BLOSSOM Switzerland case study Owen White, Collingwood Environmental Planning Ltd.

1. BLOSSOM Switzerland case studyOwen White, Collingwood Environmental Planning Ltd. Bern-Ittigen 9. September 2013 Abteilung Ökonomie und Umweltbeobachtung

2. BLOSSOM – what is it? Research based analysis of the success factors andbarriers to a long-term perspective in public policymaking [with particular reference to environmental planning] BLOSSOM is the first systematic comparison at the European level of how futures studies are used to inform environmental policymaking

3. Project: Execution of a BLOSSOM case-study for Switzerland • The objective of this project is for CEP to complete a BLOSSOM case study for Switzerland in accordance with the requirements and templates of the EEA • The case study is intended to help strengthen the institutionalisation of long-term thinking in environmental planning in Switzerland → The project is being completed by external consultants to help ensure an independent view and recommendations

4. A BLOSSOM case-study for Switzerland

5. PART I: OVERVIEW OF FINDINGS

6. Responsibilities – legal and political mandate • No specific formal or legal requirement for long-term analysis / foresight • However clear political mandate in relation to: • Sustainable Development Strategy : Federal Resolution, 2008 • Outlook 2025 : Parliament Act (SR 171.10 Art 146) • DETEC strategy : sets frame for it’s Federal Offices • Legal obligation in some areas e.g. climate change, Basic Supplies Unit (FONES)

7. Responsibilities – main actors and studies Sustainable Development Strategy Federal Council DETEC / UVEK ARE Coordinate Manage Link : Outlook 2025 ISDC SDS Leadership body Federal Cantons Cities ~30 federal agencies

8. Responsibilities – main actors and studies Outlook 2025 Federal Council Representatives of 7 Federal Departments Federal Chancellery Hosted by Strategic Planning Unit Forward Planning Staff Link : SDS Outlook 2025 Legislature planning

9. Responsibilities – main actors and studies • DETEC departmental strategy • Vision to 2030 / frame for its’ Federal Offices • FDF – perspectives in public finance • Federal Chancellery / BFS – scenarios for industrial sectors • BFS – population and demographics • FOAG – agriculture and food industry • FOEN – various environmental outlooks • SFOE – energy perspective 2035 and energy strategy 2050 • FONES – security of supply • See Table 1 in report for list identified in study

10. Relationships – between departments / offices • Generally: • Ad-hoc, voluntary, informal – quite common but in context of specific studies or initiatives • No formalised, statutory internal advisory councils / bodies… • Apart from: • The ISDC brings ~30 agencies together • ISDC leadership body includes: ARE, FOPH, FOAG, FOEN, SDC • And: • Outlook 2025 the Forward Planning Staff made up of representatives of all 7 Federal Departments

11. Relationships – external SDS 2012 - 2015 • Development: • Interviews as part of evaluation of previous SDS • Implementation: • Communication activities • Sustainable Development Forum (cantons and cities) – 2 plenary / year • Sustainable Development Dialogue (civil society and private sector) – 1 plenary / year

12. Relationships – external Outlook 2025 • Participative methodology: • 5 phases, of which external experts and wider stakeholder included in 3 (validation of trends, scenario development, challenges and scope for action) • Method proposed likely to change in next Outlook study, with external stakeholders involved more in first phase: preparing the groundwork

13. Relationships – external Other examples • External steering groups (Begleitgruppen) with representatives from civil society and others (energy perspectives) • Use of external experts – as consultants – although this is not really ‘consultation’ / participation • Overall: • No dedicated programme or office/s for external-looking stakeholder deliberation • Lack of formalisation or regular pattern of involvement

14. Relationships - other findings and reflections • Subsidiarity as a tendency – departments and offices consider issues in their own context • Stronger coordination of the SDS and legislature planning process (Federal Council Resolution 2009) – possible frame for more coordinated activities • Interviewees felt there are a number of challenges: • Multiplicity • Different and inconsistent time-horizons

15. Impact on policy making • Foresight and outlook projects and studies generally: • Strategic in nature • Intended to inform debate on options • Federal studies can have a ‘legitimising’ effect • Most are ‘exploratory’ rather than ‘normative’ • Sector specific studies can be more normative: • E.g. energy studies following Fukushima

16. Discussion points... • Do you agree with the findings? • Are there any strong misinterpretations? • Any major gaps? • Any other comments or observations?

17. PART II: REFLECTIONS AND NEXT STEPS

18. Success factors and barriers

19. Possible future options and next steps • Catalogue and formally document all future studies • Develop (and maintain) accessible database of studies • Establish a formal inter-departmental committee for the presentation and exchange of information • Formal, legal mandate for one government office to act as coordinator for futures activity • Build knowledge / capacity of bureaucrats / politicians • Stronger links between Federal Administration and Swiss academic institutions • Collaboration between FOEN and Federal Chancellery in context of environmental outlooks

20. Discussion points... • Is change needed? • Reflections on the possible options • Are these realistic? • Are there other options to consider? • What are the practical next steps?