Engage Administration & Institutions

Description

The uptake and implementation of CCA recommendations by policy-makers is often challenging. Policy-makers especially at higher levels of government, such as the parliament, may question the legitimacy of citizens’ proposals or perceive them as insufficiently informed. They may also be afraid of losing decision-making authority by engaging with CCAs. Such concerns are often related to misconceptions about CCA processes and ambitions, exacerbated by a lack of direct experience of how CCAs function. Policy cultures that are reluctant to share power can reinforce resistance to deliberative approaches. Additionally, CCAs may produce outcomes that are formally different from what policy-makers and administrations are used to (e.g. stakeholder consultation), making it difficult to approach and integrate CCAs’ recommendations.

To realise the potential of CCAs, it is therefore important to engage with administrations and government institutions at different levels early on, in order to strengthen their understanding of CCA processes and outcomes, and of the value of participatory policy design, thus transforming institutional learning and administrative culture. Integrating CCAs into governance systems may require dedicated administrative support (e.g. permanent offices), and iterative feedback loops.

Create a stakeholder mapping and engagement plan, identifying what organisational/ governmental stakeholders (including those with reservations) specify engagement stages and clarify roles CLIMAS Checklist

Familiarise policy makers, and administration with the CCA approach early on via information sessions and evidence (e.g. data, case studies) , invite them to join selected CCA moments and integrate joint communication of the follow-up OECD Report

Maintain clear role separation: the administration provides knowledge, expertise, and logistical support without dominating discussions or decisions. At theCatalan CCA CCC France and the Irish CCA officials delivered (technical) briefings, served as witnesses or legal assessors without voting.

Embed deliberative processes across governance levels and by establishing dedicated secretariats or offices OECD Report (p.32-33)

Provide briefings, guidelines, and codes of conduct early on to clarify roles, anticipate “additional work” and build readiness. [Briefings for experts] to align expectations on deliberation by framing experts as neutral “witnesses” rather than moderators, [Guidelines & methodological training] to ensure balanced and effective input by preparing diverse perspectives and using concise formats (e.g. short inputs + Q&A) How do I set up a Citizen Assembly is proposing, Handbuch Buergerrat (DE)

How-To & Examples

The uptake and implementation of CCA recommendations by policy-makers is often challenging. Policy-makers especially at higher levels of government, such as the parliament, may question the legitimacy of citizens’ proposals or perceive them as insufficiently informed. They may also be afraid of losing decision-making authority by engaging with CCAs. Such concerns are often related to misconceptions about CCA processes and ambitions, exacerbated by a lack of direct experience of how CCAs function. Policy cultures that are reluctant to share power can reinforce resistance to deliberative approaches. Additionally, CCAs may produce outcomes that are formally different from what policy-makers and administrations are used to (e.g. stakeholder consultation), making it difficult to approach and integrate CCAs’ recommendations.

To realise the potential of CCAs, it is therefore important to engage with administrations and government institutions at different levels early on, in order to strengthen their understanding of CCA processes and outcomes, and of the value of participatory policy design, thus transforming institutional learning and administrative culture. Integrating CCAs into governance systems may require dedicated administrative support (e.g. permanent offices), and iterative feedback loops.

Create a stakeholder mapping and engagement plan, identifying what organisational/ governmental stakeholders (including those with reservations) specify engagement stages and clarify roles CLIMAS Checklist

Familiarise policy makers, and administration with the CCA approach early on via information sessions and evidence (e.g. data, case studies) , invite them to join selected CCA moments and integrate joint communication of the follow-up OECD Report

Maintain clear role separation: the administration provides knowledge, expertise, and logistical support without dominating discussions or decisions. At theCatalan CCA CCC France and the Irish CCA officials delivered (technical) briefings, served as witnesses or legal assessors without voting.

Embed deliberative processes across governance levels and by establishing dedicated secretariats or offices OECD Report (p.32-33)

Provide briefings, guidelines, and codes of conduct early on to clarify roles, anticipate “additional work” and build readiness. [Briefings for experts] to align expectations on deliberation by framing experts as neutral “witnesses” rather than moderators, [Guidelines & methodological training] to ensure balanced and effective input by preparing diverse perspectives and using concise formats (e.g. short inputs + Q&A) How do I set up a Citizen Assembly is proposing, Handbuch Buergerrat (DE)

Literature & Sources

Boswell, J., Dean, R., & Smith, G. (2022). Integrating citizen deliberation into climate governance: Lessons on robust design from six climate assemblies. Public Administration, 101(1), 182–200. https://doi.org/10.1111/padm.12883

Elstub, S., & Escobar, O. (Eds.). (2019). Handbook of democratic innovation and governance. Edward Elgar Publishing.

OECD (2021), “Eight ways to institutionalise deliberative democracy”, OECD Public Governance Policy Papers, No. 12, OECD Publishing, Paris, https://doi.org/10.1787/4fcf1da5-en.

https://www.youtube.com/watch?v=RvNIrUVAqnk