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Adaptive Governance and Policy-making Using the ADAPTool PowerPoint Presentation
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Adaptive Governance and Policy-making Using the ADAPTool

Adaptive Governance and Policy-making Using the ADAPTool

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Adaptive Governance and Policy-making Using the ADAPTool

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  1. Adaptive Governance and Policy-making Using the ADAPTool

  2. Session 1: The Nexus of Sustainability, Accountability and Adaptability

  3. sustainAbility governAbilities adaptAbility accountAbility Core Abilities of Government

  4. sustainAbility Multi-generational Multi-dimensional Critical thresholds Multi-stakeholder governAbilities adaptAbility Anticipatory Self-organizing Iterative Improvement accountAbility Forward-looking Outcome and evidence-based Responsibility for performance Transparency Core Abilities of Government

  5. Common Principles. Each of the three abilities requires an evidence base to describe key socioeconomic and ecological outcomes and their progress over time. sustainAbility Multi-generational Multi-dimensional Critical Thresholds Multistakeholder governAbilities adaptAbility Anticipatory Iterative Improvement Self-organizing accountAbility Forward-looking Outcome and evidence-based Responsibility for performance Transparency

  6. Common Principles. Success in all three abilities necessitates that stakeholders have access to information and are part of decision-making processes. sustainAbility Multi-generational Multi-dimensional Critical Thresholds Multistakeholder governAbilities adaptAbility Anticipatory Iterative Improvement Self-organizing accountAbility Forward-looking Outcome and evidence-based Responsibility for performance Transparency

  7. Common Principles. A forward-looking aspect is inherent in all three abilities. sustainAbility Multi-generational Multi-dimensional Critical thresholds Multistakeholder governAbilities adaptAbility Anticipatory Iterative Improvement Self-organizing accountAbility Forward-looking Outcome and evidence-based Responsibility for performance Transparency

  8. sustainAbility Tools at the Nexus adaptAbility accountAbility governAbilities

  9. Discussion From your experience, what types of practices or tools help governments achieve sustainability, accountability and adaptability?

  10. Session 2: What are adaptive policies?

  11. Complex Adaptive Systems

  12. “many individual, self-organizing elements capable of responding to others and to their environment. network of relationships and interactions, in which the whole is very much more that the sum of the parts. A change in any part of the system, even in a single element, produces reactions and changes in associated elements and the environment” Complex Adaptive Systems

  13. “system cannot be predicted with complete accuracy system is always responding and adapting to changes and the actions of individuals. At the same time, the tendency of elements within the system to organize themselves offers opportunities to bring out changes that benefit the system (Glouberman et al. 2003).” University Complex Adaptive Systems

  14. Policies that cannot perform effectively under complex, dynamic and uncertain conditions run the risk of not achieving their intended purpose, and becoming a hindrance to the ability of individuals, communities and businesses to cope with—and adapt to—change.

  15. …Studied high profile policies and talked to policymakers in Canada and India …talked to those impacted by policy …compiled adaptive features from effective policies

  16. Adaptive Policy Ability of policy to adapt to unanticipated conditions Ability of policy to adapt to anticipated conditions (based on a good understanding of system dynamics and complexity) (based on a good understanding of cause and effect)

  17. Integrated and forward-looking analysis Built-in policy adjustment Formal policy review Multi-stakeholder deliberation Promoting variation Enabling self-organization Decentralization of decision-making Seven Tools for Creating Adaptive Policies Planned Adaptability (for anticipating) Autonomous Adaptability (for unanticipated issues)

  18. Discussion What stressors are making it difficult to achieve your country’s development plan? Are the stressors getting worse?

  19. Session 3: The ADAPTool Version 2.0 for Existing Policies

  20. Ability of existing policies to support sector adaptations to specific stressors Ability of policies to be adapt themselves to changing conditions brought on by the stressors

  21. http://www.iisd.org/foresightgroup/adapt.aspx

  22. Four Worksheets Scope Vulnerability and Adaptation Analysis Adaptive Capacity Analysis Policy Synthesis The ADAPTool (Adaptive Design and Assessment Policy Tool) MS Excel Workbook

  23. Policy Synthesis and Recommendations • Planned Adaptability • (Ability of policy to support anticipated necessary adaptation actions) • Are anticipated adaptation actions supported by the policy? • Is the policy itself vulnerable to an increase range of the stressor? • Can the policy enhance the capacity of actors within the sector to undertake anticipated adaptation actions? • Was multi-stakeholder deliberation used in the policy design? • Autonomous Adaptability • (Ability of policy to enable sector stakeholders to respond to unanticipated issues) • Is multi-stakeholder deliberation used in implementation? • Does the policy enable self-organization and social networking? • Is decision-making adequately decentralized? • Is there adequate variety in the suite of policies? • Does the policy have a regular formal policy review?

  24. Session 4: The ADAPTool for New Policies Policies(Beta Version)

  25. Ability of new policies to support sector adaptations to specific stressors Ability of the policies to be adaptive themselves to changing conditions brought on by the stressors

  26. 1. Policy Objectives Worksheet

  27. 2. Key Stressors Worksheet

  28. 3. Vulnerability Analysis Worksheet

  29. Integrated and Forward-looking Analysis By identifying key factors that affect policy performance and identifying scenarios for how these factors might evolve in the future, policies can be made robust to a range of anticipated conditions, and indicators developed to help trigger important policy adjustments when needed.

  30. Policy Wind Tunnels

  31. 4. Policy Adaptive Capacity Worksheet Integrated and Forward-looking Analysis

  32. Multi-stakeholder Deliberation • Strengthens ability of policy to address a range of anticipated conditions. • By providing access to different perspectives, different sources of knowledge, and different ways of knowing in order to consider new information and new views of the problem. • Rapid adjustment and response to unanticipated conditions. • By building the social cohesion, shared vision and capacity for collective action

  33. Why is it important?

  34. 4. Policy Adaptive Capacity Worksheet Multi-stakeholder Deliberation

  35. Enabling Self-organization and Social Networking Ensuring that policies do not undermine existing social capital; creating forums that enable social networking; facilitating the sharing of good practices; and removing barriers to self-organization, all strengthen the ability of stakeholders to respond to unanticipated events in a variety of innovative ways.

  36. Why is it important?

  37. Making use of social capital in public policy: from direct to indirect influence (PRI, 2005)

  38. 4. Policy Adaptive Capacity Worksheet Enabling Self-Organization

  39. #5 Decentralization of Decision-making Decentralizing the authority and responsibility for decision-making to the lowest effective and accountable unit of governance, whether existing or newly created, can increase the capacity of a policy to perform successfully when confronted with unforeseen events.

  40. 4. Policy Adaptive Capacity Worksheet Decentralization of Decision-making

  41. #6 Promoting Variation Given the complexity of most policy settings, implementing a variety of policies to address the same issue increases the likelihood of achieving desired outcomes. Diversity of responses also forms a common risk-management approach, facilitating the ability to perform efficiently in the face of unanticipated conditions.

  42. the Architect, the facilitator, the learner • The policy-maker as an architect: • Providing a range of policy options • Designing and using a mix of policy instruments to achieve a single policy objective • Seeing and making linkages with other policies that have similar intent • The policy-maker as a facilitator: • Creating an enabling environment for variation to occur • The policy-maker as a learner: • Observing which policies work well and strengthening those policies