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An alarming number of women and girls become victims/survivors of gender-based violence (GBV) at least once during their lifetime. While GBV has garnered more attention from policymakers in recent years, and has become a top gender-equality priority for OECD countries, significant challenges remain in all countries. This report promotes a comprehensive approach to breaking the cycle of GBV by combining insights from recent OECD work with robust evidence from surveys and questionnaires conducted in OECD Member countries. It offers recommendations for a comprehensive OECD GBV Governance Framework encompassing laws and access to justice, transforming restrictive gender norms, and integrating service delivery to prevent, address and - ultimately - end this violation of human rights.

Ce rapport donne un aperçu des pratiques de budgétisation sensible au genre dans les pays de l'OCDE, sur la base de l'enquête de 2022 de l'OCDE sur la budgétisation sensible au genre ainsi que sur les éléments recueillis dans le cadre des enquêtes précédentes menées en 2016 et 2018. Il fait le point sur les progrès réalisés par les pays dans l'élaboration d'une approche efficace et durable de la budgétisation sensible au genre et examine les défis et les projets pour la poursuite du développement de la budgétisation sensible au genre. Des études de cas par pays mettent en lumière la budgétisation sensible au genre dans la pratique. Le rapport présente également l'indice 2022 de l'OCDE sur la budgétisation sensible au genre, qui compare la mise en œuvre de la budgétisation sensible au genre dans cinq domaines clés : 1) les dispositifs institutionnels et stratégiques ; 2) les méthodes et outils ; 3) l'environnement propice ; 4) la redevabilité et la transparence ; et 5) l'impact.

This report summarises the results of collaborative work carried out by OECD and PlanAPP, the Competence Centre for Planning, Policy, and Foresight in Public Administration in Portugal. It presents the main findings and recommendations on four strategic priorities for the country: i) evidence-informed policymaking and trust, ii) public policy evaluation, iii) strategic foresight and iv) strategic planning.

Behavioural science methods are increasingly used to design and evaluate public policies that better reflect human behaviour and decision making. However, there is a lack of standardization in selecting and labelling these methods, making it difficult for policymakers to choose the appropriate one for a specific policy context. To address this, this working paper proposes guidelines and a visual roadmap, including five key questions to guide the selection of appropriate methods, and seven different experimental or non-experimental methods to choose from. The aim is to provide a simple and practical framework for policymakers to choose the most fit-for-purpose method for their policy context.

Access to justice is a fundamental underpinning of democracy and the bedrock of a strong social contract. As the world reaches the halfway point in implementing the Sustainable Development Goals (SDGs), there is growing concern that countries are collectively not on track to achieve them, including SDG 16.3 on access to justice and the rule of law. To this end, this policy paper highlights how the indicator SDG 16.3.3 supports countries in monitoring progress on access to justice around the globe. It identifies lessons learnt, challenges, opportunities and good practices from countries reporting on this indicator. It also pinpoints areas for action to improve monitoring and supporting tools to help countries report to SDG 16.3.3.

This working paper discusses strategic foresight initiatives and methodologies that support decision making and process design. It highlights case studies, international benchmarks, and best practices, as well as methodological recommendations and options for promoting the adoption and use of strategic foresight in government. The paper has four sections, each centred on a critical action to improve decision making through strategic foresight: (i) framing strategic foresight, (ii) building its fundamental components in governments, (iii) fine-tuning foresight interventions to specific contexts, and (iv) undertaking concrete activities to solve specific policy challenges. Given its exploratory nature, this working paper and its proposals should be seen as contributing to ongoing debates about the use of strategic foresight for decision making in government. The ultimate purpose of this paper is to help governments become more proactive and prospective.

This report explores how governments in Latin America and the Caribbean can use digital technology and data to foster responsiveness, resilience and proactiveness in the public sector. This report looks at governance frameworks, digital government capabilities, data-driven public sector, public service design and delivery, and digital innovation in the public sector. It identifies trends, challenges, strengths, and opportunities for cross-border collaboration and provides policy recommendations to achieve an efficient and sustainable digital transformation of governments across the region.

Post-war reconstruction in Ukraine will face challenges in public procurement, including corruption risks and lengthy procedures. Strengthening existing legal and institutional foundations, aligned with international standards, is crucial. Streamlining procurement, ensuring transparency, and promoting equality for domestic and foreign companies are vital. Central procurement institutions require support, extending to regional and local authorities. A transparent legal framework can pave the way for efficient and accountable procurement, enabling a resilient future. A unified legal framework for awarding all contracts for the reconstruction of Ukraine, regardless of the source of financing, would streamline the tendering process. It is recommendable that the framework, fully aligned with international standards, be based on the Ukrainian public procurement legislation. The multiplication of procedural rules and requirements would lead to an increase of the administrative burden and the time required of procurement officers as well as economic operators.

Public procurement accounts for 13% of GDP in OECD countries. Pressures on public spending – as well as the need for greater accountability, better monitoring of public policies, and more effective risk management – have made it increasingly important to measure the performance of public procurement. However, many countries still have not established a formal performance management system with key performance indicators. This paper provides a comprehensive, ready-to-use performance measurement framework for the consistent assessment of procurement processes. The framework should also support data-based policy- and decision making in public procurement.