brainpool final conference: integrated & innovative policy making
TRANSCRIPT
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Beyond GDP: From Measurement to Politics and Policy
Integrated and innovative policy making
Paris 24 March 2014
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1. The challenge
2. Components of the programme
3. Questions and next steps
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Once the political will is there, new processes will be needed
Problem
Political will
Policy
Kingdon (1984)
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What’s different with Beyond GDP?
• Beyond GDP is by definition more multi-dimensional than GDP, requiring multiple goals to be pursued at the same time.
• The existing growth narrative provides a very useful set of simplifying assumptions, which can be turned into rules of thumb
• Without this we have to accept greater complexity, and perhaps an alternative set of simplifying assumptions based on a new narrative
• So how do we break the hold of the existing simplifying assumptions?
• How do we manage the resulting complexity?
• The answer (we suggest) is a coherent organisational change programme with a range of different elements
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1. The challenge
2. Components of the programme
3. Questions and next steps
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Only a combination of actions led from the top will work
• The system is a system – can’t change one component without at least a plan for changing others
• The broad aim is to open up economic policy making to new ‘Beyond GDP’ ideas, to admit the multi-dimensionality of progress
• Political and official leadership essential: a critical task for all advocates of Beyond GDP is to get this leadership on board
• Then we will need a co-ordinated programme…
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…including changes focussed on people and organisations …
• Human resources and training
– Training to create awareness of existing simplifying assumptions
– Recruitment of more diverse range of specialisms into economics ministries –
e.g. psychology (wellbeing), environmental sciences (sustainability), systems
theory
– Personal performance targets reflecting the new priorities – e.g. for Ministers
and senior civil servants
• Structural changes
– New departments or cross cutting units where a specific issue to address – e.g.
New Zealand cross-ministerial mandate on biosecurity; UK Department for
Energy and Climate Change; possibly use liaison officers
– Consider functions of finance and economics ministries (reduce or expand) –
e.g. New Zealand Treasury’s Living Standards Framework
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… and on the policy making process.
• New formal tools
– Analytical tools which weaken the grip of existing tools – e.g. Multiple-Criteria
Analysis, wellbeing Cost Benefit Analysis, environmental impact assessment
– Making this participatory – techniques based on SROI
– Budgeting tools and targets – e.g. carbon budgets in the UK
• New processes
– Processes to facilitate innovation, bringing diverse perspectives to the table –
e.g. Policy Labs in Denmark, Finland, UK
– Re-looking at the boundaries between official and political decision making
– New forms of reporting to create accountability mechanisms and momentum
• Engagement with and support for new ideas from outside
– Eg heterodox economics
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1. The challenge
2. Components of the programme
3. Next steps
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Next steps
• Create communities of practice who share, evaluate and adapt best practice
– Finding the right people to belong – not nec ‘Beyond GDP’ people– Communicate examples that make a difference – inc at local level– Build on existing good practice – eg work at OECD on integrated policy making– More formalised meetings of change agents – international and multi-level
• Identify what changes are needed in specific contexts – including international and local as well as national organisations
• Identify whose support is needed in these contexts and how to build their support
• Communicate what is happening• Identify (and then do) what can be done now