Transcript Prezentace aplikace PowerPoint

Competitiveness
Strategy
for the Czech Republic
Back to the Top
2012-2020
Institutions
Infrastructure
Innovation
Status quo
2
What is holding us back?
Slowdown in productivity growth
Economic growth based on external debt
Inefficient institutions, excessive regulation and corruption
Large internal debt and incomplete transport infrastructure
Reforms are needed simply to maintain our current position
3
What is holding us back?
Institutions
the inefficiency and corruption of the public sector is increasing, which
places a burden on the private sector, particularly entrepreneurs
public services will become more expensive, while their quality will not
improve
Infrastructure
the benefits arising from the CR‘s advantageous position in Europe are
slowly fading away
regional imbalances are intensifying
Innovation
the role of the CR is being reduced to that of a passive supplier to other
countries, slowing economic growth and sustainable development
falling standards in Czech education are starting to slow the economy and
the competitiveness of the Czech workforce
4
Objective of the competitiveness
strategy
By 2020, the CR will be one of the 20 most
competitive economies in the world
Vision:
HIGH AND SUSTAINABLE STANDARD OF LIVING BASED
ON A SOLID FOUNDATION OF COMPETITIVENESS
5
How do we achieve this goal?
nine key pillars
over 50 proposals for specific projects
links to other policy documents
Cohesion policy
Export strategy
Energy Policy
National Reform Programme
6
European Commission’s
Recommendations
European Commission’s June 2011 evaluation of National
Reform Programme 2011 and Convergence Programme of
the Czech Republic.
Deficiencies identified by the Commission are addressed
in the pillars:
Macroeconomic Stability
Labour Market
Education
Institutions
Infrastructure
Innovation
Measures outlined in the Strategy are in accordance
with recommendations proposed by the Commission.
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COMPETITIVENESS STRATEGY
PROJECTS
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Institutions
Vision: efficient and non-corrupt public institutions
providing quality services to citizens and entrepreneurs
Today: one of the CR‘s weakest points (GCI 72nd
place in 2010)
Tools:
Professionalization of public sector services
Management under the magnifying glass (transparency
of management of state property, „online budgets“)
Facilitating access for citizens and entrepreneurs to
public sector services through computerisation
Reinforcing the assessment of regulatory impacts and
corruption risks – including their position vis-a-vis
European legislation, and improving citizens‘ access to
the law - e-Sbírka (e-collection of laws)
Electronic arbitration proceedings and other tools to
speed up law enforcement
9
OECD Survey & Competitiveness
Strategy
OECD
CZ
Further development of e-government initiatives
Project Improving access to the public services
contains various measures in the area of egovernment.
1. „Online budgets“ of public institututions¨
2. Single web portal where all dispositions of
public property are to be made public. - Both
systems interconnected with the treasury
system of budegetary management
Budgetary reforms, improvements in budgetary
transparency, rigorous ex ante and ex post
scrutiny
3. Modern financial controlling, main focus on
ex ante control
Overhaul of
Maximum possible publicity, overhaul in
of public procurement practices
monitoring and control, electronization of the
process
Swift implementation of the plans to integrate Establishing the Single Collection Agency – one
the collection of taxes, customs and social institution dealing with all the fees into public
security contributions.
budgets.
Obverhaul
of
RIA –
strenthening
of New metodology, implementation of CIA,
consultations, more stringent screening
independent screening body, extending RIA to
parlamentary phase of lawmaking
10
Implementation Plan
E-government – basic registers should start to operate in 2012
– Ministry of Interior
Single web portal with on-line budgets in 2012- Ministry of
Finance
Single web portal for dispositions of public property – 2012 Ministry of Finance
Single Collection Agency should start functioning at the
beginning of 2014 (cooperation between ministries of Finance,
Health and Labour and Social Affairs
New RIA metodology and introduction of CIA – 2012 Ministry
of Interior
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Infrastructure
Vision: The country‘s competitiveness rises
alongside the quality of its infrastructure
Today– slowdown in construction and maintenance, lack
of links to the European transport networks, weakening
energy security, slow development of information systems
Tools:
Coordinated, cost-effective development of all modes of
transport – i.e. road, rail, water and air, linking them to
European networks
Increasing the competitivity of rail transport in relation to
road traffic and to rail transport in neighbouring states
Development of logistic systems (VLCs, optimisation of
distribution processes)
Quality management system for the maintenance and
reconstruction of transport routes and high standards in
transport
Creating a State Energy Plan (SEP)
Improving access to high-speed internet services
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Implementation Plan
Majority of measures proposed in the area of
transport infrastructure will be implemented in
medium or long time horizon. By 2025 the quality of
road, rail, air and water transport should improve
substantially.
New concept of State Energy Plan (SEP) will be
elaborated by the end of 2011.
