1. Bil Datblygu Cynaliadwy
Sustainable
Development Bill
Cyflwyniad rhyngweithiol ar y cynigion yn y ddogfen
ymgynghori.
An interactive presentation on the proposals in the
consultation document.
Ymgynghori ar y Bil Datblygu Cynaliadwy
3. twf economaidd cynaliadwy
cyfrifoldeb
adfywio er lles ein cymunedau
Cymuned gref a chreadigol
bywyd iach gwireddu’r potensial
cyfiawnder a chydraddoldeb
cymdeithasol i bawb
Hunaniaeth: lleol a Chymreig
gwaddol ddiwylliannol tirwedd
ecosystemau a natur iach
menter gwneud y gorau o’r cyfalaf deallusol a naturiol
4. sustainable economic growth
responsibility
regeneration that serves our communities
creative & strong community
healthy life fulfilling potential
social justice and equality for all
identity: local, Welsh - Cymreig
cultural legacy landscape
healthy ecosystems & wildlife
enterprise maximising intellectual & natural capital
5. ues
mic iss es
Econo al issu
Soci es
ent al issu Bet
long ter, joine
Environm lder views -term du
outc p,
o
Stakeh ome
s
6. Amcanion DC SD Objectives
Hybu lles Enhancement of wellbeing
Hybu cyfiawnder a chydraddoldeb Promotion of social justice &
cymdeithasol equality
Parchu terfynau amgylcheddol Respect for environmental limits
Cryfhau’r waddol ddiwylliannol Strengthened cultural legacy
Galluogi pobl i fyw’n iach Healthy living
Hybu economi fyrlymus a vibrant economy
Cydnabod buddiannau’r cenedlaethau Recognition of interests of future
i ddod generations
Cael pobl i gymryd rhan yn y Involvement of people in
penderfyniadau sy’n effeithio ar decisions that affect their
eu bywydau lives
8. Programme for Government
“This is our Welsh account of sustainable
development: an emphasis on social,
economic and environmental well-being
for people and communities, embodying
our values of fairness and social justice.”
“All our policies and programmes will
reflect this commitment to sustainability
and fairness so that we make sustainable
development our central organising
principle”
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9. Key Requirements
► To support the embedding of SD into the strategic decision
making processes of the public sector.
► To empower and drive positive change.
► To avoid adding layers of additional bureaucracy and cost and
becoming a tick box exercise.
► To avoid stifling innovation and removing the flexibility from
organisations to reach the sustainable solutions that are best for
their circumstances.
► To ensure that SD will have a practical effect and not simply a
set of high level principles
05
10. Proposals for a stronger governance framework
► An embedded and strengthened
framework
► A focus on Support
► Robust Accountability
► Phased Implementation
05
11. Sustainable Development Framework
Aim (the what) Best Future for Wales
Purpose (the why) Sustainable
Development
Methodology (the how) experience with s79,
independent reports,
international experience etc
02
12. Existing measures
(more to come)
Encourage Enable
Proposed SD Bill SD Charter network
SD Annual Report SD Framework for LG
SD component of WG business support
Sustainable Futures practitioners network
Exemplify Engage
Political consensus on SD Wales Sustainability Week
Consistency across policies SD research and segmentation
Commissioner for SF Cynnal Cymru; and Green List
SD Advocates
Eco Schools programme
13. Wrth eich byrddau
On your tables
Reflect on what’s been
said
Meddwl am yr hyn
sydd wedi’i ddweud What are the
opportunities for
engagement and
participation from the
Bill?
Ymgynghori ar y Bil Datblygu Cynaliadwy Llywodraeth Cymru
15. Some relevant areas
Post-16 participation Energy efficiency
Parenting Transport choices
Education/skills Adult literacy Environment Reduce, reuse, recycle
Life skills (cooking etc) Consumption choices
Volunteering Fly-tipping
Drugs, alcohol, tobacco Anti-social behaviour
Teenage pregnancy Crime prevention
Health Obesity Community Terrorism
Keeping appointments Social mobility
Organ donation Litter / graffiti
Active job seeking Pension provision
Service culture Self-care
Prosperity Entrepreneurship Care / ageing Mental health
Personal aspiration Active ageing
Diversity End-of-life choices
16. 1. The 4-E approach to behaviour change
Taxes & fiscal measures Remove barriers to act
Regulation & fines Set defaults / opt-out vs opt-in
League tables Form clubs / communities
Targets / perf management Provide information
Prizes / rewards / bonuses Enable Choose intervention timing
Preferential treatment Personalise
Status recognition Provide space / facilities
Subsidies / discounts Build confidence
Feedback Ease/cost of access
Encourage Catalyse Engage
Community/network action
Evidence base
Deliberative fora
Walk the talk & lead
Segmentation / focus
Consistency across policies
Exemplify Secure commitment
Sustained approach
Personal contacts
Credibility / confidence
Role models / 'super-users'
Benchmarking / evaluation
Paid/unpaid media campaigns
Learning & improvement
Pester power / Peer pressure
Political consensus building
Workplace norms
17. Smoking and behaviour change
High excise taxes
Ban marketing practices NHS 'stop smoking' treatment
Address smuggling Smoke-free policies
Enable Quit-lines
(nb. Personal incentives) Pharmaceutical deregulation
Encourage Catalyse Engage
Smoke-free policies Social marketing campaigns
Clear messages from NHS Exemplify More graphic warnings
Consistent package Major news media assault
Clear goals Constant revisiting evidence
Commercial arguments “Denormalisation”
