Marvin Rees: Leading a city in turbulent times

Marvin Rees, the Mayor of Bristol, was recently invited to speak to our current MSc Public Policy students on the theme of ‘Leading a City in Turbulent Times’. In this blog, student Isabella Bennett summarises the key points from the lecture.

As the COVID-19 pandemic continues to tear through the globe, the mainstream media focuses on what international leaders are doing. It is very rare that city governance level is analysed in response to various crises thrown up. From this backdrop, Rees suggests that leading a city in turbulent times is just as important as centralised governance.

Turbulence

Rees highlighted that when we define turbulence, it is when it affects wealthy people. Certainly, issues that throw lives into turmoil are continuing to be swept under the rug, until the white, straight, middle-to-higher class man is impacted. For example, the COVID-19 pandemic heavily impacted trade and finance; thus, the news cycle was dominated with stories about the turmoil caused by COVID-19 on trade. In comparison, long term themes of racism, homelessness and domestic violence (key issues spanning generations) are not considered as key points of turbulence until direct attention is paid to them. However, the effects of these issues are felt across large sways of the public.

It is from this that city governance can aid individuals in overcoming turbulence in their lives. Centralised government is increasingly not equipped to deal with these challenges, as the policy cycle is constantly moving. Rees also draws on how an institution can look strong, and resistant to tension, but will crumble when turbulence is introduced. This was the case in the 2008 financial crash, as the previously strong financial market crumbled. Certainly, disinvestment in a service increases its fragility. Indeed, we all have seen that COVID has led to instability in the NHS, as we continue to stay home; and this is felt no stronger than at the local level.

Leadership

It is from these points of turbulence, that we look at city-level leadership. Leadership, Rees commented, takes two forms: short term — responding to immediate crisis, and long-term — building a city that is resilient to future shocks. Certainly, we have seen that the world has become increasingly globalised. Goods, services, ideas and workforces are able to move across the globe at a greater speed than ever before. It is because of this that city leadership is important both nationally, but also internationally. Too often, cities are discussed, but not given an equal footing in policy discussions, yet the policy impacts how the city functions and the lived experiences of its citizens. This was certainly the case during the pandemic, as sovereignty was seated in Westminster to make decisions on lockdown restrictions and tiers.  Rees states that leadership needs to go beyond boundaries as the nature of policymaking changes.

Future planning

In times of turbulence, it is understandable that trust is diminished. Thus, Rees made a point that being clear on values brings trust, and this trust becomes an important commodity when making plans. Certainly, a loss of trust comes from politics impacting how the people respond to systems. Rees directly mentions the impact the media has on this trust, as many people’s interaction with politics is through journalistic interpretation. Thus, a key aspect of planning comes from restoring trust from the public, through the media. Future plans, when leading a city do not have to be concrete, but it is important to be adaptable to changing contexts and respond to how this may change ideas for the future. Rees draws on the One City Plan for 2050, and how this has been changed due to the COVID-19 pandemic, and the stalls on industry due to lockdowns.

What can be taken from this?

From Rees’ points above, we can see that city leadership takes a back seat in the discussions on key points of turbulence in our lives. This is despite the citizens living in the city, and their lives being thrown into difficulty. As a result, city leadership must focus on supplying a clear message for the citizens, to instil trust for the future. Moreover, Rees calls for city leadership to play an increased role on the international stage, citing the examples of New York’s mental health policy and Helsinki’s functional city policy on how we can learn from city governance to deal with the long-term issues facing citizens. This is coupled with a lack of trust in centralised government over their handling of the COVID-19 pandemic.

Find out more about MSc Public Policy and BSc International Social and Public Policy at the University of Bristol.

The Social Disinvestment State Unleashed

Dr Noemi Lendvai-Bainton, Senior Lecturer in Comparative Urban and Public Policy at the School for Policy Studies, discusses the recent Hungarian election and how it reflects the trend towards political populism & the rise of illiberal democracies.

After a very long and rather Kafkaesque election night in Hungary, FIDESZ secured a victory for a third term of governing with a two-thirds majority. After eight years in government, the vote for the radical right in fact increased, with both Fidesz (49% of votes) and Jobbik (a far–right party with 19% of the votes) gaining more votes than four years ago. Tellingly, Orban in his victory speech thanked ethnic Hungarians living abroad (largely dual citizens of Romania, Ukraine and Serbia with voting rights) who ‘defended Hungary’, he thanked his Polish friends and Kaczyński, and he gave thanks for all the prayers (with no end to religious references).

The campaign was a single-issue, emotively hostile and negative campaign, focusing on the migration issue and financier/philanthropist George Soros, that erased public policy as a matter for debate all together – the end of an era when negative campaigns can’t be electorally successful, it seems. A déjà vu of the Brexit campaign in which the migration issue captured the public discourse.

This Hungarian result talks to a lot of different issues. It reflects a deep division between the capital Budapest, where the opposition won by a two-thirds majority, and the ‘country’ (countryside) where Fidesz won almost outright. It reflects on the widespread and significant institutional ‘reforms’ in the country which confidently delivered votes in small towns and in villages through channels of appointed officials, public finances, and EU funds (no need for subtle pressures here – civil servants were asked to take a photo of their ballot papers and email it to a central account; Kindergarten teachers were told to hand out Easter chocolate to parents as a ‘gift’ from Fidesz). The election result also points to the fact that corruption has become normalized – despite unprecedented levels of corruption concerning both EU funds as well as public funds, the government secured its third term.

