Estratègies per al desenvolupament sostenible - Generalitat de ...

new policies, policy changes and links for improved coherence;new and changed legislative, economic or other instruments which assistimplementation of policies or build capacities;major programmes and pilot projects for sustainable development and changemanagement;sustainability guidelines and standards for sector activities and institutional roles.The strategy action plan/framework would, therefore, comprise existing activities aswell as specifying new ones. It would note where existing resources are adequatefor implementation, and where extra (outside) investment is needed. However, itwould not offer a step-by-step blueprint for each action.Institutional planAn institutional plan covers the roles, partnerships and systems required to implementthe strategy. This may include linkage between the NSSD and other strategic plansand between plans at different spatial levels: national, sub-national, local, or fordifferent sectors or geographical regions. It would identify which institutions areresponsible for which parts of the strategy action plan, their degrees of freedom andwhere they have an obligation to defer to other stakeholders or strategy coordinators.It might also signal a rationale for streamlining institutions (especially where responsibilitiesoverlap or conflict) or even propose the establishment of new institutions as necessary.NSSD processes have tended to use decision-making processes that are tootechnocratic, and often politically naive. In most, if not all, countries, many of the‘real’ decisions that profoundly affect society and steer the direction of developmentare essentially and fundamentally political, not technical, decisions. They reflect overtlyor implicitly some value sets over others, and they involve many obvious or subtlemechanisms to make the voices of some stakeholders count for much more thanothers. They may involve “behind the scenes” negotiations, and may use consensusbuildingprocesses to particular ends (eg. trades union negotiations and makingdeals with business in privatizing public functions).This implies the need for changes in patterns of governance through the continuedexercise of strategy decision-making, rather than decision-making perceived simply165