all development finance. The report makes recommendations in these areas, such as excluding inflated aid from ODA, setting ambitious new aid targets, and ensuring private sector support complies with development standards.
The document summarizes an EBRD program to support small and medium enterprises (SMEs) in Ukraine, Georgia, and Moldova as part of their implementation of Deep and Comprehensive Free Trade Agreements (DCFTAs) with the EU. The EBRD will provide €475 million in funding through various windows including improving SME access to long-term financing, facilitating cross-border trade, providing business advice, and engaging in policy dialogue. The program aims to strengthen SMEs in the partner countries to better implement obligations under their DCFTAs with the EU.
Similar to EUROPE ltd Public Finance References (20)
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
1. Public Sector Advisory Services
address: Rose House Offices
3-5 Bég Street
1022 Budapest, Hungary
phone: +36 1 326 82 56
fax: +36 1 326 82 54
e-mails: expert@europe.consulting
partner@europe.consulting
web: www.europe.consulting
Long-term mandates
WW EC DG Development and Cooperation – EuropeAid: External aid framework contracts
WW EC DG Taxation and Customs Union (TAXUD): Provision of evaluation and impact assessment services
WW EC DG Health and Food Safety (SANTE): M&E framework contract in relation to the Health and Food policies
WW EC DG Environment and DG for Climate Action: Technical support for the Evaluation of LIFE Proposals
WW European Training Foundation: Provision of planning, monitoring and evaluation consultancy
WW Ministry of Foreign Affairs (MFA) of the Netherlands: Evaluation framework contract
WW DfID (UK) Expert Advisory Call Down Service (EACDS): Governance, Public finance & Justice framework contract
WW Australian Government – AusAid/DFAT: Aid Advisory Services Standing Offer:
Public Finance Management and Fiscal Decentralisation
EUROPE Ltd, founded in 1997, is an independent
private advisory company working internationally. Our mission
is to support the empowerment of countries in an efficient and
sustainable way via research, advisory and training. EUROPE Ltd
uses the unique experience of its senior staff and consultants in
advising clients in the management of economic transition, in
rebuilding market structures and developing the institutions of
a well-functioning economy. We have completed research and
consultancy mandates in English, French, Spanish and Russian
languages. Our long-term relationship with a stable circle of
consultants and partners enables us to multiply our strength.
Functional practices
WW Programme formulation, monitoring & evaluation (M&E)
WW Research on feasibility of reform programmes
WW Institutional capacity building & organisational
development
WW Policy advisory, strategy development, risk
management, financial/operational controlling
WW Financial and investment advisory, privatisation and
corporate finance services
WW Legislation development, regulatory impact
assessment and law enforcement
WW Technology development and innovation
Advising institutions in 80 countries
Asia
Afghanistan, Armenia,
Bangladesh, Cambodia,
China, Georgia, India,
Jordan, Kyrgyzstan,
Lebanon, Occupied
Palestinian Territories,
Philippines, Tajikistan,
Turkey, Turkmenistan,
United Arab Emirates,
Vietnam
Caribbean
Pacific
Latin America
Barbados, Bolivia,
Haiti, Jamaica,
Kiribati, New
Caledonia, Papua
New Guinea, Saint
Lucia, Trinidad &
Tobago, Tuvalu
Europe
Albania, Austria, Belgium,
Bosnia and Herzegovina,
Croatia, Czech Republic,
France, Greenland,
Hungary, Kosovo, Latvia,
Lithuania, Macedonia,
Malta, Moldova,
Montenegro, Netherlands,
Poland, Romania, Russia,
Serbia, Slovakia, Ukraine
Client Relationship Focus
Research institutions
and NGOs
Universities,
Research institutions,
Non-state actors:
Foundations, inter-
governmental organisations
National
organisations
National and local
governments,
Public health
insurance funds
International Organisations
and their Agencies
Council of Europe Development Bank, European
Commission (EC) and its Directorates-General
(DGs), European Investment Bank, European
Training Foundation, IMF, OECD, UNCTAD,
WHO and the World Bank
Bilateral Agencies
AusAid/DFAT (Australia)
DfID (UK)
Dutch MFA (NL)
SIDA (Sweden)
USAID (US)
Africa
Algeria, Benin, Botswana, Burkina
Faso, Cape Verde, Chad, Côte
d’Ivoire, DR Congo, Ethiopia,
Gabon, Guinea, Liberia, Madagascar,
Malawi, Mauritania, Mauritius,
Morocco, Mozambique, Namibia,
Niger, Nigeria, Rwanda, Senegal,
Sierra Leone, Somalia, South African
Republic, Sudan, Tanzania, Tunisia,
Zambia, Zimbabwe
2. Selected References in Public Finance, Taxation, Customs and Statistics
WW Algeria: Advisory and training to the Central Anti-Corruption Agency [2016-2017]
WW Barbados: Design and development of a macro-fiscal model for the Ministry of Finance and Economic Affairs [2017];
Consultancy to undertake a domestic resource mobilisation programme to modernise the informal economy [2017]
WW Benin: Accounting advisory to install the Integrated Financial Management (IFMS) ICT software system [2017-2019]
WW Bosnia and Herzegovina: Support Bosnia’s participation in the 2014-2020 cycle of EU Programmes [2013-2014];
Design the New Computerised Transit System (NCTS) customs system for the Indirect Taxation Authority [2016-2017]
WW Botswana: Financial management and budgeting to the Ministry of Education and Skills Development [2013]
WW Burkina Faso: Action plan and Training plan for the State Control and Anti-Corruption Authority (ASCE-LC) [2017]
WW Cape Verde: Final evaluation of the 2012-2016 Poverty Reduction Strategy [2017]
WW Chad: Advisory support to the operationalization of the State Audit Office [2015]
