Estratègies per al desenvolupament sostenible - Generalitat de ...

as efficient multi-factorial “project design”. The strategy process may typically startoff by being hampered by inadequate decision-making structures and value systemsand by the exclusion of marginalized groups from decision-making. But the strategyitself should be seen as a principal means to develop governance processes thatbring sustainability and relevant social groups into the mainstream of decision-making.At the national level, this implies recognition that the strategy will experiment withnew approaches to decision-making.Values invariably condition strategy decisions, whether expressed overtly (eg inconstitutional rights, principles or codes of practice) or implicitly in the decision.Those values that predominate not only determine the outcome of decision processes,but also the acceptability of the decisions to various stakeholders, and thus thelikelihood of their implementation. Arriving at a workable consensus on a value systemto underpin sustainable development is one of the most challenging areas of NSDSsand one where considerable further attention is required. Consequently, a strategyprocess needs to identify and articulate, where necessary, the normative frameworkfor decision-making.It should begin with the existing national/local value basis on which decisions maybe made. This will include formal and informal values expressed through, for example:constitutional guarantees;property rights;democratic rights;major provisions of economic, environmental and social legislation;existing sustainable development programmes (if actually implemented);related political values, especially those held in common by major parties;local knowledge frameworks embodying uncertainty, experience and values;traditional cultural systems;religious beliefs.166