Day: 20 June 2019
Nesta Radical Futures brief
After 432 posts suggesting strategic reading, the 433rd is an odd one out, with a first suggestion for some strategic writing (or vlogging).
As a contribution to Nesta’s work on radical visions for the future of government, OneTeamGov is crowdsourcing ideas. Contributions are invited from people working in governmen, responding to one of two questions:
What does your work look like in 2030, what has changed and what has stayed the same?
In the next 10 years what would need to change for you to be able to do your best work on behalf of citizens?
It’s tempting to respond in part with Charlie Stross’s observation that
The near-future is comprised of three parts: 90% of it is just like the present, 9% is new but foreseeable developments and innovations, and 1% is utterly bizarre and unexpected.
That is perhaps a way of linking the two questions together. 2030 is to 2019 as 2019 is to 2008, and just as the bureaucrats of 2008 would not find themselves in a wholly alien world if they were to wake up in 2019, so the world of 2030 may well not be as radically different as some might wish. That brings the focus to versions of the second question – not just what would need to change, but what is the path to changing it, which would give us radically better government in 2030?
Follow the link at the top of this post to contribute your thoughts to the mix.
Making the centre hold: what works?
Tharman Shanmugaratnam – Institute for Government
Tharman Shanmugaratnam, who is Senior Minister and Coordinating Minister for Social Policies in the Singapore Government, gave the opening address at the Institute for Government’s tenth anniversary conference last week. The text of his speech [pdf] is at the link above, the video is below.
It’s something of a tour de force, drawing not just on Singapore’s own experience but on evidence and examples from around the world. But what is perhaps most striking is the level of integration of the policy thinking – education, housing, health and more, each seen as facets of the others, and each set in the context of broad social challenges. It is interesting both for the content and for the political and institutional context which makes the content possible. Singapore has some distinctive characteristics, of course, and not everything is or should be replicable or scalable (the management of ministerial careers through generational planning, is just one example), but the challenge of joined up government comes across as less insoluble than it is often perceived to be, with some clear examples of the gains to be had from doing so.