Ministerial advisors Transparency in strategic decision-making Results of the survey Public Employment and Management Working Party, 9 December 2010 Mrs. Elodie Beth, Administrator, OECD Public Governance and Territorial Development Directorate
Why this issue matters High quality advice is essential to inform the strategic decisions of government leaders and restore longterm sustainable economic growth. Ministerial advisors are appointed to help government address strategic challenges along with senior civil servants (84% of countries) However they have become a source of concern in the last decade in 73% of countries
What the survey brings to the debate Scope: Advisors appointed by Ministers and Heads of Government Objective: Collecting evidence-based information on : a) Rationale for their appointment and actual functions b) Specificities of employment status c) Frameworks to enhance transparency and accountability d) Concerns that emerged in countries and reforms initiated Survey : Responses so far from 25 countries (OECD and observers) Two questionnaires : one specifically targeted at ministerial advisors to gather their perspective
Survey results highlight commonalities across countries EMPLOYMENT STATUS LINKED TO MINISTER Appointed on the basis of personal trust to help Ministers who have full discretionary power (73% of respondent countries) Length of the appointment is usually linked to the Minister General employment rules apply in the vast majority of countries but this seems to be mostly linked to the remuneration The Minister is the authority responsible for the implementation of employment rules in 50% of the countries.
Degree of discretion of the Minister in HRM procedures Appointment 73% 18% 9% Term 64% 23% 14% Remuneration 18% 27% 55% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Source: OECD Ministerial Advisors 2010. Political (Purely discretionary of Minister/Head of governement) Hybrid (An administrative process although the final decision is political) Administrative (General Employment framework for civil/public servants applies)
Survey results highlight commonalities across countries RANGE OF FUNCTIONS Common functions of advisors across countries: 1. Strategic advice (95%) 2. Coordination with stakeholders, including Parliament, interest groups, political party (95%) 3. Political-partisan advice (79%) In countries with a strong tradition of political neutrality in the public service, functions are more confined E.g. political/partisan advice or media assistance in Denmark and the Netherlands
Range of functions: The perspectives of ministerial advisors and public servants Strategic advice 95% 95% Coordination 77% 86% Political/partisan advice 76% 82% Media assistance 67% 95% Policy implementation 43% 45% Management of public servants 5% 24% 0% 20% 40% 60% 80% 100% 120% Questionnaire directed to Ministerial Advisors Questionnaire directed to Civil Servants Source: OECD Ministerial Advisors 2010.
A source of concern in many countries Ministerial advisors became a source of public concern in the last decade in 73% of countries 1. Numbers are the first source of concern 2. Other reasons that fuelled public concerns: lack of transparency in the appointment, remuneration, lack of a clear accountability structure, misuse of communication, etc. Senior civil servants highlight in their responses other concerns within the public service, in particular the risk of politicisation
Some reforms but more needs to be done 58% of countries conducted a follow-up enquiry/review Reforms initiated - Introduce quotas (numbers or through budget) - Shed light on numbers and cost of ministerial advisors - Define employment terms - Define specific standards of conduct (e.g. relationship with public servants) - Clarification of accountability structure (e.g. Guidelines for the creation of Ministerial offices)
Have public concerns been addressed? Partly addressed 44% Yes 31% No 25% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Source: OECD Ministerial Advisors 2010.
Questions To what extent does the employment status of ministerial advisors in your country differ from public/civil servants? What concerns emerged in your country in relation to ministerial advisors in the last decade? How were these concerns addressed (e.g. enquiry, reform, etc.)? What were the challenges faced in the implementation of reforms? What are the conditions and incentives for making such reforms achieve their objectives?