A PROGRAMME FOR EFFECTIVE GOVERNMENT: WHAT THE PARTY MANIFESTOS MUST ADDRESS IN 2015At the Institute for Government we have identified a series of common problems and dilemmas that face, and will face, governments of all parties if they are to achieve their goals. In this paper, we look at the priorities of the main parties for 2015 and beyond. We outline the practical steps they must take to make progress on these priorities, run a more effective government and honour their manifesto commitments. Using Institute for Government research on what works and what doesn't, this document identifies what the parties must do in government to achieve their goals. Institute for GovernmentI4G_b34df370-797c-11e4-bdc8-eb4fd8212313Political Parties in the UKParties are examining how to achieve these goals after the 2015 general election. If they are to be successful, their plans must work in practice as well as sound good during a campaign. Parties need to work out how to make the most of a £700-billion-a-year government machine so that by the time of the 2020 general election, they will be able to show that they have made a difference.Voters in the UKRecent polling carried out for the Institute for Government shows that the public have little confidence that politicians will keep their election promises. But two-thirds say they would be more likely to vote for a party that can show how it would implement its policies in government._fd75c0c4-7989-11e4-b909-4283d8212313To outline the practical steps governments of all parties must take to make progress to achieve their goals._fd75c434-7989-11e4-b909-4283d8212313Deficit SpendingReduce the budget deficit and control public spending_fd75c588-7989-11e4-b909-4283d82123131The deficit -- how much government spending exceeds its income -- has fallen over the last four years, largely because of tighter control of government spending. The 2010 Spending Review committed to cut public sector spending by £81bn in real terms, and much of this reduction has already been achieved. All major parties have committed to take further action on public finances. Without this, spending could exceed income by about 3.5% of GDP even after the economy has recovered. Surveys have shown that the public back them -- more than 50% of the public believe that spending cuts are necessary. however, further big deficit reductions are unlikely to be achieved without continued public support. Parties, and the public, don’t agree how quickly to cut the deficit, or how to balance tax and spending, but all parties must demonstrate fiscal competence to be credible... A better spending review process would: * Cover a longer period of time -- up to five years * Build in more planning at the outset * Encourage collaboration between departments * Allow frontline services to innovatePreparationPrepare the ground publicly, and behind the scenes, prior to the election._fd75c66e-7989-11e4-b909-4283d82123131.1CommitmentsAvoid commitments that won’t be credible in government._fd75c754-7989-11e4-b909-4283d82123131.1.1Office for Budget ResponsibilityOrganisations like the Office for Budget Responsibility have established facts about the fiscal situation. Use these to inform your future plans and public commitments.Cross-Departmental AnalysisEnsure the Civil Service is preparing cross-departmental analysis that can provide the basis for a thorough spending review._fd75c83a-7989-11e4-b909-4283d82123131.1.2UK Political PartiesUK Civil ServiceSpending ReviewSet up a more robust spending review process straight after the election._fd75c90c-7989-11e4-b909-4283d82123131.2UK Political PartiesTransformation Review PeriodCover a significant period of time, even a full five years, to avoid the need for a mid-term review and to provide the stability for leaders to transform services._fd75c9d4-7989-11e4-b909-4283d82123131.2.1UK Political Party LeadersPlans, Reviews & ChallengesAllow time for serious reform plans to be developed; reviews (such as the Strategic Defence and Security Review) to be completed; and challenge to come from outside._fd75cab0-7989-11e4-b909-4283d82123131.2.2CollaborationRecognise that politicians need to make departments work together to achieve savings._fd75cbb4-7989-11e4-b909-4283d82123131.2.3UK Civil ServantsThe civil service system will default to tried-and-tested methods unless directed to do otherwise.UK Government DepartmentsUK PoliticiansFollow-ThroughMake sure the changes agreed by the spending review actually happen._fd75cca4-7989-11e4-b909-4283d82123131.3UK Political PartiesExemplarsLearn from other spending reduction examples and ask service professionals to find ways to make efficiencies rather than mandate them from the top