LEADERSHIP IN IMPACT ASSESSMENT AN INTERNATIONAL SYMPOSIUM FOTHERGILL

LEADERSHIP IN IMPACT ASSESSMENT – AN INTERNATIONAL SYMPOSIUM FOTHERGILL Training & Consulting The Higher Education Innovation Fund (HEIF)

WELCOME AND HOUSE-KEEPING Thomas Fischer Josh Fothergill 15 January 2019 Leadership in IA 2

OPENING THOUGHTS Umrah Mahadik 15 January 2019 Leadership in IA 3

OPENING THOUGHTS Topical – in a country in which leadership is more urgently needed now than probably over more than the last half century United Kingdom Over 450 people viewing the announcement to this event on my personal blog – by far the largest number of views I have received for an announcement like this on my blog… 15 January 2019 Leadership in IA 4

Original Idea • There is uncertainty with regards to the future of IA • IA is under pressure in the current post-factual era, where wishful thinking is frequently stronger than evidence and facts (1+1=3) 15 January 2019 Leadership in IA 5

Original Idea • ‘Leadership’ is of crucial importance for an instrument that aims at transparency and balance • Internationally, leadership is provided through different means and bodies – a few of those representing them are here today. . . • In the UK, leadership has been provided in different ways: – EU, UK and governments of devolved administrations (e. g. SEA in Scotland, HIA in Wales, England NI? ) – Professional bodies; IEMA (formerly IEA) – Consultancies and universities – IAIA Ireland-UK branch? 15 January 2019 Leadership in IA 6

Original Idea • Whilst over 50 HE institutions in the UK offer e. g. EA related degree programmes, less than a handful are active in associated research and outreach, including e. g. organising events like this – Recent Liverpool EAM Research Centre events • • • 15 January 2019 Leadership in IA Implications of Brexit for environmental assessment in the UK Reuniting planning and health – the role of impact assessment Guidance for more effective SEA 25 years of the EIA Directive Leadership in IA 7

Objectives • To look at and understand different ways to providing IA (and instrument under threat) leadership internationally • To discuss whether we currently have sufficient and / or the right type of leadership and what type of leadership may be needed in particular 15 January 2019 Leadership in IA 8

Participants… • • Private sector / consultancies Public sector / authorities Universities Others 15 January 2019 Leadership in IA 9

Participants… • UK • Other European • Non-European 15 January 2019 Leadership in IA 10

Participants… • • • HIA SEA, SA and EIA SIA TIA Other 15 January 2019 Leadership in IA 11

Acknowledgements Industrial Strategy Higher Education Innovation Fund • • Raymond Hung Shiu Fung Speakers Colleagues from the EAMRC You… 15 January 2019 Leadership in IA 12

Questionnaire 1 ‘Autocratic’ leadership: resulting in detailed instructions on what to do and how to do it (e. g. through detailed legislation and guidance) with little space provided to go above set requirements 2 ‘Transformational’ leadership: continuously pushing thinking and practice outside the comfort zone in order to go beyond established (through e. g. guidelines) practices 3 ‘Democratic’ leadership: considering opinions of different experts / leaders in their fields and on that basis to continuously developing IA further to achieve best practice 4 ‘Laissez faire’ leadership: leaving the decisions on ‘how to do it’ to the ‘community’ and providing minimum guidance; the focus may be on e. g. providing a platform for the community to discuss relevant issues) 5 ‘Transactional’ leadership: setting clear roles and tasks and rewards those that fulfill them best; e. g. through accreditation 6 ‘Bureaucratic’ leadership, going by ‘the books’; listening and considering the input of experts; but rejecting an input if it conflicts with policy or past practices. 15 January 2019 Leadership in IA 13

Questionnaire 54 respondents (16 from UK) Position Profession 3% 10% Private Sector 40% 36% 10% Public Sector Academic Sector 14% 4% Other 58% 24% Student Graduate Junior professional Mid Career Professional Senior Professional 15 January 2019 Leadership in IA 14

Questionnaire 54 respondents (16 from UK) Focus 4% 10% 24% Number of IAs involved in EIA 5% 5% SEA/SA 57% 22% 47% HIA None up to 10 11 to 20 SIA 20% Other type of IA 21 to 30 Over 30 5% 15 January 2019 Leadership in IA 15

Questionnaire 54 respondents (16 from UK) Autocratic Leadership Provided Transformational Leadership Provided Strongly agree or agree 39% 49% 51% 61% Laissez Faire Leadership Provided Democratic Leadership Provided Strongly agree or agree 51% 36% 49% 64% Transactional Leadership Provided 14% Bureaucratic Leadership Provided Strongly agree or agree 38% 62% 86% 15 January 2019 Leadership in IA 16

54 respondents Questionnaire Overall, the leadership provided is: Main focus of leadership Procedural compliance Very strong or strong Substantive impact 7% 30% Other 30% 63% 70% 15 January 2019 Leadership in IA 17

56 respondents Questionnaire What type of leadership is required / needed? Other Bureaucratic Transactional Laissez Faire UK Democtratic Transformational Elsewhere Autocratic 0 15 January 2019 10 20 30 40 50 Leadership in IA 60 70 80 18

Questionnaire Do you think IA needs to change? 10% Yes No 90% 15 January 2019 Leadership in IA 19

Questionnaire What should that change focus on? 23% 38% changes within existing IA setup changes to the IA system overal other 39% 15 January 2019 Leadership in IA 20

15 January 2019 Leadership in IA 21

The day 10: 30 REGISTRATION, TEA AND COFFEE 11: 00 Welcome, introduction to the day and aims of the symposium; presentation of results of ‘leadership in IA’ survey; Thomas Fischer and Josh Fothergill 11: 25 Rob Verheem: EA Leadership provided by the Netherlands’ EA Commission; Q&A 11: 45 Liz Green: HIA Leadership provided by Public Health Wales; Q&A 12: 05 Charlotta Faith-Ell: IA Leadership provided by a consultancy – the case of Sweden; Q&A 12: 25 Francois Retief: IA Leadership provided by an affiliate of an international association – the case of IAIA South Africa; Q&A 12: 45 Ellen Schwaller: The Society of Practitioners of HIA – a brief introduction 12: 50 comments from the audience 13: 00 LUNCH 14: 00 Joachim Hartlik: EA Leadership provided by a membership-based organization – the case of Germany; Q&A 14: 20 Elaine Mc. Call: EA Leadership by a devolved government – the case of Scotland; Q&A 14: 40 Julia Nowacki: IA leadership by a UN organisation – the case of the WHO European region; Q&A 15: 00 Mark King: IA leadership by development banks – reflecting on experiences with the World Bank and the EBRD, Q&A 15: 20 comments from the audience 15: 40 TEA/COFFEE and Group work: what leadership do we have and what is currently missing (UK and different IA instruments or sectors overall) 16: 50 Groups feeding back on main points 17: 20 Conclusions of the day (Josh Fothergill and Thomas Fischer) 17: 30 CLOSE 15 January 2019 Leadership in IA 22