Building State Capacity: Addressing Challenges in Policy Implementation

Introduction

Back in 1952, five years before the Treaty of Rome and the founding of the European Economic Community, Jan Tinbergen, a Dutch Nobel Prize-winning economist, highlighted a fundamental rule for policymakers: the number of achievable policy goals must align with the number of policy instruments available. This principle emphasizes the importance of matching an organization’s capabilities with its objectives.

Current Challenges

Seventy years later, the institutions of the European Union face a significant mismatch between their ambitious aspirations and their operational capabilities. Despite an increase in the complexity and scope of portfolios, the European Commission has maintained a consistent staff size of around 32,000 employees since 2016. This discrepancy is evident across global civil services, where the impact of issues like climate change is not adequately addressed due to a lack of specialized training and resources.

Technology Policy Implementation

One area where the imbalance between policy goals and resources is particularly pronounced is in digital policy. While Brussels has introduced numerous regulations on data protection, online platforms, AI, and interoperability over the past decade, there has been a notable absence of specialized technologists within public service roles. The failure to recruit adequate technical talent poses challenges in effectively implementing and enforcing complex technology-related policies.

Building State Capacity

Addressing these challenges requires a strategic focus on building state capacity within institutions. This involves hiring the right talent for specialized roles, particularly in technology-related fields, and aligning institutional resources with policy objectives. By prioritizing the acquisition of new skills and incentivizing effective implementation, organizations can enhance their ability to enforce missions and drive impactful change.

Creating a Commissioner Role

To spearhead the transformation towards greater state capacity, the establishment of a Commissioner role dedicated to institutional capacity building is proposed. This high-level position would have the authority to drive digital transformation initiatives across government departments, enabling the recruitment of specialized talent and fostering a culture of innovation and efficiency.

Conclusion

Rationalizing public service is not merely about reducing administrative burdens but about ensuring that institutions have the necessary resources and expertise to fulfill their missions effectively. By investing in the right talent, adopting flexible hiring practices, and prioritizing the alignment of resources with strategic goals, organizations can enhance their competitiveness and drive meaningful change.