http://www.irr-network.org
Businesses routinely implement a sound controlling system to improve economic
success and avoid unpleasant surprises. It is thus only natural to define and monitor
key objectives and indicators. Multi-level reporting systems based on the data collected
enable senior executives to react quickly and targetedly when necessary.
In comparison, public governance can seem underdeveloped and random. Usually,
a large number of objectives is defined at the beginning of the legislative term, but
then quickly forgotten. Objectives are not broken down into small, clearly defined
targets. The effectiveness of policy programs and regulations is not evaluated.
There is a move to rectify these failures by implementing the Standard Cost Model
and defining net reduction targets. This development proves that it is possible to
accurately measure indicators of regulatory quality. Our experience has shown that
the resulting objectivity and transparency foster public trust and political commitment.
The success led the British government to expand this approach by introducing
regulatory budgets, measuring and controlling the production of policy
or (substantive) compliance costs.
At last years IRRC, we talked about options to measure policy and compliance
costs. This session aims at the political implications advantages and disadvantages
of measuring and budgeting these kinds of costs. Is this the breakthrough of
evidence-based policymaking? Are regulatory budgets the key instrument for
strategic regulatory management? What are the key factors of success? How will
politics change, how do they have to change?
Well done about diversity.
Curiously one might assume the outcomes of the latest "world crisis" should NOT have come as a surprise, for most of the "born-in-suits" surely could have been of best usefulness as economist-advisor if born "otherwise"... in swimming-suits in the lost wildness of an African Savannah or even Brazilian beach ;-)
solemio09 2 years ago