Presentation by Nick Malyshev and Filippo Cavassini, OECD Regulatory Policy Division, on the launch of the report Driving Performance at Latvia's Public Utilities Commission which took place in Riga, Latvia on 20-21 September 2016.

1. DRIVING PERFORMANCE AT LATVIA’S
PUBLIC UTILITIES COMMISSION
Nick Malyshev, Head, & Filippo Cavassini, Policy Analyst, Regulatory Policy Division
Public Governance and Territorial Development Directorate, OECD
Launch of the OECD Performance Assessment Review of Latvia’s PUC
Riga, 20-21 September 2016

2. 1. Background and review methodology
2. Key findings and recommendations of the
review
Agenda

3. • Unique forum to promote cross-sectoral
dialogue across regulators
– More than 70 energy, telecommunication, transport,
water regulators
– OECD members and non-members
– Meeting twice a year in connection with the meetings
of the Regulatory Policy Committee
• Strong attention for governance and
performance
– Best Practice Principles for the Governance of
Regulators
– Independence, accountability and application of
behavioural insights
– Developing a framework for supporting regulators’
efforts to assess performance
1. OECD Network of Economic Regulators

4. 1. Body of work of the NER
http://www.oecd.org/gov/regulatory-policy/ner.htm

5. 1. What makes a world-class regulator?
http://www.oecd.org/gov/regulatory-policy/governance-of-regulators.htm

6. Assessing the impact of regulatory actions and
decisions to drive improvements
Supporting transparency and
accountability to public institutions
Building trust and confidence of
investors and citizens by tracking tangible
results
1. Measuring outcomes is a key feature
of a world-class regulator

7. 1. Performance assessment
Output & OutcomeInput & process
Regulatory, governance & cultural context
Role & Strategy

8. 1. Input-process-output-outcome
framework for performance indicators

9. 2. Regulation & governance
Market concentration index, 2013
Government involvement
in network sectors, 2015
Low involvement
High involvement

10. Recognised & affirmed
independence
Multi-sector model
providing some protection
from undue influence
Goals: competition & dvlpt
of public utilities
Wide scope of action
Proactive co-ordination
Strategy framework in
place
2. Role and strategy – state of play
Which strategic priorities?
How to balance
consumers’ and investors’
interests?
What is the “right”
advisory role?
Regulatory functions fit-
for-purpose?

11. 2. Role and strategy – next steps
Revamp the strategic planning framework to clarify
goals, priorities and outcomes, aligning functions with
these outcomes.
Ensure that regulatory functions are fit-for-purpose,
including through the use of incentive regulation and
the power to amend tariff proposals.
Continue to provide expert advice for the development of
regulation, while remaining within the role of an
independent regulator, including by releasing
opinions publicly and relying on the media and other
accountability avenues to draw attention to them.

12. Transparent &
accountable budget
Attractiveness/commitme
nt to staff development
Transparent Board
decision-making
Effective use of multi-
sector model
Informed & systematic
consultation
Accountability to
parliament
2. Input and process – state of play
How to avoid conflict of
interests in setting
regulatory fee?
Salary system weakening
long-term attractiveness?
Which system for board
renewal ?
How to engage with
parliament?

13. 2. Input and process – next steps
Consider an alternative process for setting the
regulatory fee, either by relying exclusively on the
legislated ceiling or through some independent council or
body
Develop a “total rewards” approach to attract and
retain staff, while further investigating the possible long-
term effects of the salary cap.
Consider staggered terms for Board members.
Facilitate mobility across sector departments and unleash
opportunities for innovation and experimentation.
Introduce more regular and formal exchanges
between Parliament and the PUC.

14. Systematic data
collection & guidance
Some measurements of
regulatory processes
Analysis of costs and
services provided
Some data presented in
annual report
Regular meetings Board-
staff to alert/discuss
issues
2. Output & outcome – state of play
What linkages between
data and strategy?
Which data aggregation
and linkages to regulatory
processes?
How to make greater use
of data in the decision-
making process?
Greater use of data for
consumers (e.g. choice
engines)?

15. 2. Output & outcome – next steps
Develop a performance assessment matrix that
links goals and priorities to outputs and outcomes.
Use performance information to communicate with
key stakeholders, especially Parliament.
Explore the use of data to develop choice tools for
consumers, either directly or indirectly

16. http://www.oecd.org/publications/driving-performance-at-latvia-
s-public-utilities-commission-9789264257962-en.htm
Thank you!