Policy Hub
A summary of the principles
This page provides an introduction to the principles behind the ICPM toolkit. For a more detailed examination of particular international examples consult the Workbook. To learn more about the background to the principles consult the background document. Use the hyperlinks below to navigate to the sections on this page.
Introduction
How can I become more outward-looking in my approach
to policy work?
How can I find out more about what other administrators
are doing in my policy area?
Some helpful tips and hints
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Introduction
The use of international comparisons is an essential element of
modern, professional policy making. Looking abroad to see what other
governments have done can point us towards a new understanding of
shared problems; towards new solutions to those problems; or to
new mechanisms for implementing policy and improving the delivery
of public services.
International examples can provide invaluable evidence of what works in practice, and help us avoid either re-inventing the wheel or repeating others' mistakes. We can also learn from the way in which other governments undertake the process of policy making itself.
In searching for international comparisons we should not look solely at what national governments do. Administrations at sub-national, state, regional or local government level, and businesses and not for profit organisations working with governments, may be equally valuable sources of ideas and knowledge.
The principles summarised below are intended as general guidance, to help policy makers get the maximum benefit from the use of international comparisons.
How can I become more outward-looking
in my approach to policy work?
Answer: You should -
Anticipate. Expand your horizons - make yourself aware of current practice and relevant developments in other countries, so that you are in a position to incorporate comparative information into your analysis and advice as a matter of routine.
Communicate: Identify existing sources of information, expertise and institutional memory, including social science and operational researchers, economists, statisticians, scientists and librarians in your organisation. Talk to the people concerned. Cultivate your networks of contacts in other administrations and international organisations, and in the academic research community.
How can I find out more about what
other administrators are doing in my policy area. What must I do
Answer: You should -
Scan the horizon widely for interesting approaches and innovative developments. It is impossible to study everything in depth, so start with a general look at a range of countries, avoiding preconceptions about where useful ideas might be found. This will be easier if you have made keeping up to date a part of your normal work routine, and identified some sources of information to help you do so. The Directory of Information Sources lists some of the resources available.
Select one or more promising comparators for closer systematic examination. This takes time, effort and money to do properly, so be clear why you have chosen to expand your horizon in this direction. You might opt to look at the most similar system to our own that you can find; but remember that countries that appear very different may also offer valuable lessons. The places that provide the most fashionable comparisons may not always turn out to be the most useful.
Understand thoroughly whether, and if so how, your comparator works in practice. Any policy or programme can be reduced to a simple model of key elements linked by cause and effect. As well as this model, you need to understand the detailed context within which the policy functions. It may not be obvious to an outsider like you what factors in the social, economic, cultural and institutional environment are critical to its success - and the insiders who are your informants may simply take them for granted. The CMPS International Comparisons Workbook will provide practical help in carrying out this step in a systematic way
Assess the relevance of the comparator. Think objectively about the key elements of the model and its context, and about the comparable factors in your own policy environment - including the nature of the problem you are trying to solve. How great, if any, are the differences? What effect would they have on the policy or programme? Can they be offset? If not, be prepared to recommend that this example is not followed. The CMPS International Comparisons Workbook will provide practical help in carrying out this step in a systematic way.
Recommend what lessons should be learnt. The
question is not just 'would it work here?', but would
part of it work, or with modifications? If we modify it, are we
certain it will still work? Should we simply be inspired by this
example to devise something similar, but better suited to local
conditions? What can be learnt from what did not work, as well as
what did work, in the original setting?
Some helpful tips and hints