This chapter presents a summary of the key enablers and challenges that have emerged from the synthesis of the country practices and experiences shared throughout the compendium. It then discusses the top six enabling conditions that are common across all centre of government (CoG) roles and functions. This includes: the need for clear mandates and delineation of roles between the CoG and other agencies; the need for CoGs to better utilise holistic and systemic approaches, coordination between CoG functions, including fostering trusted relationships between the CoG and other agencies; and the right workforce design as a fundamental requirement. This chapter also highlights the in-depth discussions held with CoGs in developing this compendium and opportunities to continue this dialogue into the future.
Steering from the Centre of Government in Times of Complexity
10. Overarching conclusions
Abstract
This compendium has offered a collection of country practices and lessons learnt from centres of government (CoGs).
There is immense value in sharing information across OECD member and partner countries and the range of experiences showcased in this analysis demonstrates the diverse forms of knowledge on offer from each contributed case.
Despite the diversity in the compositions of CoGs globally, CoGs play common roles and functions as explored through this compendium. The experiences from countries demonstrate that CoGs face many challenges in undertaking their roles. As such, they consider myriad factors to help them address such challenges, enabling them to perform their role effectively and support governments in achieving their ambitions. Six common enablers, in particular, merge from this compendium (Figure 10.1):
Clear roles, mandates and spheres of influence of CoGs are essential. Setting out CoG roles and responsibilities can help differentiate it from line ministries, help it co-ordinate horizontally across government and make work more efficient by avoiding duplication. Clear mandates help the CoG bridge the political and administrative interface by honouring their differences. Guidelines, agreements and discussions can facilitate this.
Clear roles need to be complemented by trusted relationships between CoGs and line ministries. CoGs must foster trust with line ministries, allowing them to see the value in the CoGs’ roles and functions. It is also essential to open information sharing (including potential challenges) and for line ministries to adopt guidance or standards set by CoGs.
Holistic, intentional and systemic approaches are necessary. CoGs need to intentionally design their approaches to guide good practices and reforms. CoGs must consider the whole system when undertaking their functions, including rules, people, processes, data and other support. Good strategic planning through holistic approaches can make complex and multifaceted projects a reality in public administration reform.
The CoG needs political leadership, clarity and support. A clear vision from the government is crucial to the CoG’s performance: CoGs need to translate the government’s vision into priorities and actions across ministries. Further, clear mandates and political support are important for CoGs to help steward or co‑ordinate effectively on behalf of the whole administration.
CoGs play a key role in co‑ordination, yet CoG functions and institutions also need to be co‑ordinated. CoGs need to ensure that their various functions (e.g. prioritisation, policy action and monitoring) are also well co‑ordinated and harmonised. This is important to ensure that priorities flow through the various functions smoothly and that different functions mutually reinforce each other.
CoGs need the right people, with the right skills, in the right places. This is even more crucial as the role and functions of the CoG evolve. Skills such as good political sense, whole-of-system thinking, mediation and data analysis are becoming increasingly important. Further, the CoG needs the right material support (e.g. budgets or data access) to perform effectively. Collaborative approaches simplify this complex responsibility.
Figure 10.1. Key enablers for effective CoGs
Source: Author’s own elaboration.
The OECD would like to thank countries for sharing their practices, experiences, and insights in the development of the Compendium, and hope that it will be useful for CoGs as they reflect upon and look for ways to improve their operations. Further consideration will be given on how to continue to make this work useful into the future.