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Showing posts with label Governance. Show all posts
Showing posts with label Governance. Show all posts

Sunday, February 12, 2017

Trump’s Chaos Theory of Government

Trump’s Chaos Theory of Government

WARSAW – In the weeks since Donald Trump’s inauguration as President of the United States, it has become clear that he intends to roll back the progressive-egalitarian agenda that is commonly associated with “political correctness” to the starting block – not just in the United States, but globally. Stephen Bannon, Trump’s White House Svengali and former CEO of the extreme right Breitbart News, has long pursued this ideological project, and we now know that what he or Trump says must be taken both seriously and literally.
Trump’s transition was initially reassuring, because he nominated many undeniably serious (if also seriously well-heeled) people to his cabinet. But, after the inauguration, all hell broke loose as Trump and Bannon began to implement their project in earnest.

The ideological project that Trump and Bannon will seek to carry out could have far-reaching geopolitical and economic implications that should worry not only progressives, but also dyed-in-the-wool conservatives like me. To understand how far they are willing to go, one must understand their ultimate aims.
First, Trump appointed Bannon to the National Security Council’s highest body, the principals committee. Then he nominated Ted Malloch, an obscure business studies professor at the University of Reading, in England, as US Ambassador to the European Union. Malloch recently expressed a desire to “short the euro,” and predicted that the currency will not survive another 18 months. Trump has also increased the likelihood of a trade war with Mexico, and he has been willing to confront major US corporations over his executive order banning travelers from seven Muslim-majority countries.
Most disturbingly, Trump and Bannon’s agenda seems likely to entail policies to weaken, destabilize, or even ultimately dismantle the EU. No motive other than ideology can explain Trump’s open hostility to the bloc, his bizarre ambassadorial appointment, or his notorious question to EU President Donald Tusk: “What country is next to leave?”
In conventional geostrategic terms, the EU is almost a costless extension of US political and military power. Owing to NATO’s significant military superiority, and the EU’s role as a barrier to Russian expansion, the US can avoid becoming entangled in a “hot war” with Russia. Meanwhile, the EU – together with Japan – is a dependable economic and military ally, whose friendship allows the US to speak for the “international community.”
There are no circumstances in which dismantling the Western international order is in America’s national interest – even when perceived through a nationalist lens. A truly “America first” administration would rightly expect its allies to pull their weight within NATO, and to defer to US foreign policies on non-European issues. But it would never gratuitously dismantle an essentially free multiplier of US power, as Trump’s foreign policy threatens to do.
If I am right about Trump and Bannon’s ideological agenda, we can expect them to find a way to support far-right National Front leader Marine Le Pen in the French presidential election this year, and to encourage a “hard Brexit” for the United Kingdom (only to leave it in the lurch afterwards). Trump will also likely lift the sanctions that the US imposed on Russia after its 2014 annexation of Crimea. After all, Russian President Vladimir Putin and Bannon are ideological twins.
Moreover, we should not put much stock in any security assurances that Secretary of Defense James Mattis may have offered to South Korea and Japan during his East Asia trip. Such promises are worth as little as Trump’s pledge to Polish President Andrzej Duda that “Poland can count on America.”
Domestically, Americans should be prepared to watch the administration dismiss officials who do not defend its agenda, and disregard court orders that inhibit its actions. In fact, we have already seen early signs of this when complaints emerged that immigration agents in New York were ignoring a federal judge’s emergency stay on Trump’s travel ban.
The prospects for business are just as sobering. Sooner or later, Trump’s destabilizing foreign policy will lead to global economic turbulence, uncertainty, and reduced investment – even barring full-scale trade wars. And domestically, his weakening of the rule of law will negate any potential economic benefits from tax cuts and deregulation.
Implementing this project is undoubtedly a dangerous strategy for Trump. By polarizing the American public to such an extent, he and the Republicans could suffer defeat in the 2018 midterm elections or in the 2020 presidential election; and he could even expose himself to the risk of impeachment.
There are two possible explanations for why Trump would take these risks. The first is that divisiveness has worked for him so far, by winning him the Republican nomination and the presidency. Politicians tend to stick with what works – until it fails.
The second explanation is that Bannon is calling the political shots, and is more interested in building a permanent populist “movement” than he is in getting Trump reelected. If Bannon wants to transform the American political landscape, an impeached or defeated Trump could become an ideal martyr for his movement.
That may not bode well for Trump himself; but, in this scenario, Trump’s fate will not weigh heavily on Bannon, who has set his sights on achieving goals that will leave America and the world very different from how he and his putative boss found them.