No longer can one think that populism is a short-term political project. Orban can now thrive on the basis that his legitimacy with a high turn-out (70%) at the election makes him a stronger leader than many of his counterparts in (Western) Europe. His anti-EU rhetoric is expected to intensify in the coming months and years and he is already working hard on building a new transnational coalition against ‘liberal’ Western Europe and to evict all NGOs from the country that have political missions.

Read more…

This article was first published in Social Europe on 19 April 2018.

Nudge and the state

alexmarsh

Professor Alex Marsh, Head of the School for Policy Studies

Last week I took part in an enjoyable discussion on nudge policy as part of Thinking Futures, the annual festival of social sciences. Through a slightly mysterious process I ended up speaking in favour of nudge-type policies, while Fiona Spotswood from UWE made the case against relying on behaviour change initiatives. Fiona made a robust case. I have to say mine was a little less than compelling, in part because in reality I have quite a lot of sympathy with the critics. I find debating from a position you don’t entirely agree with more successful on some days and some topics than on others. This was not one of the better days.

Nonetheless, I find the topic of nudge, and behaviour change policy more broadly, fascinating because it raises so many issues.

Thaler and Sunstein’s Nudge was published in 2008 and has subsequently generated a vast critical response. Such a response is not uncommon. But what is rarer is that it has got everyone worked up. There is barely a discipline across the social sciences and humanities that hasn’t had something to say on the matter. Thaler is an economist and Sunstein a lawyer, but the critical response has gone beyond those fields to include philosophers, sociologists, political scientists, geographers, management, marketing, public health and public policy scholars. We have also seen cognitive and behavioural scientists offering views on the issue.

The critical response has addressed nudge from a wide variety of angles. Much of literature addresses the ethics of nudge. Is it ethical for governments to seek to exploit known systematic biases in human cognition in order to assist individuals in meeting ends they would desire, if they had stopped to think about it? A whole host of questions follow: how are those ends identified and by whom? Does this constitute manipulation? Is it acceptable or unacceptable for governments to manipulate in the ‘public interest’? Is it coercion? Is this the thin end of a wedge that leads to authoritarianism or even fascism (which is part of the critical response primarily among more libertarian-inclined lawyers/economists in the US)?

Is a failure on the part of government to nudge simply allowing other (private sector) economic actors a free hand to nudge individuals in all directions, without any countervailing action to mitigate the worst effects of private nudges? Perhaps the simplest way to make that point is to consider the nudge argument that if you place healthy food more prominently near the checkout in a cafeteria, rather than the confectionary that is usually there, then it increases the likelihood that people will eat healthily. Critics object to government manipulating choices in this way. But the prior question is why is the confectionary there in the first place? It is, of course, because the manufacturers of sweets know that we are prone to temptation and impulse purchases while standing in line. They are manipulating a systematic bias in our decision-making.

Of course, the alternative response to this problem is to seek to do something about the way private actors manipulate choice in the first place, rather than surreptitiously nudging in the opposite direction. But that would require a braver government than any we have seen in recent years.

A second strand of the argument focuses on the evidence base underpinning policy proposals. How well attested are these behavioural effects? One simple criticism of the literature is that much of the original experimental data comes from studies of the decision making practices of US undergraduates. To what extent do these conclusions generalise? Behavioural economics tends to assume that generalisation is unproblematic, but that is hardly a sound starting point for policy. Under the UK Coalition government the policy debate about behaviour change has been one area where considerable prominence has been placed on the role of evidence and on policy pilots. But it is an area in which one type of evidence – that drawn from randomised controlled trials – is seen as pretty much the start and finish of the conversation.

A third strand of argument is about the efficacy of nudge. Even if we accept that there is robust evidence of systematic biases in cognition (such as the tendency to weight current consumption more heavily than future costs when making decisions) what can be done with this information? Most importantly, is it a substitute or complement to other forms of government action? Can nudge be used instead of more paternalistic regulation, for example? This is a point that governments have been rather vague on. Nudge, when it arrived on the scene, was viewed as being able to stand in for more interventionist approaches. But this position has subsequently been modified in the face of criticism. It may be possible to improve social outcomes in modest ways using nudge techniques, but it is hopelessly underpowered for addressing some of the major challenges facing society.

Finally, there is the fact that “nudge” is rather elusive. By that I mean that it doesn’t refer to a very clearly defined set of actions. Or rather it has been applied to a wide range of actions and interventions that don’t really accord very well with the original definition of a nudge offered by Thaler and Sunstein – a definition which has, itself, been heavily criticised. The Government’s Behavioural Insights Team was colloquially referred to as the “nudge unit” but it drew much more broadly on insights from social psychology and behavioural science than simply focusing on nudges of the Thaler and Sunstein variety. There are now quite a number of other approaches to behaviour change circulating. Some of them have similarly catchy labels (think, steer, budge, shove). Some of them start from very different premises to nudge itself. Some have had an impact on policy in particular fields – with much of the running being made by the debate in public health. Some of them have yet to make much of an impact on policymaking in practice. The academic discussion is a riot of theoretical innovation, with various frameworks and heuristics being proposed. Some are engaged in the hard graft of evaluation and synthesis, with the aim of being clearer regarding what works, when and how.

An outstanding question is whether as the accounts of behaviour change become more complex and nuanced they start to lose their purchase on policy – which typically wants simple messages leading to clear prescriptions. But that is simply another case of the perennial tension between research and policy.

This post was originally published on Alex’s Archives.