deta research forum 20 june 2008 evidence based policy: the challenges, hopes and possibilities
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DETA Research Forum 20 June 2008 Evidence Based Policy: the challenges, hopes and possibilities. Peter Crossman Government Statistician Queensland Treasury. Framework. Advance the evidence base Policy generative research Economic, social and population modelling - PowerPoint PPT PresentationTRANSCRIPT
DETA Research Forum20 June 2008
Evidence Based Policy: the challenges, hopes and
possibilities
Peter Crossman
Government Statistician
Queensland Treasury
Framework
• Advance the evidence base
Policy generative researchEconomic, social and population
modellingResearch and policy capacity building Information dissemination
Economic growth• Critical for economic and social progress and
security• Drivers of growth in per capita state income are:
Labour productivity Labour utilisation, including
Employment, less unemploymentParticipation, more activity Intensity, work longer
Terms of trade
• Economic growth accounting decomposition
Chart 1.2 Decomposition of growth in GSI per head, 1993-94 to 2005-06
3.1
0.5
2.7
2.0
0.60.5 0.4
-0.3
-1.0
0.0
1.0
2.0
3.0
4.0
Real GSI perhead
Terms of trade Real GDP perhead
LabourProductivity
LabourUtilisation
Employment Participation Intensity
Labour UtilisationGSP per headGSI per head
Source: ABS (Australian State and National Accounts and Labour Force), and OESR estimates
What is productivity?• Labour productivity is output per unit of
labour input• Growth in labour productivity has two
sources: Multifactor productivity (MFP) i.e. working
smarter, more innovatively, doing things differently and better; and
Capital deepening i.e. improving the use of capital by workers e.g. using new machines, or using machines better.
• Problem is – productivity is a treadmill
Innovation• A process of continuous change• Innovation is the essence of productivity – in
a sense, it is the same thing• An essential pre-condition to “good” change
is information• Evidence based policy and decision making
– in government, households and business• Keynes “ When I get new information, I
change my mind. What do you do?”
Statistics• An important “type” of information• The “market’ for statistics – supply and
demand• Gaps – how would one know?• Priorities – wants, aka demand.• But what about supply? Issues include:
Collection costs – direct and indirect By-products – administrative, ICT systems Inertia and lags in recognition, reaction Confusion and lack of “connection”
Administrative statistics• This is what we already have, and it is
growing: Imperfect understanding of what there is
out thereCustodians know, sometimes in isolationMany potential users do not know and
cannot know Imperfect incentives to inform and
changeMany restrictions – some genuine, others
unnecessary
More on administrative statistics• There can be no innovation when
there are no incentives to change and too many rigidities binding change
• Solution?• Provide:
incentives
• Remove: restrictions
More on administrative statistics• Provide incentives?
Use and value of data is the primary incentive
Recognition of this is rapidly increasingPerformance measurement – both
strategic and tactical Indigenous reform – information critical to
successCOAG – new SPP arrangements depend
on performance measures against targets
More on administrative statistics• Remove restrictions?
Provide legal protection (see licensing below)
Clarify ownership, and roles and responsibilities (the Crown owns it all – agencies are custodial, accountable and statutory officers are ultimately responsible, and professional officers are data custodians, who administer and mange the data for the accountable and statutory officers)
Add transparency (see below)
A note on restrictions• Some restrictions are valid – these
should obviously not be over-turned• This includes privacy protection.
People and businesses are entitled to privacy, and there are good societal reasons for enforcing privacy protection.
• There are some other good reasons for restricting data access, but not many.
More on administrative statistics• We should make information about
administrative datasets clear to all potential users
• Custodians cannot know of potential uses by users – let the users know that administrative data exist, what its quality is like, and what the access arrangements are
• Before we collect statistics directly, we should see what is already collected, what is already there
Transparency• Seeing what is there is the concept of
transparencyMinimises costs e.g. searchCreates pressure for improvements in
quality and quantity (“if we added an identifier for Indigenous status, this would enable population data to be used for… and would prevent the need for, say, another costly, difficult and intrusive survey…”)
Maximises potential use from innovation
In practice, what can be done?• Need practical actions• Simple, cheap, good returns, early
runs on the board, low hanging fruit, take the points
• Three practical things to do:Metadata registries;Licensing; andDo not do daft things e.g. lock up all data,
commoditise all data, or centralise data.
