SE4Jobs Toolbox - Coordination - Revision history

Annika Hercegfi at 11:02, 22 November 2017

2017-11-22T11:02:56Z

Annika Hercegfi at 10:39, 22 November 2017

2017-11-22T10:39:31Z

Annika Hercegfi at 10:34, 22 November 2017

2017-11-22T10:34:30Z

Ranisha at 14:03, 19 November 2017

2017-11-19T14:03:57Z

Annika Hercegfi at 16:46, 17 November 2017

2017-11-17T16:46:38Z

Annika Hercegfi at 16:45, 17 November 2017

2017-11-17T16:45:52Z

Annika Hercegfi at 16:44, 17 November 2017

2017-11-17T16:44:55Z

Annika Hercegfi at 16:42, 17 November 2017

2017-11-17T16:42:15Z

Annika Hercegfi at 16:41, 17 November 2017

2017-11-17T16:41:06Z

Annika Hercegfi at 16:39, 17 November 2017

2017-11-17T16:39:48Z

@@ Line 86: / Line 86: @@
 <span style="color:#336699">''In 2010, the Chinese government established the National Energy Commission as a coordination body between the many different ministries involved in energy policy-making. The Commission is tasked with developing the country’s national energy strategy and with better aligning the policies and activities of individual ministries. It plays this role in the absence of a formal ministry for energy. The Commission is led by the Premier and Vice-Premier of the People’s Republic and its membership includes a total of 20 ministries and agencies.''</span>
-'''<span style="color:#336699">''[INSERT TABLE: Membership in the National Energy Commission''</span>'''<span style="color:#336699">'']''</span>
+'''<span style="color:#336699">''Table: Membership in the National Energy Commission''</span>'''<span style="color:#336699"></span>
 <span style="color:#336699">''This overview shows that the National Energy Commission takes a very broad approach and brings to the table all ministries and government agencies involved in energy-related policy matters in order to coordinate government policies effectively. In this sense, it can be considered an example of ‘good practice’ in this issue area. Indeed, a think tank working for the Indian government suggested establishing an analogous commission to coordinate energy policy in India<ref>See the Economic Times of India (2015): http://articles.economictimes.indiatimes.com/2015-05-06/news/61865595_1_energy-security-niti-aayog-integrated-energy-policy</ref>.''</span>
@@ Line 108: / Line 110: @@
 <span style="color:#336699"><span style="color:#336699">''The steering committee in charge of developing the Indian Five-Year Plan on power and energy policy includes a broad range of governmental and non-governmental actors to foster coordination between nine national government ministries, national and state-level publically owned enterprises (“public sector undertakings”) and non-governmental actors, such as business and civil society representatives. As Indian energy companies play an important role in implementing energy policies, their membership in the development of the five-year plans is an important supportive element for the coordination of government policies. A similarly inclusive approach to membership is taken for the Prime Minister’s Council on Climate Change. The table illustrates the different categories and members in the Steering Committee on Power and Energy. The approach can be considered good practice in that it fosters the alignment of government policies between government ministries, other actors involved in the implementation of these policies – and finally, also the private sector.''</span></span>
-<span style="color:#336699">'''<span style="color:#336699">''<span style="color:#336699">[</span>''</span>'''<span style="color:#336699"><span style="color:#336699"><span style="color:#336699">'''''INSERT TABLE'''''</span></span></span>'''<span style="color:#336699">''<span style="color:#336699">: Membership in the Steering Committee on Power and Energy]</span>''</span>'''</span>
+<span style="color:#336699"><span style="color:#336699"><span style="color:#336699"><span style="color:#336699">'''''Table:'''''</span></span></span>'''<span style="color:#336699">''<span style="color:#336699">Membership in India's Steering Committee on Power and Energy</span>''</span>'''</span>
 </div>
 === <span style="color:#000000">Challenges in implementing the issue of coordination<span style="color:#000000"><span style="line-height: 21px"><span class="mw-customtoggle-title6" style="font-size:small;  font-weight: bold;  display:inline-block;  float:center;  color: blue"><span class="mw-customtoggletext">'''[Expand]'''</span></span></span></span></span><br/> ===