down._fd75cd94-7989-11e4-b909-4283d82123131.3.1Service ProfessionalsDevolution & InnovationFocus on encouraging innovation at local level, particularly by devolving power and responsibility._fd75ce8e-7989-11e4-b909-4283d82123131.3.2UK Political PartiesEconomic GrowthAchieve sustained economic growth over the long term_fd75cf7e-7989-11e4-b909-4283d82123132All parties want to boost long-term economic growth and support the future prosperity of the UK economy. They want to help citizens and local areas thrive by sharing the benefits of growth across the country and income scale. Parties’ plans to do this include addressing under-investment in infrastructure, pursuing a more active industrial strategy and creating stronger city regions (particularly in the north of england) by devolving more decision-making powers and political accountability for growth.Debate & InstitutionsCreate stable institutions and better public debate about growth._fd75d078-7989-11e4-b909-4283d82123132.1Forums & InstitutionsSet up forums and institutions, or build on existing ones, to bring evidence to debates._fd75d168-7989-11e4-b909-4283d82123132.1.1Set out policy options and bring together the different interests involved to build consensus. This will give politicians a better chance of seeing through long-term investment and infrastructure projects.Pubic EngagementEngage the public earlier and more effectively in new projects and don't rely on 'tick-box' consultation or inadequate compensation. _fd75d262-7989-11e4-b909-4283d82123132.1.2DecentralisationTurn decentralisation ideas into action._fd75d35c-7989-11e4-b909-4283d82123132.2PledgeMake a clear manifesto pledge on decentralising power, specifying which powers will be devolved and showing how the public will be able to hold local politicians to account for their performance on the growth agenda._fd75d456-7989-11e4-b909-4283d82123132.2.1City RegionsShow you are serious about decentralisation by giving one or more city regions funding and responsibility within areas such as transport, skills, and housing as part of the 2015 budget process. _fd75d564-7989-11e4-b909-4283d82123132.2.2City Regions in the UKIndustrial StrategyBuild Whitehall's capability to deliver a more active industrial strategy._fd75d726-7989-11e4-b909-4283d82123132.3RelationshipsBuild long-term relationships, systematically, with industry._fd75d820-7989-11e4-b909-4283d82123132.3.1Industries in the UKAutomotive CouncilAerospace Growth PartnershipLearn from initiatives like the consultative forum used by the Automotive Council or collaborations like the Aerospace Growth Partnership, to harness the expertise and skills of industry.Social & Economic ChallengesAddress long-term, complex social and economic challenges whose costs and benefits cover decades_fd75d988-7989-11e4-b909-4283d82123133Parties realise that to serve the electorate, the next government will need to tackle problems threatening our future wellbeing. So as well as addressing their immediate priorities of growth and deficit reduction, parties must consider how to approach issues like energy security and climate change, social cohesion and immigration, as well as public health issues such as obesity and increasing antibiotic resistance. Not to act on these issues could be expensive. for example, energy scarcity will increase geopolitical instability and increase household energy costs; fractured communities will be less able to support families and individuals; and failures to address lifestyle-related health problems will leave the NhS and other public services overburdened. When given the choice, nearly three quarters of people say they want politicians who are focused on the long term -- even if that means making decisions more slowly -- rather than politicians who prioritise quick action.Long-Term PolicyMake long-term policy away from daily pressures, using the right evidence and tools._fd75da96-7989-11e4-b909-4283d82123133.1Evidence & AssessmentCreate space to build credible evidence and fully assess policy options rather than rushing to legislate, spend or set ill-considered targets._fd75dbc2-7989-11e4-b909-4283d82123133.1.1This could include setting up teams to focus on strategic issues away from day-to-day policy. Consider external commissions for particularly contentious issues. Decision-MakingSet up the right decision-making architecture for determining long-term policy._fd75dcd0-7989-11e4-b909-4283d82123133.2Cross-Cutting PolicyGive influential and motivated ministers responsibility for priority cross-cutting policy areas._fd75ddfc-7989-11e4-b909-4283d82123133.2.1UK MinistersUK Prime MinisterMake these ministers accountable to the prime minister and support them with appropriate resources -- that is, not just money but also specialist advisers and other staff.Departmental Units & BudgetsUse structures like cross-departmental departmental units or shared budgets to get different parts of government to work together._fd75df00-7989-11e4-b909-4283d82123133.2.2Co-operation rarely happens naturally.Learning & AdaptationSupport an environment that encourages learning and adaptation in policy._fd75e036-7989-11e4-b909-4283d82123133.3Existing StructuresBuild on existing structures, like the new 'What Works' centres that produce and disseminate lessons for practitioners or the 'Policy Lab' that is intended to bring design techniques into government policy making._fd75e144-7989-11e4-b909-4283d82123133.3.1Tools & TechniquesUse a mix of tools and techniques, like prototyping and experimentation, behavioural insight and capacity building in organisations._fd75e266-7989-11e4-b909-4283d82123133.3.2Policy MakingInvolve a range of people in the policy making process to get the ideas and enthusiasm of other sectors._fd75e3ba-7989-11e4-b909-4283d82123133.3.3UK PolicymakersEncourage policymakers to build networks and bring outsiders into policy early on, rather than consulting after decisions have been made.Self-SolutionsAllow people, communities and professions to create their own solutions -- particularly when a policy solution isn't clear._fd75e4c8-7989-11e4-b909-4283d82123133.3.4PeopleCommunitiesProfessionsRemember government cannot and should not control everything in a top-down way.Efficiency & EffectivenessImprove the effectiveness and efficiency of public services_fd75e5e0-7989-11e4-b909-4283d82123134Delivering government-funded services as spending falls isn't easy, especially given current demographic pressures. But even so, people expect public services to be effective and treat them with respect, whether they are receiving cancer treatment or renewing a driving licence. Parties are therefore seeking to identify changes that will make the biggest difference to efficiency and effectiveness in areas such as health, education, employment, justice and policing. Outsourcing & Public Service MarketsSlow down on outsourcing more services to allow greater focus on fixing broken and underperforming public service markets._fd75e73e-7989-11e4-b909-4283d82123134.1Costs & PerformanceShare information on the costs and performance of providers with the public and Parliament to show that government is in control, and increase the focus on ensuring value for money._fd75e84c-7989-11e4-b909-4283d82123134.1.1UK Public Service ProvidersUK ParliamentCommercial Expertise & SkillsBuild on existing efforts to increase commercial expertise and skills in Whitehall, such as the Commissioning Academy and Major Projects Leadership Academy._fd75e96e-7989-11e4-b909-4283d82123134.1.2WhitehallCommissioning AcademyMajor Projects Leadership AcademyPay for commercial expertise to manage multi-million-pound deals and consider retention incentives to keep experts in post.Outsourcing DealsIncrease the scrutiny of new outsourcing deals (particularly those over £100 million) to make sure they are sensible._fd75eaa4-7989-11e4-b909-4283d82123134.1.3Competition and Markets AuthorityThis should include seeking independent, formal advice on competition issues from the Competition and Markets Authority.PrioritisationPrioritise just a few big structural or IT-enabled reforms, engage widely, and phase in reforms to get the results you want._fd75ebbc-7989-11e4-b909-4283d82123134.2TestingTest ideas with those affected to improve reform plans before announcing them._fd75ed06-7989-11e4-b909-4283d82123134.2.1Learn from past successes and failures and don't be over-optimistic, particularly about complex IT-enabled change.Energy & FocusUse the energy and sustained focus that junior ministers can bring to implementation._fd75ee6e-7989-11e4-b909-4283d82123134.2.2UK Junior MinistersEnsure departments have the specialist skills needed to drive change and deliver new services before embarking on major change.ReformsPhase in reforms so that the approach can adapt as information on what works improves and circumstances change._fd75ef9a-7989-11e4-b909-4283d82123134.2.3Central TeamsSafeguard and build on the central teams that challenge and support projects, such as the Major Projects Authority (MPA)._fd75f0d0-7989-11e4-b909-4283d82123134.2.4Major Projects Authority (MPA)Big changes need effective scrutiny.ImprovementsFocus on creating the right conditions for the small improvements that have a big cumulative impact._fd75f224-7989-11e4-b909-4283d82123134.3Management InformationInvest in creating management information similar to that used in the UK's most successful businesses, including better data on