18. But others forces are at work...
...as
the force of the
A cigarette for the beginner
psychological symbolism
is a symbolic act. I am no
subsides, the
longer my mother’s child,
pharmacological effects
I’m tough, I am an
take over to sustain the
adventurer, I’m not
habit
square...
Dunn W. Vice President for Research and Development, Philip Norris. Why one smokes. 1968 Minnesota Trial Exhibit 3681.
19. Smoking: from the dark side
Advertising Orchestrating smuggling
Role models Lights
Adult product definition Enable Filters
Duty Free Wide availability
Fighting smoke-free places
Encourage Catalyse Engage
Aspirational sell to poor
Product placement in films Exemplify Coupons and catalogues
Sponsorship Coaching arguments
Normalisation Distracting PR
Bogus science
20. The SD Bill and behaviour change
Budget Setting
Evidence collection
Grants & Grant in Aid
Policy process
Sponsorship
Capacity building
Procurement
Networks
Legislation Enable Information
League tables &
Good practice &
element of competition
Knowledge sharing
Status recogition
Encourage Catalyse Engage
Know your stakeholders and
Evidence base
audiences - segmentation
Consistency
Exemplify Narratives
Honest
Buy-in
Celebrate success
Workplace norms
Evaluation & continuous
Continuous
improvement
21. Wrth eich byrddau
On your tables
• Identify your group challenge – SD Bill focused
• How will this effect your organisation?
• Consider the Engage box: what could you add
to the Engage menu that would help drive the
action you’re trying to promote?
• Feed back your most important learning point
Ymgynghori ar y Bil Datblygu Cynaliadwy Llywodraeth Cymru
25. MINDSPACE
Messenger: We are influenced by who communicates information
Incentives: Our responses are shaped by biases and shortcuts
Norms: We tend to do what those around us are already doing
Defaults: We ‘go with the flow’ of pre-set options
26. MINDSPACE
Salience: Our attention is drawn to what is novel and seems
relevant to us
Priming: Our acts are often influenced by sub-conscious cues
Affect: Emotional associations can powerfully shape our actions
Commitment: We seek to be consistent with our public promises,
and reciprocate acts
Ego: We act in ways that make us feel better about ourselves
27. The Science of Persuasion
6 weapons of influence
1.Reciprocation: You did something for me and now I owe you
2.Consistency: One thing I do or think leads to another
3.Social proof: 9 out of 10 cats prefer...
4.Liking: I will buy Tupperware from you because I like you
5.Authority: More doctors smoke Lucky Strike
6.Scarcity: Get it now, or I’ll be sorry when it’s gone
Robert Cialdini, The science of persuasion, Scientific American, 284, 76-81.
28. Some “biases” in real behaviour
• Loss aversion
• Recency It's illogical
• Peak experience Captain...
• Herding
• Heuristics
• Omission
• Habit
• Confirmation
• Hyperbolic discounting
29. List of cognitive human “biases”
Behaviour & Decision-
Probability & belief Social
making
Bandwagon effect Ambiguity effect Actor-observer bias
Base rate fallacy Anchoring effect Egocentric bias
Bias blind spot Attentional bias Forer effect
Choice-supportive bias Authority bias False consensus effect
Confirmation bias Availability heuristic Fundamental attribution error
Congruence bias Availability cascade Halo effect
Contrast effect Belief bias Herd instinct
Déformation professionnelle Clustering illusion Illusion of asymmetric insight
Denomination effect Capability bias Illusion of transparency
Distinction bias Conjunction fallacy Illusory superiority
Endowment effect Disposition effect Ingroup bias
Experimenter's Gambler's fallacy Just-world phenomenon
Extraordinarity bias Hawthorne effect Notational bias
Focusing effect Hindsight bias Outgroup homogeneity bias
Framing Illusory correlation Projection bias
Hyperbolic discounting Ludic fallacy Self-serving bias
Illusion of control Neglect of prior base rates effect Self-fulfilling prophecy
Impact bias Observer-expectancy effect System justification
Information bias Optimism bias Trait ascription bias
Interloper effect Ostrich effect Ultimate attribution error
Irrational escalation Overconfidence effect
Just-world phenomenon Positive outcome bias
Loss aversion Pareidolia
Mere exposure effect Primacy effect
Money illusion Recency effect
Moral credential effect Disregard of regression toward the mean.
