Carnegie UK Trust

In this concluding section, Wallace brings together the evidence and analysis to argue that the devolved legislatures are engaged in a complex process of policy diffusion and policy learning, among themselves and as part of the global movements on wellbeing and sustainable development. She argues that wellbeing frameworks are an example of the non-rational, non-linear nature of policy development. That these initiatives developed during the first phase of devolution for Scotland, Wales and Northern Ireland is not a coincidence, they are best understood as a mechanism for codifying what the governments stand for (their values) and their role in relation to the UK state. With economic wellbeing largely remaining within the competency of the UK government, the devolved legislatures have chosen to implement frameworks that highlight areas that they have direct powers over. In communicating their values to the people, these new governments are also communicating their value to the people.

Wales is at the global forefront on legislation on sustainable development, with the origins of this dating back to the original legislation on devolution in 1998. The most recent legislation, the Well-being of Future Generations Act 2015 clearly links duties on sustainable development to public sector reform and concepts of prevention, collaboration, integration, involvement and long-term thinking. The Act places equal weight on all aspects of wellbeing, directly challenging the economic dominance in policy-making. In implementation, a strong culture of performance management for public services has arisen which some commentators argue detracts from its original aim of sustainable development. Early indicators of impact can be seen, particularly in relation to the development of thinking and practice on adverse childhood experiences.

Abstract What are the prospects for consumerism? Often despised as self‐indulgent, consumers are frequently motivated by altruism and their needs to express their identity, to build relationships, to obtain fulfilment and even to find a substitute for religion. Mass‐customisation is producing fundamental change, revolutionising attitudes to choice, with a key role for agents (human and online) in helping people choose. Consumer power will grow and brands will be under pressure from rising consumer expectations. While retailers fight back with targeted marketing and special offers, brands will need to serve consumer needs as much as suppliers. Online shopping could transform consumer behaviour, driven by cost saving and convenience and spurred on by competition. Will retailers protect their traditional channels or go online because they are afraid not to? ‘Etailing’ will need to create consumer trust, so regulation will be critical, possibly leading to legal responsibilities for quality on Internet service providers (ISPs) and portals and with systems to help new entrants build a track record of reliability, thereby increasing competition, choice and consumer power. Copyright © 2002 Henry Stewart Publications.