@@ Line 86: / Line 86: @@
 <span style="color:#336699">''In 2010, the Chinese government established the National Energy Commission as a coordination body between the many different ministries involved in energy policy-making. The Commission is tasked with developing the country’s national energy strategy and with better aligning the policies and activities of individual ministries. It plays this role in the absence of a formal ministry for energy. The Commission is led by the Premier and Vice-Premier of the People’s Republic and its membership includes a total of 20 ministries and agencies.''</span>
-'''<span style="color:#336699">''[Table: Membership in the National Energy Commission INSERT TABLE -''</span>'''<span style="color:#336699">'''''Source: own depiction.''']''</span>
+'''<span style="color:#336699">''[INSERT TABLE: Membership in the National Energy Commission''</span>'''<span style="color:#336699">'']''</span>
-<span style="color:#336699">''This overview shows that the National Energy Commission takes a very broad approach and brings to the table all ministries and government agencies involved in energy-related policy matters in order to coordinate government policies effectively. In this sense, it can be considered an example of ‘good practice’ in this issue area. Indeed, a think tank working for the Indian government suggested establishing an analogous commission to coordinate energy policy in India ('''Sharma, 2015''').''</span>
+<span style="color:#336699">''This overview shows that the National Energy Commission takes a very broad approach and brings to the table all ministries and government agencies involved in energy-related policy matters in order to coordinate government policies effectively. In this sense, it can be considered an example of ‘good practice’ in this issue area. Indeed, a think tank working for the Indian government suggested establishing an analogous commission to coordinate energy policy in India<ref>See the Economic Times of India (2015): http://articles.economictimes.indiatimes.com/2015-05-06/news/61865595_1_energy-security-niti-aayog-integrated-energy-policy</ref>.''</span>
 '''Vertical coordination across different levels of government'''
@@ Line 98: / Line 98: @@
 <span style="color:#336699"><span style="color:#336699">''China has a long tradition of horizontal climate policy integration on the national level since 1990. Over time, the name of the horizontal coordination mechanism changed and the body was upgraded by being attached to powerful government agencies. First called, in 2003, the National Development and Reform Commission (NDRC), and then renamed, in 2007, the ‘National Leading Committee on Climate Change’, it came to be chaired by the Premier and tasked with the coordination of climate change related efforts of national ministries and agencies.''</span></span>
-<span style="color:#336699"><span style="color:#336699">''Since 2007, there have been analogous leading committees in many provinces, autonomous regions, local municipalities that reinforced the vertical coordination of climate change related policy goals and aligned local efforts more closely with national goals ('''Held, Nag, & Roger, 2011, p. 24'''). This vertical coordination supported through the institution of the leading committees on climate change plays a particularly important role in such a large country as China. This good practice example is still instructive for other countries in how local counterparts to national agencies can foster the vertical coordination of policies between national, provincial, and local levels.''</span></span>
+<span style="color:#336699"><span style="color:#336699">''Since 2007, there have been analogous leading committees in many provinces, autonomous regions, local municipalities that reinforced the vertical coordination of climate change related policy goals and aligned local efforts more closely with national goals<ref>See Held, et al., "The Governance of Climate Change in China," pg. 24 (2011): http://www.lse.ac.uk/globalGovernance/publications/workingPapers/climateChangeInChina.pdf</ref>. This vertical coordination supported through the institution of the leading committees on climate change plays a particularly important role in such a large country as China. This good practice example is still instructive for other countries in how local counterparts to national agencies can foster the vertical coordination of policies between national, provincial, and local levels.''</span></span>
 '''Coordination with other state actors'''
@@ Line 108: / Line 108: @@
 <span style="color:#336699"><span style="color:#336699">''The steering committee in charge of developing the Indian Five-Year Plan on power and energy policy includes a broad range of governmental and non-governmental actors to foster coordination between nine national government ministries, national and state-level publically owned enterprises (“public sector undertakings”) and non-governmental actors, such as business and civil society representatives. As Indian energy companies play an important role in implementing energy policies, their membership in the development of the five-year plans is an important supportive element for the coordination of government policies. A similarly inclusive approach to membership is taken for the Prime Minister’s Council on Climate Change. The table illustrates the different categories and members in the Steering Committee on Power and Energy. The approach can be considered good practice in that it fosters the alignment of government policies between government ministries, other actors involved in the implementation of these policies – and finally, also the private sector.''</span></span>
-<span style="color:#336699">'''<span style="color:#336699">''<span style="color:#336699">[Table: Membership in the Steering Committee on Power and Energy]</span>''</span>'''</span>
+<span style="color:#336699">'''<span style="color:#336699">''<span style="color:#336699">[</span>''</span>'''<span style="color:#336699"><span style="color:#336699"><span style="color:#336699">'''''INSERT TABLE'''''</span></span></span>'''<span style="color:#336699">''<span style="color:#336699">: Membership in the Steering Committee on Power and Energy]</span>''</span>'''</span>
 </div>
 === <span style="color:#000000">Challenges in implementing the issue of coordination<span style="color:#000000"><span style="line-height: 21px"><span class="mw-customtoggle-title6" style="font-size:small;  font-weight: bold;  display:inline-block;  float:center;  color: blue"><span class="mw-customtoggletext">'''[Expand]'''</span></span></span></span></span><br/> ===