WW Croatia: Mid-term evaluation of EU IPA Operational Programmes (OP) & Ex-ante evaluation of Structural Funds OPs [2012-2013]
WW Czech Republic: Monitoring for EC DG NEAR public finance projects: “Financial stability issues at the Czech National Bank” and
“Construction of the State Treasury” [2008]
WW Greenland: Advisory to the Government of Greenland in the field of public procurement [2017]
WW Haiti: Midterm evaluation of accompanying measures of the EU Budget Support Programme [2016-2017]
WW Hungary: Ex-post evaluation of EU balance of payments support for EC DG Economy and Finance (ECFIN) [2012];
Interim evaluation of EU PHARE/Transition Facility Programmes for EC DG NEAR in Public finance (Public Internal Financial Control),
Taxation (Selection of taxpayers for audit, Missing trader/carousel VAT fraud), Statistics and Customs (TARIC, NCTS, Excise) [2004–2010]
WW Jamaica: Monitoring and Evaluation framework of the Public Financial Management Reform Programme [2015-2016]
WW Jordan: Monitoring EU budget support programme to support Jordan’s National Education Strategy [2008]
WW Kiribati: Reformulation of the financial legislations “Financial and Stores Regulations” [2010-2011]
WW Kosovo: Designing a public finance project for integrated economic and fiscal surveillance frameworks [2013]
WW Liberia: Results-oriented monitoring (ROM) of the EU project “Support to the NAO Office” [2015];
Final Evaluation of the EU programme: Strengthening the General Auditing Commission of Liberia [2017]
WW Malawi: Final evaluation of the project “Capacity building for NAO Support Unit in the Ministry of Finance” [2010-2011]
WW Malta: Monitoring of projects for EC DG NEAR: “Capacity Building Program in Information Security” [2008]
WW Montenegro: Strengthening capacities in finance, contract management & FIDIC rules of Montenegrin authorities [2017]
WW Mozambique: Evaluation of the 2008-2012 business environment strategy and recommendations for the upcoming strategy to support
the enforcement of contracts, increased payment of taxes and consumer rights [2012]
WW Namibia: Development of expenditure management system of the Ministry of Education in national/regional levels [2012]
WW New Caledonia: Public financial management reform advice on increasing taxes and excise revenues [2015-2016]
WW Niger: Development of the National Action Plan to Modernise the State [2014]
WW Occupied Palestinian territories (oPt): Financial advice to the High Judicial Council in the oPt [2010-2011]
WW Papua New Guinea: Advisory to roll out the Integrated Financial Management (IFMS) to the provinces [2016-2017]
WW Poland: Monitoring for EC DG NEAR: “Modernisation of the fiscal control IT systems of the Ministry of Finance” [2006]
WW Romania: On-the-spot monitoring of EU projects for EC DG NEAR: “Implementation of the Tax and Customs IT Structures Regarding
the Administrative Cooperation with the other EU member states – VIES, SEED, EMCS” [2010]
WW Saint Lucia: Actuarial analysis & sustainable financing mechanism of universal primary health care coverage [2015-2016]
WW Serbia: Support to European Union IPA Programming – Advisory and training [2008]
WW Sierra Leone: Results-oriented monitoring (ROM) of the EU project “Support to Civil Service Reform Programme” [2015]
WW Slovak Republic: Monitoring of EU projects for EC DG NEAR – Statistics sector [2007-2008]
WW Somalia: End-of-project result reporting of closed EU programmes “Technical and Operational Support to Development assistance to
Somalia” and “Economic Development Programme 1” [2015]
WW South African Republic: Advisory to the National Treasury – Enterprise risk management [2012];
Advisory in financial accounting to support public financial management [2012-2013];
Development of the Revenue Management Framework, the Revenue Management Guideline and Non-accredited training material in
revenue management for the public sector [2013-2014];
Evaluation of the EU budget support financed projects for the National Treasury [2017]
WW Sudan: Mid-term Expenditure Framework in the education sector – Cost and financing study [2007]
WW Tajikistan: Mid-term Expenditure Framework of the National Strategy for Education Development [2008]
WW Tanzania: Mid-term Expenditure Framework of the Education Sector Development Programme [2007]
WW Trinidad & Tobago: Support the Central Statistical Office in the analyses of the tertiary education [2008];
Support to the Statistical Unit of the Ministry of Food Production [2014]
WW Tunisia: Advisory to the Ministry of Finance on program-based budgeting [2010-2012]
WW Vietnam: Forecasting models for assessment of the potential impacts of tax reforms [2012-2013];
Strengthen the macro-economic forecasting and the linkage with revenue forecasting [2017-2018]
Regional programmes
WW African Union Commission (AUC), Ethiopia: Strengthen the AUC financial management [2017]
WW EC DG NEAR: Evaluation of Sector approach under IPA II assistance in the Western Balkans and Turkey [2017-2018]
WW IMF: Effectiveness of IMF programs to countries of Central and Eastern Europe in the first phase of the global financial crisis 2008-2011 [2013]
WW MoFA, the Netherlands: Evaluation of the project “Sustainable Clusters in Agribusiness through Learning in Entrepreneurship
(2SCALE) 2012-2017” covering Mali, Ghana, Benin, Ethiopia, Uganda, Kenya, Mozambique, Nigeria, Côte d’Ivoire [2017-2018]
WW OECD, Department of Fiscal & Enterprise Affairs: Synergies between privatization and pension reforms [1999]
WW USAID, USA: “Partners for Financial Stability Program” – Impact assessment of the regulatory frameworks, advisory in financing of
municipalities and financial supervision establishment in the Western Balkans and the Baltics [2000-2003]
WW WiiW, Austria: Training government officials on Corporate governance and Financial stability [2002–2017 annually]