Good policy is 10% brainwave, 10% idea development and 80% implementation
Why have politicians fallen so far in public esteem? Is it the sleaze that is the meat and drink of campaigners like Guido Fawkes? Partly, yes, but large numbers of voters have ceased to respect their politicians since at least the days of Profumo. A big additional factor - perhaps the most powerful factor - is the incompetence of politicians. Reflecting on the Chinook helicopter debacle Stephen Glover, in the Daily Mail, goes on to list example after example where this Government has failed to deliver on its promises. It's a long list but... Will the Conservatives be any better?, he asks...
"The Shadow Cabinet has its fair share of dullards and professional politicians with little experience of a wider life. Its two most outstanding members, David Cameron and Shadow Chancellor George Osborne, are members of the new political class, both being young and untried. Mr Osborne has never had a job outside politics; Mr Cameron made a foray into PR. We must hope their undoubted talent will make up for their limited experience."
Mr Glover doesn't offer solutions but here are a few to get this thread going:
> Follow Boris' example and make full use of talented people from outside politics. Since becoming Mayor Boris has brought high quality individuals into City Hall. Tried-and-tested business people like Tim Parker, Patience Wheatcroft and David Ross are helping to cut waste and oversee the Olympics. Successful social entrepreneurs like Ray Lewis are helping with the fight against crime. Given that Nick Boles of the Conservative Party's Implementation Office is running Boris' transition we can be confident that this approach will also be adopted by an incoming Cameron administration.
> A much greater focus on the voluntary sector and other local delivery models. Earlier this week Greg Clark MP and David Cameron launched an impressive range of ideas to boost the voluntary sector. Many of the ideas came from Iain Duncan Smith's social justice policy group. This voluntary sector agenda fits into the wider Conservative commitment to decentralise power - the agenda of the Direct Democracy group. Too many decisions are taken in Whitehall - away from the people most affected by those decisions - preventing a close relationship between service deliverers and service users. Localisation would facilitate more policy experimentation leading to a competition of approaches to solving problems and more immediate feedback when things go wrong.
> Focus on implementation, implementation, implementation. We've argued this before but it might be necessary for the next Conservative Government to insert a lot of outsiders into the Whitehall machine in order to ensure that our policy agenda isn't frustrated by civil servants who oppose or don't understand our objectives. These aren't so much political appointments - as the outsiders don't need to be Conservatives - but they need to be committed to the idea of the welfare, schooling, prison and other trademark Tory reforms. Francis Maude, head of the Conservative Party's preparations for government, understands the importance of implementation and is carefully researching public and private sector models of successful delivery. We'd like to suggest that we think in terms of Maude's Law to reinforce the importance of an implementation strategy. Maude's Law hasn't been written by Francis Maude but honours his belief in the importance of delivery mechanisms. It states that good policy is 10% brainwave, 10% idea development and 80% implementation. Most of our think tanks focus on policy development. Very little attention is given to policy implementation. The TaxPayers' Alliance is a notable exception to this.
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