穩死的國家隊! 到時屍首在那兒都找不到!

穩死的國家隊! 到時屍首在那兒都找不到!

政院高層:國家隊聚一起 怎可能不知幹嘛

「許多案子都是由下而上,民間主動參與」

蔡政府上台後,推動產業成立國家隊,立委質疑只見口號不見作為,前行政院長張善政也提出質疑。行政院高層表示,許多案子都是由下而上,民間主動參與,政府協助,如正在規畫的前瞻基礎建設計畫,3月提出,包括軌道、水環境與智慧城市等計畫,由業者如宏碁、華碩、台積電等公司參與,這些都是由下而上的,民間政府協力。
高層說,前瞻基礎建設計畫正在討論,尚有一些案子還未核定,但有些案子已經拍板,如智慧城市已經差不多定案,這項計畫就是由業者主動提出規畫,政府提供大數據的分析,協助打造智慧城,這是業者與政府的結合,大家一起規畫,並非只有政府主導。
他表示,許多案子在規畫初期,一定都先有架構與計畫,才會慢慢進行,有人參與,怎麼可能會發生沒案,或是大家聚在一起不知幹嘛的情況。
高層指出,工總理事長許勝雄聯合七大工商團體正籌擬規畫在5月20日前後,舉行全國財經會議,就是民間主導,工商團體主動出擊、由下而上的案例,若都是政府規畫,工商團體怎麼會主動來做。所謂國家隊,就是由政府協助彙整各方資源,協助業者來做,有時政府是扮演協調者的角色,而非主導者。

台綜院催促:離岸風電 設國家隊

【記者張義宮、鐘惠玲/台北報導】針對組產業國家隊的構想,台灣綜合研究院長吳再益呼籲,應盡快成立「離岸風電開發公司」的國家隊,由民股持有51%,吸引國際風機業者合作。他並建議要鬆綁金融、保險業存款投入國家重大建設的法令,讓政府規劃的綠能發電可盡快付諸行動。
吳再益指出,上述國家隊可承接至2030年達4GW(10億瓦)離岸風電發電容量,需要800支5MW(百萬瓦)風機的一半目標。
離岸風電最關鍵的技術為風機系統,吳再益表示,台灣需要引進國際大廠的經驗、技術移轉,利用台灣市場的規模優勢,可訂定移轉三階段目標,最終掌握80%技術自主,才能在維修、營運、建立供應鏈體系方面發揮效益,進而達到出口導向的長遠目標。
吳再益說,一支5MW風機從承製、安裝到發電,相關金額高達8億元,至2030年若安裝4GW,需要高達800支,相當於需要6,400億元,再加上周邊投資,商機上看兆元,邀請中鋼、台船、中華電信等企業投入資金,並可承攬相關商機,是帶動建立離岸風電產業鏈的最可行方式。

部分半導體業:組國家隊 子彈在哪?