Metadata registries• Example is the Register of Strategic Information in
OESR: has small proportion of population centralised not a good example of what needs to happen
• What needs to happen? All data need to be managed with metadata by
data custodians The metadata should be registered in only one
place viz the agency registry Agency registries must be searchable by the
world (remember, metadata ≠ data) All metadata must be transparent
More on metadata registries• Best generic example• Library catalogues – where there
are lots of libraries, in different physical and logical locations, of various types of content, each with a searchable comprehensive catalogue, maintained using professional standards, with the books behind the doors in the stacks.
More on metadata registries• Keep it simple, especially in technology, let statistical
professionals (the data custodians) organise it• Do NOT centralise metadata (like RoSI) or data (this
is risky, costly and unnecessary)• Make it a core responsibility of custodians and
accountable officers• Stick metadata on the agency website (WCMS) and
make it searchable by a web search engine (e.g. Google Statistics)
• Keeps risks allocated properly, costs down, and minimises errors (e.g. the dangerous practice of there being multiple (sometimes illegal, often out-of-date) copies of some strategic datasets – we need a single clear point of truth)
Licensing• Metadata registries must contain metadata,
but not necessarily data• Metadata should clarify access conditions• Data are often currently restricted because
many custodians do not have simple, legally valid access to licensing advice or means
• Creative commons helps in the great majority of cases – solves this problem
• Some data will require more detailed licensing
More on licensing• Queensland approach includes GILF
(Government Information Licensing Framework)
• Went to Cabinet as an information paper this year
• Information on GILF on OESR and QSIC websites
• Attracting significant interest in other jurisdictions
• Based on creative commons – about 85 per cent of government information can use basic CC licenses
• Provides legal certainty
Back to productivity• Clearing the public sector’s information
“market” will help MFP, through better information allowing smarter decisions and policy
• What about capital deepening? This is important too Workers need more and better capital They need skilling to operate this capital as well
as access to it Information is capital
Information is capital• We readily understand physical capital
– roads, buildings, computers, staplers• We pay a lot of lip service to intangible
capital• This includes information or, in my
world, statistics• Need to go beyond glib phrases and
make it happen i.e. properly value information content, and manage it like an asset
But it is not ICT• ICT hardware is commonly
understood to be capital – as a “machine” it is understood to add value to a worker
• Even software is getting there• But information content is still largely
forgotten in the stock of assets• Proof? We are here today discussing
what needs to be done
Help the workers• Give the workers – researchers, policy
analysts and makers, decision makers – the tools for the job
• This includes the actual information content they require for business decisions and for evidence based policy – this includes information which is already held by the public sector
• Innovative (but secure) data matching and integration will be enabled and will deliver even more capital
• Note that workers in their role as consumers also could use this information
What can we do?• Reduce search costs• Increase volumes – the range of
possible uses is unpredictable as it is in the hands of innovators (and we do expect innovation) so expose all metadata
• Reduce risks for respondents, users, custodians and accountable officers
• Add to our stock of statistical (and other information) capital and improve quality
Productivity and innovation• You cannot command it• You can set conditions for it to
happen• The two main “framework conditions”
from economic policy principles: Improve flexibility e.g. remove all
unnecessary restrictions – enable changeProvide appropriate incentives e.g.
encourage or provide reasons for change
The result• Real improvements in our evidence based
capability for policy and decision making is needed: Real challenges in the economy – ageing,
climate, energy, skills Economic growth comes from productivity Also societal improvement, with better outcomes
• Nothing can be guaranteed, but if we can do this, it would certainly seem to improve, statistically speaking, the likelihood of success!