This presentation was made by Anne Keller, OECD, at the 40th Annual Meeting of OECD Senior Budget Officials (SBO) held in Tallinn, Estonia, on 5-6 June 2019
OECD Principles on Budgetary Governance - Anne Keller, OECD
1. RETHINKING DATA AND
COMPOSITE INDICATORS
FOR BUDGETARY GOVERNANCE
Anne Keller
Budgeting & Public Expenditures
Public Governance Directorate
40th Senior Budget Officials’ Meeting
5-6 June 2019, Tallinn, Estonia
2. Data collection via a set of recurring OECD
Budgetary Governance surveys
• to provide an internationally comparable set of
data that is publicly available, allowing for the
analysis and benchmarking of good budgeting
practices over time
• to monitor, promote and report on the
implementation of the OECD Principles of
Budgetary Governance
2
Current data work:
Measuring and presenting budgetary governance data
3. Objective
• Measure and compare progress across different areas of
budgetary governance in a better way
Indicator design review
• Selection of indicators: alternatives to existing indicators,
development of new indicators
• Overall design features of the indicators
• Data visualisation possibilities
Keeping in mind
• For complex issues, a single measure/method is not sufficient
• Indicators also depend on data availability / feasibility
3
Future data work:
How to make better use of data
5. A composite indicator
• Shows complex, multi-
dimensional themes in
a single index
• Allows comparison
• Assesses country
progress over time
• Identifies dimensions
requiring further effort
• Supports decision-
makers
5
Further development of composite indicators
Methodological issues
and design features
have to be addressed
transparently prior to
the construction
Stakeholder and expert
involvement is needed
7. Key objective
to review data and composite indicator development
Key means
• Data collection and use of data;
• Streamlining survey structures and common understanding of
definitions (survey glossary);
• Decide on overall design features of indicators;
• Help develop new composite indicators;
• Coordination with the SBO working party and relevant SBO
Networks, as needed.
7
Looking forward:
Establishing thematic SBO peer groups (1)
8. And how would these thematic
peer groups operate?
• Ad hoc creation depending
on upcoming needs
• Flexible
• Specialists
• Convene regularly through
tele or videoconferencing,
with face-to-face meetings as
required
• Under the responsibility of
the SBO working party or the
relevant SBO Network
8
Looking forward:
Establishing thematic SBO peer groups (2)
start establishing a
first peer group for
Budget Transparency
9. • What are the priority areas for data analysis to support the
implementation of the Principles for Budgetary Governance?
• Which areas would you prioritise for the development of new
SBO composite indicators and benchmarks relating to
Budgetary Governance? (see slide 6)
• Do you support the establishment of thematic sub-groups of
the SBO to take specialist workstreams forward? What profiles
and skills would be best for such groups?
9
Questions for discussion
10. THANK YOU !
• Discussion note: GOV/PGC/SBO(2019)7 and
• OECD Working Party of Senior Budget Officials
http://www.oecd.org/gov/budgeting/
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