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 == <span style="color:#000080">'''SE4Jobs Toolbox''' <span style="color:#000080"><span class="st">– </span>Laying the foundations for a sustainable development</span></span><br/> ==
-{{SE4ALL Toolbox}}
+{{SE4ALL Toolbox}}<br/>{{template:Tabs-5
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-=== <span style="color:#336699">Good Practices</span><br/> ===
+=== Good Practices<br/> ===
-<span style="color:#336699">Brazil</span>
+Brazil
-<span style="color:#336699">China</span><br/>
+China<br/>
-<span style="color:#336699">India</span>
+India
-<span style="color:#336699">Mexico</span><br/>
+Mexico<br/>
-<span style="color:#336699">South Africa</span><br/>
+South Africa<br/>
-<span style="color:#336699">Turkey</span><br/>
+Turkey<br/>
 |}
-= <span style="color:#336699"><span style="color:#336699">Reference</span></span> =
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-<span style="color:#336699"><span style="color:#336699">{{Re-activate Footer}} __NOTITLE__</span></span>
+{{Re-activate Footer}} __NOTITLE__<br/>

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 == <span style="color:#000080">'''SE4Jobs Toolbox''' <span style="color:#000080"><span class="st">– </span>Laying the foundations for a sustainable development</span></span><br/> ==
-[[File:Grafik SE4JOBS Toolbox Web.jpg|center|600px|alt=Grafik SE4JOBS Toolbox Web.jpg]]
+{{SE4ALL Toolbox}}
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@@ Line 114: / Line 114: @@
 <span style="color:#336699"><span style="color:#336699"><span style="color:#336699">''['''INSERT TABLE''' - Source: Own depiction.]''</span></span></span>
+<br/>
 </div>
 === <span style="color:#000000">Challenges in implementing the issue of coordination<span style="color:#000000"><span style="line-height: 21px"><span class="mw-customtoggle-title6" style="font-size:small;  font-weight: bold;  display:inline-block;  float:center;  color: blue"><span class="mw-customtoggletext">'''[Expand]'''</span></span></span></span></span><br/> ===
 <div id="mw-customcollapsible-title6" class="mw-collapsible mw-collapsed">
-*<span style="color:#336699">'''Ensuring effectiveness of coordination'''.<br/>Evidence from the case studies suggests that the main problem with cross-departmental strategies is their actual implementation. Ministries typically focus on ‘their’ key constituencies and ‘their’ own goals and in this way miss out on potential synergies from coordinated action. Regular reviews by independent or top-level actors can highlight such shortcomings and incentivise stronger coordination and cooperation between ministries and their respective associated bodies.</span>
+*'''Ensuring effectiveness of coordination'''.<br/>Evidence from the case studies suggests that the main problem with cross-departmental strategies is their actual implementation. Ministries typically focus on ‘their’ key constituencies and ‘their’ own goals and in this way miss out on potential synergies from coordinated action. Regular reviews by independent or top-level actors can highlight such shortcomings and incentivise stronger coordination and cooperation between ministries and their respective associated bodies.
-*<span style="color:#336699">'''Relatively weak political standing of RE and EE'''.<br/>In most countries, RE and EE issues are integrated within the Ministry of Energy (that also represents – often still dominant – fossil fuel interests) or are attached to the Ministry of Environment (which has less political influence). Inter-departmental coordination can therefore lead to RE and EE being treated as niche issues – especially when competing with fossil fuels for political influence. Raising the political profile of RE and EE is therefore an important challenge for proponents of expanding RE and EE. In many cases, actively involving the main political decision-making centres has been a key prerequisite for the ambitious deployment of RE/EE.</span>
+*'''Relatively weak political standing of RE and EE'''.<br/>In most countries, RE and EE issues are integrated within the Ministry of Energy (that also represents – often still dominant – fossil fuel interests) or are attached to the Ministry of Environment (which has less political influence). Inter-departmental coordination can therefore lead to RE and EE being treated as niche issues – especially when competing with fossil fuels for political influence. Raising the political profile of RE and EE is therefore an important challenge for proponents of expanding RE and EE. In many cases, actively involving the main political decision-making centres has been a key prerequisite for the ambitious deployment of RE/EE.
-</div>&lt;/div&gt;
+</div>
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@@ Line 102: / Line 102: @@
 <span style="color:#336699"><span style="color:#336699">''Since 2007, there have been analogous leading committees in many provinces, autonomous regions, local municipalities that reinforced the vertical coordination of climate change related policy goals and aligned local efforts more closely with national goals ('''Held, Nag, & Roger, 2011, p. 24'''). This vertical coordination supported through the institution of the leading committees on climate change plays a particularly important role in such a large country as China. This good practice example is still instructive for other countries in how local counterparts to national agencies can foster the vertical coordination of policies between national, provincial, and local levels.''</span></span>
-'''Coordination with other state actors '''
+'''Coordination with other state actors'''
 Beyond ministries and other government agencies on the national or sub-national levels, there are key players that hold important functions for the successful implementation of RE/EE policies. Such actors include publically owned companies, development banks and regulatory agencies. Their actions can be coordinated in various ways, e.g. with the help of legal acts, through membership in formal government coordination mechanisms, or through ad hoc inter-institutional coordination arrangements.
