As we approach the UK general election next week, the question of what comes next looms large. During the campaign, #TheLabourParty has made five missions the centrepiece of its election pitch. Now, with a potential first 100 days fast approaching, the party must rapidly prepare to implement a new model of #mission-driven governance from day one in office. The UCL Institute for Innovation and Public Purpose’s report, Mission Critical: Statecraft for the 21st Century https://lnkd.in/ecKWCjnd, released in May in partnership with the #FutureGovernanceForum offers a blueprint for how Labour’s commitment to mission-driven government could be translated into practice.
To tackle the challenges facing the UK, from economic stagnation to the climate crisis, it is clear that a fundamentally new approach to governance is needed. The Labour Party’s commitment to mission-driven government signals the potential for change. However, to truly transform the UK, it is critical to get the right governance structures and capabilities in place from the outset.
Mission Critical: Statecraft for the 21st Century sets out how to design and implement mission-driven governance in the UK, building on IIPP’s longstanding engagement with partners worldwide, from city councils to national administrations and multilateral organizations, in developing and implementing mission-oriented policies. The report’s key recommendations include:
- Establish #missions as the first priority across Whitehall from day 1, with the backing of the Prime Minister and Chancellor.
- Take a whole-of-government approach, with mission delivery driven by a cross-ministerial Missions Unit and by mission teams (or mission boards), and with missions-orientation embedded in the day-to-day work of civil servants.
- Lead with purpose and govern in partnership, orchestrating actors from across sectors, ministries and tiers of government to work together towards a mission-oriented industrial strategy that sets a clear direction for cross-sectoral innovation, investment and growth and enables bottom-up, local-level solutions development.
- Send clear signals that the government is seeking willing business and union partners to achieve its missions, and design public-private collaboration to share both risks and rewards.
- Refresh the Treasury’s mandate and redesign public finance tools and institutions - including budget processes, public procurement and public financial institutions - to align with mission goals.
- Invest in the renewal of governing capabilities, building up teams and institutions with the in-house expertise necessary for mission delivery, building on the success of, for example, the Government Digital Service.
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6moThe old government didn’t feel much either. Didn’t do much. Seems to be a generic thing no matter who pretends to be in charge.