key challenges to supreme audit institutions as regards the eu lisbon process ulrike mandl aca
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Key challenges to Supreme Audit Institutions as regards the EU-Lisbon Process Ulrike MANDL, ACA. The 3rd OECD World Forum on “Statistics, Knowledge and Policy” Charting Progress, Building Visions, Improving Life Busan, Korea - 27-30 October 2009. OVERVIEW.

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key challenges to supreme audit institutions as regards the eu lisbon process ulrike mandl aca

Key challenges to Supreme Audit Institutions as regards the EU-Lisbon ProcessUlrike MANDL, ACA

The 3rd OECD World Forum on “Statistics, Knowledge and Policy”Charting Progress, Building Visions, Improving LifeBusan, Korea - 27-30 October 2009

overview
OVERVIEW
  • The Lisbon Strategy for Growth and Jobs
  • Structural Indicators as Key National Indicators
  • Role and Key Challenges of SAI
the lisbon strategy for growth and jobs
The Lisbon Strategy for Growth and Jobs
  • In 2000, Heads of States and Governments launched the „Lisbon Strategy“
  • Benchmarking as means of improving the implementation record of structural reforms increased
structural indicators as key national indicators
Structural Indicators asKey National Indicators
  • Structural Indicators
      • Instrument to align the national policies with the overall EU goals
      • Indicators should help to communicate complex issues and highlight interlinkages and trade-offs
      • Peer pressure and mutual learning through information sharing among the policy makers at national level should be achieved.
structural indicators as key national indicators5
GDP per capita in PPS

Labour productivity per person employed

Innovation and Research

Youth education attainment level by gender

Gross domestic expenditure on R&D (GERD)

Comparative price levels

Business investment

Employment rate by gender

Employment rate of older workers by gender

At-risk-of-poverty rate after social transfers by gender

Long-term unemployment rate by gender

Dispersion of regional employment rates by gender

Greenhouse gas emissions Energy intensity of the economyVolume of freight transport relative to GDP

Structural Indicators asKey National Indicators
role and key challenges of sai
Role and Key Challenges of SAI
  • Challenges
        • SAI`sInvolvment vs SAI`s independence
        • Data availability
        • Data comparability
        • Measurement problems
role and key challenges of sai7
Role and Key Challenges of SAI

Role of SAI

  • SAI could provide information to contribute to Lisbon-type structural reforms
        • Provide information on gains and costs of reforms
        • Outline opportunity costs of no-policy-change
        • Identify cost drivers
role and key challenges of sai8
Role and Key Challenges of SAI

Ex. Pension Reform in Austria - Highlighting opportinity costs!

role and key challenges of sai9
Role and Key Challenges of SAI

Role of SAI

  • SAI could provide context information as regards key national indicators
        • Evaluate country specifics (social system, public transfers, etc.) to ease the design of indicators
        • Provide additional performance information to support decision making on KNI
conclusion
Conclusion
  • SAI could mobilise its own instruments to contibute to the needed information to trigger structural reforms.
  • SAI could help to overcome data and measurement problems as audits could deliver the missing link of information needed to rely on KNI.
slide11
Thank you very much
  • for your Attention!
structural indicators as key national indicators13
Structural Indicators asKey National Indicators
  • 24 Integrated GuidelinesBroad Economic Policy Guidelines (BEPGs) and Emplyment Guidelines

Macroeconomic guidelines

(1) To secure economic stability.

(2) To safeguard economic and fiscal sustainability.

(3) To promote a growth- and employment-orientated and efficient allocation of resources.

(4) To secure economic stability for sustainable growth.

(5) To ensure that wage developments contribute to macroeconomic stability and growth.

(6) To contribute to a dynamic and well-functioning EMU.

structural indicators as key national indicators14
Structural Indicators asKey National Indicators
  • 24 Integrated GuidelinesBroad Economic Policy Guidelines (BEPGs) and Emplyment Guidelines

Microeconomic guidelines

(7) To increase and improve investment in R & D, in particular by private business.

(8) To facilitate all forms of innovation.

(9) To facilitate the spread and effective use of ICT and build a fully inclusive information society.

(10) To strengthen the competitive advantages of its industrial base.

(11) To encourage the sustainable use of resources and strengthen the synergies between environmental protection and growth.

(12) To extend and deepen the internal market.

(13) To ensure open and competitive markets inside and outside Europe and to reap the benefits of globalisation.

(14) To create a more competitive business environment and encourage private initiative through better regulation.

(15) To promote a more entrepreneurial culture and create a supportive environment for SMEs.

(16) To expand, improve and link up European infrastructure and complete priority cross-border projects.

structural indicators as key national indicators15
Structural Indicators asKey National Indicators
  • 24 Integrated GuidelinesBroad Economic Policy Guidelines (BEPGs) and Emplyment Guidelines

Employment guidelines

(17) Implement employment policies aiming at achieving full employment, improving quality and productivity at work, and strengthening social and territorial cohesion.

(18) Promote a life-cycle approach to work.

(19) Ensure inclusive labour markets, enhance work attractiveness, and make work pay for job-seekers, including disadvantaged people, and the inactive.

(20) Improve matching of labour market needs.

(21) Promote flexibility combined with employment security and reduce labour market segmentation, having due regard to the role of the social partners.

(22) Ensure employment-friendly labour cost developments and wage-setting mechanisms.

(23) Expand and improve investment in human capital.

(24) Adapt education and training systems in response to new competence requirements.

4 goals
4 Goals
  • Strategic Plan of INTOSAI 2005-2010
  • Goal 1:Accountability and Professional Standards
  • Goal 2:Institutional Capacity Building
  • Goal 3: Knowledge Sharing and Knowledge Services
  • Goal 4:Model International Organisation
goal 3
Goal 3

• TF Financial Crisis –USA

websites
Websites
  • www.intosai.org
  • www.issai.org
  • www.intosaijournal.org
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