service users and their preferences_fd75f350-7989-11e4-b909-4283d82123134.3.1UK Finance DirectorsGive finance directors responsibility for ensuring this informs decision making and drives accountability.GovernanceGovern in a world where power is spread more widely_fd75f486-7989-11e4-b909-4283d82123135Whoever wins power in 2015 will have to operate in an increasingly complex environment as the UK moves away from its tradition of a centralised state, two-party politics, stable majorities and a deferential electorate. Politicians acknowledge that the voting public is less inclined to identify with the major parties, and is increasingly sceptical about them, politics and government more generally. The long-term trend is towards multi-party politics, changing the dynamics in Whitehall and Westminster and making majority government less likely. What’s more, power is not concentrated solely in the hands of ministers. The current system requires co-ordination and negotiation with the european Union; devolved nations; local authorities; city-region power bases; the wider public sector; and party and opposition colleagues in Parliament. Parties are openly debating how these relationships should work. Incoming ministers will also need to work with the civil service leadership and an array of fairly autonomous Whitehall departmentsDevolved AdministrationsRethink the relationship between the UK government and devolved administrations._fd75f5ee-7989-11e4-b909-4283d82123135.1Limits of ControlEnsure ministers and relevant civil servants understand the limits of their control and the nature of arrangements with devolved nations within their policy briefs._fd75f71a-7989-11e4-b909-4283d82123135.1.1UK MinistersUK Civil ServantsDevolved NationsPolicy Development & AnnouncementCreate 'rules of the game' and appropriate mechanisms to involve, consult or co-operate with devolved nations in policy development and announcements._fd75f864-7989-11e4-b909-4283d82123135.1.2Devolved NationsCoalition GovernanceLearn from the experience of governing without a single-party majority and how to make effective political decisions with partners, in the event of a coalition or minority government._fd75fa1c-7989-11e4-b909-4283d82123135.2Policy ProgrammeAgree a clear policy programme and how parties will work together at the outset._fd75fb66-7989-11e4-b909-4283d82123135.2.1Keep some flexibility to review and refresh these agreements over time.OpennessCreate ways to encourage openness between the parties at the start of any coalition while relationships are still good._fd75fcce-7989-11e4-b909-4283d82123135.2.2UK Political PartiesConsider forums for joint decision making, like the 'quad' system used by the Conservative-Liberal Democrat coalition; agreed communication procedures; and guarantees that smaller parties are properly resourced. Use civil servants to ensure these procedures are followed.DifferentiationAllow space for all parties to differentiate and keep their own distinct identities, outside of the core, agreed programme._fd75fefe-7989-11e4-b909-4283d82123135.2.3UK Political PartiesParties can, for example, be open in the media about where they are compromising on policy, or allow free votes on non-core legislation in Parliament. RelationshipsSupport trusting relationships between ministers and officials._fd76005c-7989-11e4-b909-4283d82123135.3UK MinistersUK OfficialsRoles & ResponsibilitiesClarify how roles and responsibilities are split between top civil servants and ministers._fd7601b0-7989-11e4-b909-4283d82123135.3.1UK MinistersUK Civil ServantsSet clear objectives, including on spending and preparing policy advice, for the most senior civil servants and hold them to account.RecruitmentFormalise the process of recruiting the most senior officials so that ministers have the final say on the best candidate for the job, from a merit-based shortlist._fd760322-7989-11e4-b909-4283d82123135.3.2UK Senior OfficialsUK MinistersOpenness & ScrutinyBuild more openness and scrutiny into government processes to increase the confidence of Parliament and the public._fd760480-7989-11e4-b909-4283d82123135.4Checks & BalancesBuild checks and balances into government, for example, by providing impartial evidence and scrutiny._fd7605d4-7989-11e4-b909-4283d82123135.4.1Office for Budget ResponsibilityThe Office for Budget Responsibility could scrutinise manifesto pledges to see if they are properly costed.Data QualityImprove the quality of data about government activities that is available to the public._fd760750-7989-11e4-b909-4283d82123135.4.22014-12-01http://www.instituteforgovernment.org.uk/sites/default/files/publications/Programme%20for%20Government%20web_1.pdfOwenAmburOwen.Ambur@verizon.net