Mr. Uriel MARQUEZ Head of Unit Policies for the Improvement of Public Management

1. The Ministry of Public Administration of Mexico 2011 United Nations and Africa Public Service Day and Forum The Guillotine of Administrative Regulations and the Nine Administrative Handbooks of General Application to promote efficiency of Mexican Federal Government Winning project in the category of “Preventing and combating corruption in the public service”. Mr. Uriel MARQUEZ Head of Unit Policies for the Improvement of Public Management 20-23 June 2011, Tanzania

2. Our vision A government organized around the citizens To enable Mexican families to live better To have a government that is efficient and effective

3. Economic and Social Environment In the five years leading to 2009 oil production decreased by more than 20%. A third of tax revenue depends on oil production. Mexico cannot afford to waste public resources and needs to improve government capacity to solve problems. 2009 The late-2000s global financial crisis. Deadly AH1N1 swine flu outbreak. Floods affect the south and east of the country.

4. Competitivennes of a country limitedbycorruption Correlationcoefficient0.91betweencompetitivennes and corruption

5. Bureocracygenerates red tape Correlation factor 0.90 betweeninnefficiency of bureocracy and red tape tocitizens and businesses.

6. The purpose • On September 2nd, 2009, within the framework of the Third State of the Union, President Felipe Calderón committed to undertake a wide-ranging regulatory reform in order to: • Make citizens´ life easier. • Promotegrowth and economicdevelopment. • Betterpublicgovernance. • With this strategy, the government was seeking to: • Fight the paralysis generated by excessive regulation. • Close the door to the discretionary creation and • implementation of provisions that cause opacity • and unnecessary costs for the government and for • the citizens. • Eradicate corrupt practices. • Diminish the Public Administration costs in order to • apply these resources in priority tasks of the country.

7. The task • First step: creation of an inventory of the governmental rules in force. • Second step: all the agencies comprising the Federal Public Administration identified duplicated rules, processes and inefficient activities, excessive costs and bureaucratic procedures that were generating unnecessary costs to citizens. • Third step: Base Zero Regulation. • Standardize processes in order to simplify internal administration and to • reduce costs of government (Guillotine of Administrative Regulations). • Facilitate governmental procedures and services in order • to serve citizens in a better manner (Guillotine of Substantive Regulations). • Eliminate administrative burden to businesses • (The economic regulatory reform).

8. The outputs The Guillotine of Administrative Regulations consisted in the elaboration and publication of nine Handbooks of General Application, which aim to optimize the governmental operation in the areas of: 1. Governmental Acquisitions. 2. Auditing. 3. Internal Control. 4. Public Works. 5. Financial Resources. 6. Human Resources. 7. Material Resources. 8. Information and Communication Technologies. 9. Transparency. To achieve this end, nine working teams were created with representatives of various entities and agencies who were responsible of researching the leading management practices in these subjects. Using this research as a starting point, nine Handbooks were elaborated to standardize the application of all the processes in the Federal Public Administration.

9. The process As a strategy to review the first draft of the handbooks, a consultation with 147 leader agencies of the Federal Public Administration was carried out, in order to receive comments and contributions from public officials responsible for operating the administrative processes in the matters regulated by each handbook. In the nine Handbooks, a total of 17,759 comments were addressed: 51.24% were on technical-administrative issues. 22.47% on legal-normative. 26.29% on edition. Once the consultation period finished, the analysis and classification of the comments received during the consultation was carried out, followed by the incorporation of the appropriate comments to the adequate draft handbook, and finally the drafts of the handbooks were refined and edited.

10. The supporting tools To strengthen the Guillotine of Administrative Regulations, on August 10, 2010 President Calderón issued an Agreement instructing the agencies and entities of the Federal Government to restrain from issuing regulations in the areas covering the administrative handbooks. This agreement also included provisions designed to establish exceptions for the issuance of new regulations, ordering the removal of all the rules that are opposed to the handbooks, and requiring agencies to define their inventory of internal rules. The agreement also enabled the Ministry of Public Administration to carry out surveillance to ensure compliance with the provisions of the presidential agreement.

11. Results on regulation inside the government (RIG) and regulation applied to businesses and citizens (RABC) guillotine 31 % reduction of procedures and services

12. The outcomes Fewer rules will promote structural changes within the government, fostering a cultural change in public servants minds which will encourage the performance and achievement of objectives over any bureaucratic requisite. • Likewise, the Regulation Inside Government (RIG) reform of Mexico promotes: • Implementation of public policies and the achievement of objectives at the • lowest cost. • Set standards and promote a culture of resource savings and efficency. • Transparency and accountability at the Mexican Federal Government. The success of this project was based upon the open participation of all stakeholders.

13. The best practice Activities undertaken by the Mexican government on the simplification of regulation inside the government: • Political commitment at the highest level. • Objectives to achieve. • Organisation of the stages. • Collaboration with regulators. • Participation of involved agents and society. • Cost-benefit analysis and Risk assessment. • Training and support for implementation. • Communication to the general public and Periodic reviews of the regulatory stock. • Controlling the flow of new regulations. • Measuring of results. A methodical way which can be adopted by other countries to implement a similar simplification effort.

14. The best practice • “….the review of Mexico’s experience is one of the first and most comprehensive contributions to the evaluation of these practices”. • All in all, the actions of the Ministry of Public Administration were largely comparable in depth and sophistication to the international experience of review of RIG, and were consistent with the international experience of review of RABC, with some exceptions. • Stop the flow of new regulation. • Implement periodic reviews of RIG to keep the handbooks updated. • Measure the economic benefits and saving. • Promote among states and municipalities similar exercises.

15. Next steps: integrate processes with technology Next step: link the objectives and processes associated to the regulation inside the government (RIG) and those of the regulation applied to businesses and citizens (RABC)

16. Nextsteps: Theupdating of thehandbooks • 1,931 saving actions have been reported, grouped into 26 models of administrative efficiency. Best Management Practices

17. The conclusion “Fewer rules, better results”

18. Theeconomicbenefits of austerity and regulation base zero • Rationalisegovernmentspending, transferingsavingsto: • Theintensification of social programswithproveneffectiveness in combating • poverty. • ExpandMexicans' accesstohealth and educationservices. • Increaseresourcesforinfrastructureprojects. • Austeritymeasureshaveproducedsignificantsavings: • $4,500 milliondollars • $2,500 milliondollars • Savingsaccountto 10 % of administrativecost 2012 target: 20 percentreduction in administrative & operatingcosts. Theseexpectedsavingsaccounttocurrent social benefits and agriculturalsupportprograms

19. The Ministry of Public Administration of Mexico 2011 United Nations and Africa Public Service Day and Forum THANK YOU!! Mr. Uriel MARQUEZ Head of Unit Policies for the Improvement of Public Management 20-23 June 2011, Tanzania