相較之下,台灣半導體業不但已是國內指標產業,在全球也占有一席之地,而面對中國積極扶植半導體業供應鏈發展,部分半導體業高層對於國家隊的構想並不抱希望。業者認為,如果要組國家隊去市場上打仗,就得有子彈,但台灣的政府在這方面,無法像對岸提供大量補助,所以要積極迅速透過併購擴大並不易,這點不論是換誰當家都一樣。
若只比較業界本身的資源,半導體業者也指出,台灣母市場小,上市櫃公司的本益比相對低,這牽涉到課稅相關議題,且實施員工分紅費用化制度,業界就沒有更多誘因去吸引人;

Thursday, June 9, 2016

鬼島那些事:恐龍與奶嘴法官 - YouTube

鬼島那些事:恐龍與奶嘴法官 - YouTube
https://www.youtube.com/watch?v=3fieUNZ9UI8

Wednesday, June 1, 2016

Civil Service Capabilities - A discussion paper

Civil Service Capabilities - A discussion paper
http://tinyurl.com/zdgtf8w
Improving overall Project Management Capability and Skills
http://goo.gl/ywZPhR
NAO Guide: Initiating successful projects
http://tinyurl.com/hvbdn8s
Over-optimism in government projects
https://goo.gl/pnnKY6
Skills for improved productivity, employment growth and development
http://tinyurl.com/hwmwfdw
Conclusions on skills for improved productivity, employment growth and development
http://tinyurl.com/hqlxl59
Insights and Trends:Current Programme and Project Management Practices*
http://tinyurl.com/h7rxhkb
Developing Civil Service Skills: a unified approach
http://tinyurl.com/z6pfaru
Identifying where skills are needed 
http://goo.gl/Sr5HNf
Managing public money
http://tinyurl.com/j74aw8j
Commercial Skills for Complex Government Projects
https://goo.gl/Vew8ui
http://tinyurl.com/h8awcso
Commercial skills for complex government projects - Appendices Two, Three and Glossary
http://tinyurl.com/h4q2mo6
Identifying and meeting central government’s skills requirements
http://tinyurl.com/zbnwsrq
Methodology 
https://goo.gl/UPlZqM
Meeting the low carbon skills challenge
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/31573/10-849-low-carbon-skills-consultation.pdf
Realising Talent: employment and skills for the future
http://tinyurl.com/zb84wrv
Sector insights: skills and performance challenges in the  health and social care sector
http://tinyurl.com/hol4skh
Matching Skills and Labour Market Needs - Building Social Partnerships for Better Skills and Better Jobs   
http://tinyurl.com/hes6hqn



Commercial skills for complex government projects
"Commercial skills are essential to success in complex projects and a great deal of money rests on this; but there is still not a coherent system for providing skills across government or for using the existing skills as efficiently as possible."
The National Audit Office has warned that the value for money of 43 major government projects worth around £200 billion is at risk because of significant weaknesses in the Government’s commercial skills and expertise. But there is an even greater risk to many other complex projects where skills shortages are not being assessed systematically.
The private sector has an increasing role in delivering public services. It is, therefore, critical that Government has staff with the commercial skills and experience to interact with the private sector. However, departments continue to experience a shortage of staff with the commercial skills and experience needed to design and deliver complex projects successfully. A 2009 review by the Office of Government Commerce (OGC) found that 44 per cent of Senior Responsible Owners of major projects did not have any substantial commercial experience.
The biggest skills gaps for Government are in contract management, commissioning and managing advisers, risk identification and management, and business acumen.
The Government has attempted to fill its skills gap with temporary staff and consultants. Thirteen departments have provided information showing that over a third of their staff spending in Commercial Directorates is on temporary staff. Some departments also rely heavily on the support of specialist advisers. While both can make a valuable contribution, over-reliance can lead to higher project costs and loss of knowledge when temporary staff and advisers move on.
The Government is not using its scarce commercial staff resource to best effect. Departments lack information on the expertise, skills and availability of staff and there is no formal mechanism to allocate staff and expertise across government departments. 
Pressure to reduce public spending can conflict with the need to invest in staff with the commercial skills to deliver complex projects. The culture of staff frequently moving positions within a department often leads to commercial experience and expertise being lost by projects and by individuals.
Fourteen of 16 departmental commercial directors believe OGC has done little to address skills gaps within their department, although ultimate responsibility for commercial skills remains with departments. The OGC has introduced a number of initiatives aimed at improving commercial skills, such as Building the procurement profession in government. But OGC and departments are not working together effectively and are having limited impact. As a result, the value for money of the £1.5 million a year that OGC has been spending on initiatives is at risk. OGC needs to work with departments to establish standard approaches to dealing with the commercial sector. 

