Canadian Government Executive - Volume 23 - Issue 1

January 2017 // Canadian Government Executive / 11 Policy plex systems embedded within complex systems requires a fundamentally differ- ent approach: the one in which integration takes place across all policies, strategies, policy instruments, programs and invest- ments - while involving all stakeholders in creating a fundamentally different, shared future. Integrated policy for coherent sustain- able development cannot be provided for by fragmented governance divided into conventional sectors and industries, and split between international and national policy domains. In this context, the current model of gov- ernance is becoming even more evidently inadequate. Horizontal policy integration that refers to traditional sectoral pyra- mids in governments and public sectors calls for new coordination and collabora- tion mechanisms. Nevertheless, vertical policy integration (intra-sectoral) seems to be even more important because it aligns policy with strategy with implementation across levels of government in federal set- tings. As the work on the SDGs domesti- cally cannot be limited to isolated minis- terial departments, the work on the SDGs internationally is not the domain of only ministries of foreign affairs. Simply put, there is also a need to integrate interna- tional and domestic policies because there are no political and administrative borders for the SDGs. These challenges will not be addressed by introducing yet another layer of inter- ministerial committees and councils and by relying on conventional public “con- sultations.” There is a need to work on upstream policy design and introduce ele- ments of “interactive governance” (such as collaborative platforms). We should not (and probably cannot) “break” the silos, but we ought to have them interact and communicate better, and to bring together stakeholders in normative, forward-look- ing policy dialogues. The opportunity for strategic reorganization and reorientation The level of ambition of the SDGs is so high that it is not expected that even coun- tries such as Norway will be able to meet all Targets fully by 2030. However, the as- pirational nature of the SDGs is already producing effects in countries that realize the transformative opportunities of the SDGs. For instance, the German Council for Sustainable Development published an analysis on “Germany’s sustainabil- ity Architecture and the SDGs” in 2015. It was a systemic policy and institutional review that covered the whole federal government with regard to the alignment between the SDGs and existing policies, functions, programs and services. At least 40 countries will have undergone the Rap- id Integrated Policy Assessments by the end of 2017 – the methodology that helps incorporate global SDGs into national policies and strategic objectives. The UK’s SDG Scorecard focuses on the relative ap- plicability of different Goals and Targets at national and local levels emphasizing the need for policies to become more am- bitious than mere continuation of current trends and efforts. Why are the SDGs important for Cana- da? First, the federal government is com- mitted to a more prominent international role, which will not be possible without a genuine leadership on the SDGs. Secondly, and more importantly, SDGs could provide a new strategic framework at federal and provincial levels. These two goes hand in hand: without genuinely delivering on the SDGs domestically Canada might not have the credibility to lead internationally on sustainable development, and vice versa. The strategic direction of the SDGs – and the model for the 21st century they represent – is already aligned with cur- rent Canadian aspirations and policy in- tentions. In a way, the global SDGs are manifestations of what Canada seems to project at home and into the world. What is now needed is concrete policy action accompanied by new partnerships and innovative governance systems. The ses- quicentennial might be just the opportu- nity for Canada to mainstream the SDGs and start showcasing its own model of integrated domestic and international de- velopment. D r N enad R ava is a Toronto-based poli- cy consultant. He is currently focusing on Integrated Policy Design, Strategic Foresight, and Impact Investment for the Sustainable Development Goals. These challenges will not be addressed by introducing yet another layer of interministerial committees and councils and by relying on conventional public “consultations.” There is a need to work on upstream policy design and introduce elements of “interactive gover- nance” (such as collaborative platforms).