Better availability of broadband Internet access in
less populated and accessible areas will be ensured
by 2015.
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Macroeconomic Stability
Vision: an economy with healthy and flexible
foundations
Today: economic growth dependent on public
spending and rising debt. The country‘s internal
savings are declining alarmingly.
Tools:
Act on budgetary discipline
Numerical fiscal rules
Exchequer
Taxes – a single collection point
A shift from taxing labour to taxing consumption
Minimising unnecessary exemptions
Creating a tax floor
Early warning system
14
OECD Survey & Competitiveness
Strategy
OECD
CZ
To achieve a structural balance close to zero - We propose to adopt numerical fiscal rules;
reforms to the budgetary process, improvements system of exchequer; strengthening of the
in budgetary transparency; the speedy budgetary procedural rules.
implementation of plans to shift to a treasury
system of budgetary management.
Shifting the tax burden onto less distorting taxes A shift from
– focus on indirect taxes, particularly consumption.
consumption and property taxes, rather than
direct taxes on labour and capital income.
taxing
labour
to
taxing
The real estate tax should be increased by raising We propose to increase the real state tax rate.
tax rates.
The two-tier VAT should be reviewed and VAT Gradual approximation of VAT rates.
should be levied at a unified rate, with
exceptions and exemptions reduced to a
minimum.
Eliminating other distortions in the taxation of Minimising unnecessary exemptions.
labour and capital – corporate income tax and
dividend tax should be revised to reduce the
disparities between the tax treatment of
different sources of investment finance.
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Implementation Plan
Majority measures in the project „Financial
supervision – sustainable public finance“ will be
implemented by the end of 2012.
Measures in the project „Competitive tax system“
should be realized 2011-2013.
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Healthcare
Vision: financially sustainable healthcare at a
European level
Today: the increasing financial strain on the system,
caused by an aging population, medical advances and the
increasing demands of patients and staff
Tools:
Rationalise purchases of medical equipment and
pharmaceuticals (bulk purchases in the form of electronic
auctions, access to generic drugs, centralised prescriptions)
Streamline financing (transition to pre-payments,
coordination of care between providers, sharing health
records)
Real competition between healthcare insurers
Restructuring inpatient care (fewer acute cases, more
follow-up and long-term care cases)
More precise definitions of standard/luxury, conditions for
care provision
Preventive measures, incentives for prevention
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OECD Survey & Competitiveness
Strategy
OECD
CZ
Definition of basic heathcare In line with the Strategy
(project Patient’s Ties to
package
Health)
Increase in the diversity of
insurance products
In line with the Strategy
(project Increased Efficiency
of the Functioning of Health
Insurance Funds)
Reaction on population
ageing
In line with The Strategy
(project Bed-care
Restructuring)
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Implementation Plan
Luxury package
Definition – 2013
Implementation – 2013
Diversity of insurance plans
Analysis – 2012
Implementation - 2013
Long-term case
Changing beds of acute care to long-term care – start 2012
Establishing concept of health+social long-term - 2013
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Education
Vision: Education as an engine of future economic and social
development. Schools as preparation for life in an
environment of dynamic change
Today: Declining literacy of Czech pupils, obsolete and
rigid system.
Tools:
Improving the quality and availability of kindergartens
Aligning apprenticeships and professional undergraduate education
more to the needs of employers, their greater involvement in
professional training
Improving the quality of schools (introducing standardisation,
evaluation, changing the role of the CSI)
Changing the system of accreditation, the system of evaluating
research and development at universities
Increasing the proportion of undergraduate students, particularly
career-oriented degrees+ reducing the proportion of students taking
masters degrees
Tuition fees with a system of universal loans with contingency
repayment
Public information system on higher education
Enhancing literacy, mathematical and financial literacy and soft skills
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OECD Survey & Competitiveness
Strategy
OECD
CZ
Introduction of the tuition fees in tertiary
education accompanied by
publicly guaranteed student loans.
Part of the Strategy (project on tertiary education)
In tertiary education stronger linking of funding to
output and quality indicators.
Part of the Strategy (project on tertiary education)
Plans to support student jobs.
Part of the Strategy (project on tertiary education changes in legislation on employment of students
in order to make it easier and cheaper for
employers to employ students)
A need for more
benchmarking of schools and students.
Part of the Strategy (project on elementary and
secondary education – to introduce standards of
quality result of education, define standards
clearly
and
establish
responsibility
for
non/fulfilment)
Avoiding elitarism in secondary education
Part of the Strategy (project on elementary and
secondary education – to support socially
disadvantaged pupils)
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Implementation Plan
Project Increasing quality and availability of preschool
education – 2013
Elementary and secondary education reforms– 2015
Tertiary education reforms – 2020
Project Changes in curriculum - 2016
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Labour Market
Vision: a flexible labour market to facilitate
the efficient use of human resources.