@@ Line 108: / Line 108: @@
 <span style="color:#336699"><span style="color:#336699">'''''India: Coordination between ministries, publically owned utilities and non-governmental stakeholders in the development of the Five-Year Plans and climate change policy'''''</span></span>
-<span style="color:#336699"><span style="color:#336699">''The steering committee in charge of developing the Indian Five-Year Plan on power and energy policy includes a broad range of governmental and non-governmental actors to foster coordination between nine national government ministries, national and state-level publically owned enterprises (“public sector undertakings”) and non-governmental actors, such as business and civil society representatives. As Indian energy companies play an important role in implementing energy policies, their membership in the development of the five-year plans is an important supportive element for the coordination of government policies. A similarly inclusive approach to membership is taken for the Prime Minister’s Council on Climate Change. The table illustrates the different categories and members in the Steering Committee on Power and Energy. The approach can be considered good practice in that it fosters the alignment of government policies between government ministries, other actors involved in the implementation of these policies – and finally, also the private sector.''</span></span>
+<span style="color:#336699"><span style="color:#336699">''The steering committee in charge of developing the Indian Five-Year Plan on power and energy policy includes a broad range of governmental and non-governmental actors to foster coordination between nine national government ministries, national and state-level publically owned enterprises (“public sector undertakings”) and non-governmental actors, such as business and civil society representatives. As Indian energy companies play an important role in implementing energy policies, their membership in the development of the five-year plans is an important supportive element for the coordination of government policies. A similarly inclusive approach to membership is taken for the Prime Minister’s Council on Climate Change. The table illustrates the different categories and members in the Steering Committee on Power and Energy. The approach can be considered good practice in that it fosters the alignment of government policies between government ministries, other actors involved in the implementation of these policies – and finally, also the private sector.''</span></span
-<span style="color:#336699">''<span style="color:#336699">Table: Membership in the Steering Committee on Power and Energy</span>''</span>
+'''<span style="color:#336699">''<span style="color:#336699">[Table: Membership in the Steering Committee on Power and Energy]</span>''</span>'''
 <span style="color:#336699"><span style="color:#336699">''['''INSERT TABLE''' - Source: Own depiction.]''</span></span>
@@ Line 116: / Line 116: @@
 === Challenges in implementing the issue of coordination<span style="color:#336699"><span style="line-height: 21px"><span class="mw-customtoggle-title6" style="font-size:small;  font-weight: bold;  display:inline-block;  float:center;  color: blue"><span class="mw-customtoggletext">'''[Expand]'''</span></span></span></span><br/> ===
 <div id="mw-customcollapsible-title6" class="mw-collapsible mw-collapsed">
-*'''Ensuring effectiveness of coordination'''. Evidence from the case studies suggests that the main problem with cross-departmental strategies is their actual implementation. Ministries typically focus on ‘their’ key constituencies and ‘their’ own goals and in this way miss out on potential synergies from coordinated action. Regular reviews by independent or top-level actors can highlight such shortcomings and incentivise stronger coordination and cooperation between ministries and their respective associated bodies.
+*'''Ensuring effectiveness of coordination'''. <br/>Evidence from the case studies suggests that the main problem with cross-departmental strategies is their actual implementation. Ministries typically focus on ‘their’ key constituencies and ‘their’ own goals and in this way miss out on potential synergies from coordinated action. Regular reviews by independent or top-level actors can highlight such shortcomings and incentivise stronger coordination and cooperation between ministries and their respective associated bodies.
-*'''Relatively weak political standing of RE and EE'''. In most countries, RE and EE issues are integrated within the Ministry of Energy (that also represents – often still dominant – fossil fuel interests) or are attached to the Ministry of Environment (which has less political influence). Inter-departmental coordination can therefore lead to RE and EE being treated as niche issues – especially when competing with fossil fuels for political influence. Raising the political profile of RE and EE is therefore an important challenge for proponents of expanding RE and EE. In many cases, actively involving the main political decision-making centres has been a key prerequisite for the ambitious deployment of RE/EE.
+*'''Relatively weak political standing of RE and EE'''. <br/>In most countries, RE and EE issues are integrated within the Ministry of Energy (that also represents – often still dominant – fossil fuel interests) or are attached to the Ministry of Environment (which has less political influence). Inter-departmental coordination can therefore lead to RE and EE being treated as niche issues – especially when competing with fossil fuels for political influence. Raising the political profile of RE and EE is therefore an important challenge for proponents of expanding RE and EE. In many cases, actively involving the main political decision-making centres has been a key prerequisite for the ambitious deployment of RE/EE.
 </div>
 | style="width: 5px" | <br/>