Need for Closure Selection bias
Negativity bias Stereotyping
Neglect of probability Subadditivity effect
Normalcy bias Subjective validation
Not Invented Here Telescoping effect
Omission bias Texas sharpshooter fallacy
Outcome bias Well travelled road effect
Planning fallacy Consistency bias
Post-purchase rationalization Cryptomnesia
Pseudocertainty effect Egocentric bias
Reactance False memory
Restraint bias Hindsight bias
Selective perception
Semmelweis reflex
Reminiscence bump
Rosy retrospection For more information
Status quo bias Self-serving bias
Von Restorff effect
Wishful thinking
Suggestibility Wikipedia search:
Zero-risk bias
“List of cognitive biases”
32. 4: Establish the case for intervention
“The only purpose for which power can
be rightfully exercised over any
member of a civilised community,
against his will, is to prevent harm to
others. His own good, either physical or
moral, is not a sufficient warrant”.
But… Children? Addiction? Influence of background?
Mental illness? Collective costs? Regret...?
33. From soft paternalism to regulation
Public (external) impacts
Passive smoking - workers
Passive smoking - public
Hooking kids
Unregulated addiction
Health impacts
Private impacts
38. Reading up...
Government Government Institute for Cabinet Office
communications Social Research Government
&
Cabinet Office
39. Wrth eich byrddau
On your tables
• Identify your group challenge
• Quickly jot down the existing elements under
the 4 Es headings
• Consider the Engage box: what could you add
from the Engage menu that would help drive
the action you’re trying to promote?
• Feed back your most important learning point
Ymgynghori ar y Bil Datblygu Cynaliadwy Llywodraeth Cymru
40. Digwyddiadau ymgynghori
Consultation events
• 15/16 Ionawr Caerfyrddin • 15/16 January Carmarthen
• 29/30 Ionawr Cyffordd • 29/30 January Llandudno
Llandudno Junction
• 5/6 Chwefror Caerdydd • 5/6 February Cardiff
• 12/13 Chwefror Llandrindod • 12/13 February Llandrindod
Wells
Daw’r ymgynghoriad i ben ar 4 Consultation closes 18 July
Mawrth
sdbill@wales.gsi.gov.uk
Ebost / Email:
Ymgynghori ar y Bil Datblygu Cynaliadwy Llywodraeth Cymru
41. Y Bil Datblygu Cynaliadwy
Sustainable
Development Bill
Diolch – Thank you
Ymgynghori ar y Bil Datblygu Cynaliadwy
Hello, I am Isabel Mortimer, everyone calls me Issy. We have about an hour for this workshop and hopefully by the end of it you will have a brief overview of the SD Bill White Paper proposals, the role engagement plays in informing legislation development, and how engagement , effective engagement can create change. And, ss it is a workshop we are going to do a bit of group work.
Facilitator hand back to presenter Intro that we’re going to look at the BIG picture
The vision for Wales – Cymru is to build a better Wales within a generation. We are going through tough times, with decreasing public spending and global financial challenges alongside increasing need for the services which the public sector provides, and on which the most vulnerable in our society depend. Yet, we want to maximise the wellbeing or quality of life in Wales for the long term. To achieve this, we need to think and deliver differently to meet the challenges, both global, national and local, in order to protect our communities, develop our economy and secure the future for our children. Our understanding of what the people of Wales are ready for right now, is that they are ready for the social and economic outcomes we envision here. Perhaps there is more work to do in terms of doing this within environmental limits......
The vision for Wales – Cymru is to build a better Wales within a generation. We are going through tough times, with decreasing public spending and global financial challenges alongside increasing need for the services which the public sector provides, and on which the most vulnerable in our society depend. Yet, we want to maximise the wellbeing or quality of life in Wales for the long term. To achieve this, we need to think and deliver differently to meet the challenges, both global, national and local, in order to protect our communities, develop our economy and secure the future for our children. Our understanding of what the people of Wales are ready for right now, is that they are ready for the social and economic outcomes we envision here. Perhaps there is more work to do in terms of doing this within environmental limits......