Today: rigid labour market with a range of barriers and
little mobility
Tools:
A significant increase in the employment of people over 55 years
of age
Unifying the activities and simplifying the administrative agenda
of public authorities (unifying benefits)
Increasing the employment of women with young children (preschool education)
Significantly facilitating access to highly educated foreigners
(basic change to the policy on aliens)
Increasing the offer of part-time jobs
Support for rental housing
Motivating the less productive workforce to take up work,
reducing the grey economy
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OECD Survey & Competitiveness
Strategy
OECD
CZ
To support parents in returning to labour market
Part of the strategy – project Reconciliation of family
life and job career (various instruments for parents –
"child groups"; encouraging employers to offer parttime)
Encouraging the labour mobility
Part of the strategy – project Increasing the availability
of rental housing (analysis of rental housing market and
setting- up the instruments to correct the differencies
between the offer and the demand)
To decrease a long-term unemployment
Part of the strategy – project Labour market
development (changes in employment policy –
cooperation between Labour office and employment
agencies)
Social benefits policy should be coordinated
systematically. Systematic analysis of interactions due
to the change of policies should be done.
Part of the strategy – project Establishing the point of
single payments (unification of social benefits,
unification af administration)
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Implementation Plan
Majority of the measures will be implemented by the
end of 2012
Project „Increasing the availability of rental housing“
has two main phases – thorough analysis of the
market and finding and implementing appropriate
measures – by the end of 2013
All measures concerning social affairs are subject to
evidence based policies - continuously
25
Financial Markets
Vision: a financial sector that supports the
competitiveness of the Czech economy
Today: a conservative financial sector with local
higher prices for services
Tools:
Reinforcing competition in the financial markets –
removing unnecessary barriers:
Legislative barriers to IPOs
In the implementation of legislation –
strengthening creditor rights
Creating „seed funds“ to create new, progressive
companies (key role for the CMGDB)
The predictability of key policies and sustainability of
the reforms adopted
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Implementation Plan
Verification of the functioning of the existing
regulatory environment e.g. legal procedures
weakening the rights of creditors
Removal of the obstacles preventing companies from
accessing financial markets - IPOs
The Czech-Moravian Guarantee and Development
Bank (CMGDB) as institution for implementing
innovative financial engineering instruments
The Seed Fund project with a positive impact on the
structure of the economy
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Effective market for goods and
services
Vision: a favourable environment and service
for business and commerce
Today:
Production base for subcontracting to the EU market, without
direct market knowledge or direct product distribution
High degree of specialisation of exports and imports
Weaker domestic sector, low level of innovation
Tools:
Uniform data on the effect of legal regulations impacting
businesses
Eco-audit
Minimum capital requirements, greater accountability of
statutory bodies
Development of the BusinessInfo.cz portal
Amendment to the Act on investment incentives
Services for innovative business
Single Windows – single contact point for customs
The option of calculating the tax base from statements made for
the IFRS
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OECD Survey & Competitiveness
Strategy
OECD
Exploiting the opportunity created by implementation
of the EU services directive to further open up entry in
services
CZ
Providing quality information relevant for starting up
and running business (Development of BusinessInfo.cz
portal)
Providing assistance and advise to entrepreneurs
(Development of Single Assistance System)
Comparatively high business start-up procedures
The capital requirements fot limited liability companies
will be decreased and there will be a possibility of
strating a company with only a symbolic amount of
registered capital.
Need for reducing the regulatory burden on businesses
The project on measuring and follow-up abolition of
administrative burden on businesses.
There will be ongoing eco-audit aimed at excessive
environmental regulation.
The common commencement dates of government
decrees will improve the legal awareness among
businesses.
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Implementation Plan
Improvement of services for entrepreneurs (eg. Development of
BusinessInfo.cz portal) should be realized by 2013.