@@ Line 56: / Line 56: @@
 The aims of developing markets for and employment through RE/EE touch upon a broad range of policy issues and therefore also intersect with the portfolios of many government agencies that, either directly or indirectly, are responsible for developing and implementing policies and activities that are related to RE/EE.
-The manifold trade-offs and conflicts of goals between these policy issues – and by definition also between the actors in charge of them – have been described in more detail in the [[SE4Jobs Toolbox - Trade-offs|issue trade-offs]], as have the positive interactions and possible co-benefits in the [[SE4Jobs_Toolbox_-_Co-benefits|issue co-benefits]]. Coordination mechanisms can help to minimize such contradictions and frictions and to foster coherence and synergies among ministries and other governmental actors. This can be achieved by sharing information, pursuing a joint planning approach, defining roles and responsibilities or establishing a joint monitoring system, etc.
+The manifold trade-offs and conflicts of goals between these policy issues – and by definition also between the actors in charge of them – have been described in more detail in the [[SE4Jobs Toolbox - Trade-offs|issue trade-offs]], as have the positive interactions and possible co-benefits in the [[SE4Jobs Toolbox - Co-benefits|issue co-benefits]]. Coordination mechanisms can help to minimize such contradictions and frictions and to foster coherence and synergies among ministries and other governmental actors. This can be achieved by sharing information, pursuing a joint planning approach, defining roles and responsibilities or establishing a joint monitoring system, etc.
 Particular attention should be paid to coordinating and possibly harmonizing government strategies and policies with the viewpoints and priorities of other concerned actors. These include those who fund, develop, deploy and operate facilities, but also those who will utilize and consume the end product, or who are otherwise affected. Misalignment of government activities with societal objectives and business preferences is a major root cause of policy failure. At the same time, an ‘over-alignment’ can lead to equally negative consequences. For example, it can result in policy capture by vested ‘rent-seeking’ interests and lead to significant welfare losses among the populations involved. Walking the thin line between these two scenarios is the essence of good policy and a major precondition for a truly sound and sustainable RE/EE deployment.
@@ Line 102: / Line 102: @@
 <span style="color:#336699"><span style="color:#336699">''Since 2007, there have been analogous leading committees in many provinces, autonomous regions, local municipalities that reinforced the vertical coordination of climate change related policy goals and aligned local efforts more closely with national goals ('''Held, Nag, & Roger, 2011, p. 24'''). This vertical coordination supported through the institution of the leading committees on climate change plays a particularly important role in such a large country as China. This good practice example is still instructive for other countries in how local counterparts to national agencies can foster the vertical coordination of policies between national, provincial, and local levels.''</span></span>
-'''Coordination with other state actors ''' Beyond ministries and other government agencies on the national or sub-national levels, there are key players that hold important functions for the successful implementation of RE/EE policies. Such actors include publically owned companies, development banks and regulatory agencies. Their actions can be coordinated in various ways, e.g. with the help of legal acts, through membership in formal government coordination mechanisms, or through ad hoc inter-institutional coordination arrangements.
+'''Coordination with other state actors '''
 <span style="color:#336699"><span style="color:#336699">'''''India: Coordination between ministries, publically owned utilities and non-governmental stakeholders in the development of the Five-Year Plans and climate change policy'''''</span></span>