"Tight public funding means that departments must find ambitious new ways of working to maintain and drive up levels of performance. Key elements of success will be knowing what skills are needed and which staff have them, and then deploying those staff to where they are most needed. These key elements are not presently in place in many departments and need to be driven urgently to be in step with major change programmes."
Despite major expenditure by central government departments on developing the skills of their staff, government does not know how much is being spent and has rarely evaluated its impact on performance. Government’s estimate of £275 million (or £547 for each civil servant) in 2009-10 is a significant underestimate. In addition, only 48 per cent of civil servants said that the learning and development they received in the last 12 months had helped them to be better at their job.
Today’s report by the National Audit Office notes that, while the picture is not uniform, weaknesses in departmental strategies and governance arrangements for identifying and addressing skills needs have limited the effectiveness of skills development activities in meeting departmental business needs. Management responsibilities have been complicated and unclear, leading to incomplete and unreliable information on what skills development is being undertaken, by which members of staff and at what cost.
Insufficient standardisation across departments and limited use of central government’s buying power to cut costs have undermined value for money. At one stage, there were over 250 different leadership courses in use across government, with charges for management and leadership training varying four-fold between suppliers. There has also not been enough attention to on-the-job learning, with unnecessary costs incurred through over-reliance on more expensive forms of training and poor management of attendance rates.
Government has recognized some of these issues and has recently introduced major changes to the way departmental HR functions operate, designed to achieve efficiencies and better alignment with departmental business needs. A new cross-government learning and development service called Civil Service Learning became operational in April 2011. While these changes are designed to address some of the weaknesses identified by the NAO, it is too early to say if they will be implemented consistently and effectively across departments.
In the last three years the National Audit Office has examined some 40 major government projects, a number comparable to previous years. One clear lesson we have learned from the evidence base which our back catalogue provides is that the quality of project initiation is highly predictive of project success. We are therefore re-focusing our studies earlier in the project lifecycle to better assess the quality of, and to influence successful, project initiation. We will follow these early interventions with results based studies as the project rolls out. In preparing this Guide, and undertaking our evaluation work, we find it helpful to focus on a few key elements which, in our experience, have affected project delivery. These are:
Purpose – having clarity on the overall priorities and desired outcomes;
Affordability – understanding what delivery will cost and not being over-optimistic;
Pre-commitment – having robust internal assessment and challenge to establish if the project is feasible;
Project set-up – the detailed specification, procurement, contract and incentive design; and
Delivery and variation management – maintaining delivery pressure throughout the life of the contract and flexibility to recover the integrity of the project in light of unanticipated events or significant variations from the original plan.

Tuesday, March 22, 2016

Social Care | LGIU: Local Government Information Unit

Social Care | LGIU: Local Government Information Unit

Report: Care and continuity: Contingency planning for provider failure
​pdf File​
The State of Care in Counties - THe Integration Imperative
Key to Care
Report of the Burstow Commission onthe future of the home care workforce
COLLABORATING FOR BETTER OUTCOMES: FINAL REPORT FROM THE CHILDREN’S SERVICES TASKFORCEA JOINT PUBLICATION FROM THE CHILDREN’S SERVICES DEVELOPMENT GROUP AND THE LOCAL GOVERNMENT INFORMATION UNIT

Resilience in Practice | LGIU: Local Government Information Unit

Resilience in Practice | LGIU: Local Government Information Unit
http://www.lgiu.org.uk/report/resilience-in-practice/
​pdf File​
Project Resilience - An outline for future research
Devolution:a road map
Localism and new communities