Services for innovative business - services for the commercialisation and
internationalisation, services to support technology transfer and the
greater use of patent protection – realization 2011-2020
Act on business corporations (if approved by the Parliament) should come
into effect at the beginning of 2014
Project on measuring of administrative burden will be finished in 2013 and
then the recommendations will be implemented
Eco-audit is running project which in 2 years intervals assesses the
excessive burden of environmental measures on businesses
Common commencement dates will be set in 2012 for key government
measures with impact on businesses
30
Innovation
Vision: Innovation as a source of future
prosperity for the Czech Republic
Status quo:
Existing sources of growth (e.g. FDI) are gradually being depleted
Innovation by companies outside the Czech Republic
Domestic innovation is being hindered by the absence of nontechnical skills, a low level of cooperation of academia with
companies (innovations are formed in companies, not in
institutes or academic organisations)
The system of evaluation and financing of R&D does not support
excellence
Tools:
Identification of the key technological areas of the Czech Republic
on the basis of foresight – prioritising support for innovation and
R&D
Institutional reform of the innovation ecosystem – clear
definition of roles + strong central authority + dialog + interaction
Changes in the evaluation of R&D institutions and programmes
impacting funding – support for excellence
Optimising and developing support services of the technology
transfer infrastructure
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Implementation Plan
Institutional reform of the innovation ecosystem
(strong cenral authority + definition of roles) –
analysis, discussion and legislation changes,
realization 2011-2013
New system of evaluation of R&D institutions –
impact on funding (support of excellence) –
realization 2011-2012
Identification of key enabling technologies for the CZ
in order to prioritize the R&D&I support (based on
foresight) – realization 2011-2013
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Example of project card:
services for innovative business
Each card has
a clearly defined
coordinator
An overview of the
specific measures
33
Example of project card:
services for innovative business
Examples of good
practice from abroad
Concrete objectiives
and standards of its
implementation
34
Example of project card:
services for innovative business
Timetable for
individual measures
with designed deadlines
35
Export Strategy
Vision: the development and diversification of exports as an
engine of economic growth in the Czech Republic
Today: the lack of a high quality and dynamic pro-export strategy
Tools:
The creation of a Pro-export strategy for the Czech Republic for the period
from2012-20 and its close links to the Competitiveness Strategy of the Czech
Republic.
Lobbing for better conditions for international trade
CR representation abroad, with respect to its economic interests
Coordination of agencies and information sharing in pro-export activities (ICC,
sectoral unions, CzechTrade, MIT and MFA, ČEB, CMDGB and commercial banks,
EGAP)
Modern state services (market research, business and market intelligence, following
trends)
Facilitating visas for trade purposes
36
Cohesion Policy
Vision: a competitiveness strategy and cohesion strategy going in
the same direction.
Today:
2007-13 the most money per capita paid out by the EU, but the Czech Republic has little
success in its use
Focus on hard investment projects and grants, but opportunities for soft projects and
financial tools underused
Too many operational programmes and priorities, redistribution mechanism
Tools:
Concentrating the cohesion policy on the quality of the business environment, on
completing infrastructure projects, the labour market and the education system
Major reduction in the number of operational programmes and priority areas
Major simplication of the implementation structure
Simulatneous release of funds from multiple OP
Strengthening the role of intermediary bodies, increasing the rate of participation of
beneficiaries
Increasing importance of non-subside suport tools, emphasis on return on investment
The use of direct community programmes
37
Timing of implementation - non-legislative
actions
18
16
Číslo pilíře
14
Innovation
Inovace
12
Business
Podnikání
Financial markets
Finanční
trhy
10
Labour
market
Trh
práce
8
Education
Vzdělávání
6
Healthcare
Zdravotnictví
Macroeconomics
Makroekonomika
4
30.
31.
červen prosinec
2014
2014
legislativní
30.
31.
červen prosinec
2015
2015
63 key non-legislative actions
nelegislativní
38
31. prosinec
2019
30.
31.
červen prosinec
2013
2013
31. prosinec
2015
30.
31.
červen prosinec
2012
2012
30. červen 2015
31.
prosinec
2011
31. prosinec
2014
0
31. prosinec
2013
2
30. červen 2014
Infrastructure
Infras
truktura
30.
31.
31.
červen prosinec prosinec
2016
2019
2020
Institutions
Ins
tituce
Timing of implementation - legislative
actions
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16
Číslo pilíře
14
Innovation
Inovace
12
Business
Podnikání
Financial markets
Finanční
trhy
10
Labour
market
Trh
práce
8
Education
Vzdělávání
6
Healthcare
Zdravotnictví
Macroeconomics
Makroekonomika
4
Infrastructure
Infras
truktura
31. prosinec
2019
31. prosinec
2015
30. červen 2015
31. prosinec
2014
30. červen 2014
0
31. prosinec
2013
2
31.
30.
31.
30.
31.
30.
31.
30.
31.
30.
31.
31.
prosinec červen prosinec červen prosinec červen prosinec červen prosinec červen prosinec prosinec
2011
2012
2012
2013
2013
2014
2014
2015
2015
2016
2019
2020
nelegislativní
legislativní
71 key legislative actions
39
Institutions
Ins
tituce
What is next?
The recently restored Government Council for
Competitiveness and an Information Society
will oversee its implementation
Ministry of Industry and Trade will report
progress of the implementation to the
Government every six month
40
Thank you for your attention.
Any questions please?
International Competitiveness
Department
Ministry of Industry and Trade
of the Czech Republic
Na Františku 32, Praha 1
41
www.mpo.cz