This is what we think that means, and this is what we think the journey to achieve our vision entails... a complete change in the way we are living and working in Wales, including the infrastructure that supports your ways of being Looking at the context of any given opportunity or challenge through the SD prism will allow elemental parts to combine to create a brighter future, greater than the sum of the parts.
And these organisations with SD as their central organising principle, will act to deliver SD objectives. To achieve embedding SD as the central organising principle, we need culture change and we already have a tried, tested and proven approach to delivering the necessary change: The 4 Es approach is a complete package of coordinated actions working together
Environment Strategy Review the role of the planning system in tackling climate change Planning for Climate Change Consultation PPW – Changes throughout the document One proposal to allow LPAs to set minimum CO2 reduction targets from new development through their LDP. Microgeneration Changes introduced in 2009 for domestic properties (limited) Consultation last year on extending these rights Design and Access Statements Access statements introduced in 2007 Design statements introduced in 2009
Environment Strategy Review the role of the planning system in tackling climate change Planning for Climate Change Consultation PPW – Changes throughout the document One proposal to allow LPAs to set minimum CO2 reduction targets from new development through their LDP. Microgeneration Changes introduced in 2009 for domestic properties (limited) Consultation last year on extending these rights Design and Access Statements Access statements introduced in 2007 Design statements introduced in 2009
Environment Strategy Review the role of the planning system in tackling climate change Planning for Climate Change Consultation PPW – Changes throughout the document One proposal to allow LPAs to set minimum CO2 reduction targets from new development through their LDP. Microgeneration Changes introduced in 2009 for domestic properties (limited) Consultation last year on extending these rights Design and Access Statements Access statements introduced in 2007 Design statements introduced in 2009
NEXT STEPS WHITE PAPER CONSULTATION We are currently looking at how we deliver our consultation and engagement events around the White Paper. We would be keen to hear your views on the consultation process for the White Paper. What would you like to see? What approach should be taken?
Specifically, these are measures underway – the Bill will be part of the Enabling element The New SD body is likely in our opinion, to be involved in Enabling, Exemplifying and Engaging – but that’s something we’d like to hear more about from you.
So, we said this would be interactive, now, at your group [with your neighbour - if in theatre style venue] reflect on what’s been said. Take a few minutes minutes. I will answer questions as best I can, but if you have particular queries I can’t then we can jot them down with your contact details and I can get back to you sometime this week with the answer.
So, what are our challenges? Demographic changes, growing obesity levels, youth economic inactivity, the current economic climate.
In WG we are using a simple model - 4-Es - to describe the policy mix needed to promote behaviour change: Encourage : a system of incentives to behaviour in the desired way Enable : making it easy to respond to the encouragement - removing barriers, providing information, picking the right time Engage : increasing the motivation to respond to the encouragement by social marketing Exemplify : the body promoting behaviour change 'walks the talk' and acts consistently in a way that increases trust Behaviour change policies need to be grounded in an understanding of real human behaviours and 'biases' (departures from the 'rational man' model of standard economics - see behavioural economics).
So lets look at smoking as an example New legislation to ban open sales of cigarettes in supermarkets has been introduced and The Australian government’s plain packaging laws have now come into effect and it is the first in the world to force tobacco companies to sell cigarettes in packets illustrated only with graphic health warnings. The only way to tell what brand a person is buying is the name which will appear on the packet in a uniform style. The new law came into effect despite a legal challenge by the tobacco giants, who have been accused by Canberra of using sly tricks to continue to recruit new clients during the countdown to plain packaging
So, we said this would be interactive, now, at your group [with your neighbour - if in theatre style venue] reflect on what’s been said. Take 2 or 3 minutes. Do you have any questions of clarification you’d like to ask at this point? Please type them in. If no-one at your group can answer your question, we’ll try in plenary to answer your questions. There will be other opportunities to ask about more specific elements of the proposals for the bill in following sections, so please just confine your questions to the context we have outlined. I / we will answer questions as best we can, but that there will be a chance to catch members of the team during lunch if you have particular queries.
A moderately contrived acronym that aims to capture the main elements of human behaviour relevant to behaviour change policies.
Heuristics = what the brain uses to make decisions and judgements. Every decision we make is influenced by subconscious behavioural biases. They cause us to make snap judgments based on bad information, to be unfair and to waste time. This is clearly problematic for investors, managers and people in general. Once we become aware of these biases, we can disrupt our thinking and come to terms with reality.
So, now, in your group come up with your own challenge and structure how you could tackle it using the 4 E’s model. Remembering: Encourage : a system of incentives to behaviour in the desired way Enable : making it easy to respond to the encouragement - removing barriers, providing information, picking the right time Engage : increasing the motivation to respond to the encouragement by social marketing Exemplify : the body promoting behaviour change 'walks the talk' and acts consistently in a way that increases trust