
Nov/Dec 2016 4 3
“I
N THE USA the word ‘planning’ is still seen as
unpatriotic”. This was the pre-Trump-election
closing gambit of Columbia Professor and eco-
nomic advisor to Bernie Sanders, Jeffery D Sachs. He was
in Dublin on a whistlestop tour to talk about the UN Sus-
tainable Development Goals (SDGs). His closing remark
nailed the deep-rooted problem underpinning our sus
-
tainability crisis.
During his address to business leaders gathered at an
event organised by Business in the Community in late
October, Sachs spoke of what could be seen as the
essential contradiction we continue to face globally. It is
a paradox of governance. Together, the international
community has set out these 17 global sustainable
development goals. Yet we have no plan to deliver them.
We think the ‘market’ will do it for us.
Despite compelling science, and the 24 years of lost
opportunities since the Earth Summit in Rio de Janeiro,
we are becoming trapped in a circular logic that has
embedded this “market” into the entirety of our eco
-
nomic and social structures. According to Sachs, this
has generated a dangerous blind spot, a
kind of collective madness, where we
become “indifferent to our fate”, and
that of our species, so long as we
can keep some semblance of nor-
mality and business as usual.
At the heart of this problem is
the derogation of responsibility
for agency and planning to
some invisible market hand. It
seems, to his perspective, that
the history of the Cold War still
casts a long shadow. The decades of
failed state plans, notably the “5 year
economic plans” in the USSR and other
communist states, meant that planning became
a pseudonym for inefficient and ineffective use of
resources, and a byword for corruption. Yet it was a
visionary plan, accompanied with substantial resources,
in the aftermath of World War II which saved Europe. The
Marshall Plan channelled $12bn into Europe and enabled
it to recover from the war. The alternative would have
plunged Europe into decades of further turmoil and pos-
sibly more war.
This kind of large-scale planning, as a mind-set, has
to put the problem and the solution, not the delivery
mechanism, at the centre. In Sachs-speak, it has to
establish the “production possibility frontier curve” or
total vision of what’s possible. If simple market logic can
help us to achieve that, fine. However, there is plenty of
evidence that such a logic is actually limiting our vision
of the possible.
This market logic does not help when it comes to the
most critical questions - such as how do we recognise
the paramount importance to all of a stable atmosphere.
Markets have driven us to a point where we are rich, but
we can’t muster up enough shared resources to meet the
most essential needs. To answer such questions a dif-
ferent mind-set is urgently required, centred on the
common good and a common plan.
The SDGs in and of themselves are not a plan or a
strategy. They are a set of worthy and universally agreed
objectives. They don’t prioritise or set out a sequence of
actions required like a good plan does. They do not, for
example, elevate environmental sustainability as a pre-
requisite to the other goals. During his lecture to UCD
students Sachs recognised this need to prioritise and
did not shy away from pointing out that “Ireland does
not have a climate change plan yet, not a real one
anyway, which reads like Ireland exists”. He lamented
that rich OECD countries continue to fail in their promise
to share resources with those dying of hunger,
despite the fact it would cost so little.
“Most estimates would say it costs 3%
of global income per year to deliver
these goals. We waste so much
money on frivolous things we
would not even miss it”.
Emergencies can focus the
mind. The recent announcement in
Nature that we have now breached
the determinant 400 parts per mil
-
lion in CO2 emissions is all the
evidence we need to know that we face
disaster. Markets, unfortunately, will not
address this, for markets thrive also in disas
-
ters. Failure to address climate change is therefore a
failure of planning and agency and not a market failure
issue.
What will save us is an approach based on problem-
solving, human agency and long-term thinking. We
urgently need a global plan and politicians with the lead-
ership qualities to drive a vision. We need to overcome
history’s long shadow which has blinded us to the capac-
ity to plan at scale in the interests of the common good.
We might even take the risk that some of the planning
might not work out. This can hardly be worse than the
current market-driven gallop towards the emissions cliff.
Lorna Gold is Head of Policy and Advocacy with Trócaire
...especially for climate
What will save
us is an approach
based on problem-
solving, human agency
and long-term
thinking
by Lorna Gold