Getting the message right: SDC e-bulletin
Next February, the UK Government is launching its sustainable development framework and strategy up until 2020. Here are seven reasons why SDC's communications group is getting excited…
1. A continuous dialogue
"Communications should be redefined across government to mean a continuous dialogue with all interested parties" So concluded Bob Phillis, who chaired an influential independent review of government communications published in January 2004. And we agree.
The UK Government has already begun a rich dialogue process for the sustainable development strategy, both online and through workshops hosted by Government Offices, NGOs and community groups.
A rich process of dialogue. Photo credit: Project for Public Spaces
Why are we excited? This dialogue can deepen throughout the implementation of the strategy, creating shared learning about needs, values and uncertainties. The SDC is already working with Defra on a dialogue framework across government. Techniques such as deliberative panels, citizens’ juries, focus groups and internet dialogues, would would result in more robust policies and better implementation.
"Whatever words we use to attract people’s attention, the heart of the debate lies in the words ‘sustainable development’."
2. ‘Sustainable development’ as the framework
‘Climate change’, ‘renewable energies’, ‘global leadership’ – whatever words we use to attract people’s attention, the heart of the debate lies in the words ‘sustainable development’. Whilst not a user-friendly term, sustainable development describes the intellectual framework required for bold and integrated policymaking, and highlights the links between disparate policy initiatives. Implementation of the strategy will improve understanding of the term and its value as the Government’s central organising principle.
3. Proud to be leading
Eight Ministers launched the 'Taking It On' consultation, highlighting that sustainable development should be the central organising principle of every Government department. Sustainable development is a cross-departmental initiative but it still needs to have an obvious champion within Government to ensure that departments deliver strong and consistent messages. Defra's Sustainable Development Unit (SDU) leads on the promotion of sustainable development but appears (understandably) reluctant to trumpet the cause in case it is labelled soley as Defra.
"Now is the time for the SDU to get the resources it needs to really champion its leadership role".
We see the Strategy as the chance to change this. The Social Exclusion Unit for example, is a cross-governmental unit based in the ODPM, that strongly trumpets its cause. The unit has its own branding, whilst also making clear its place within the ODPM. Now is the time for the SDU to get the resources it needs to really champion its leadership role.
4. Shared learning for behaviour change
Changes in thinking and behaviour will be needed in order to implement sustainable development. For individuals and organisations to make sense of these changes, they’ll need to experiment with the new ways of working. The SDC’s work programme on health and Combust draw on new techniques to support shared learning.
In our Combust proposal, for instance, small learning groups of approximately 10 ‘co-researchers’ are formed, committed to creating a shared body of learning by reflecting on their personal experiences in the work place. Back in the work place, individuals begin to look for their own answers to the group's question, possibly by experimenting with new ways of doing things, the success or failure of which they will then share frankly and openly with the group at the next meeting.
"We envisage a place where people can exchange ideas, submit their visions, post case studies, share images, undertake local audits, and form localised networks".
With such regular cycles of action (at work) and reflection (within the safe space of the inquiry group) every, say, 2-3 months, the group will develop a whole range of insights into what is required, both personally and organisationally, to make sustainable development a reality.
We're excited - because for the Strategy to work, shared learning will really happen.
5. Using e-communications
The internet enables government to have a cost-effective and genuine two-way dialogue with the public and stakeholders, and for the public to find the information it needs quickly. This is something we have found with our own feedback forums, listserves, and an electronic roundtable.
The 15-year framework provides the perfect opportunity for such technology to be well and truly embraced. We envisage a central online space for communications, inviting deeper levels of information exchange and collaborative working to help implement the Strategy. We envisage a place where people can exchange ideas, submit their visions, post case studies, share images, undertake local audits, and form localised networks.
6. Inspiring the public
Sustainable development is most often communicated through the written word - not always the most effective vehicle, as the marketing community knows. The communications programme for this strategy can, instead, draw on best practice and use stunning visuals, exhibitions, guided tours, video and music to bring to life a more sustainable UK that everyone, not just the anoraks, can appreciate.
Shared visions. Photo credit: Project for Public Spaces
7. Everything under one roof
“The odd thing about sustainable development is that it either means practically nothing to people, or practically everything.” Jonathon Porritt, SDC Chairman
We are excited by the sense of focus and drive that could result from the new strategy. By outlining a vision of a sustainable UK, the roles of key players, and how the UK strategy relates to the strategies of the Devolved Administrations and the remits of key bodies such as Regional Development Agencies, we will get an idea of the specifics - who does what, and when.
