decision making beyond gdp: needs and a vision. background

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Decision making beyond GDP: needs and a vision

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Page 1: Decision making beyond GDP: needs and a vision. Background

Decision making beyond GDP: needs and a vision

Page 2: Decision making beyond GDP: needs and a vision. Background

Background

Page 3: Decision making beyond GDP: needs and a vision. Background

Pier Carlo Padoan

Page 4: Decision making beyond GDP: needs and a vision. Background

Pier Carlo Padoan, Deputy Secretary General of the OECD. From 2001 to 2005, Mr. Padoan was the Italian Executive Director at the International Monetary Fund, with responsibility for Greece, Portugal, San Marino, Albania and Timor Leste.  He served as a member of the Board and chaired a number of Board Committees. During his mandate at the IMF he was also in charge of European Co-ordination.

Page 5: Decision making beyond GDP: needs and a vision. Background

From 1998 to 2001, Mr. Padoan served as Economic Adviser to the Italian Prime Ministers, Massimo D’Alema and Giuliano Amato, in charge of international economic policies.  He was responsible for co-ordinating the Italian position in the Agenda 2000 negotiations for the EU budget, Lisbon Agenda, European Council, bilateral meetings, and G8 Summits.

Page 6: Decision making beyond GDP: needs and a vision. Background

He has been a consultant to the World Bank,

European Commission, European Central Bank.

Mr. Padoan has a degree in Economics from t

he University of Rome and has held various aca

demic positions in Italian and foreign universiti

es. He has published widely in international aca

demic journals and is the author and editor of s

everal books.

Page 7: Decision making beyond GDP: needs and a vision. Background

The Beyond GDP conference

Page 8: Decision making beyond GDP: needs and a vision. Background

The Beyond GDP conference, organised by the

European Commission, European Parliament, C

lub of Rome, OECD, and WWF, brought togeth

er over 650 delegates from more than 50 countri

es to explore how to improve the measurement

of progress, true wealth and the well-being of na

tions. It fully supported the momentum to go be

yond GDP.

Page 9: Decision making beyond GDP: needs and a vision. Background

The Beyond GDP conference revealed a high degr

ee of consensus on the need for change. The partic

ipants from industry, trade unions, NGOs, academ

ia and government questioned not whether action i

s needed but on 'how' we complement or improve

on GDP, and develop new indicators for the 21st

Century. I am pleased that the conference led to c

oncrete commitments for further action from all th

e partners involved.

Page 10: Decision making beyond GDP: needs and a vision. Background

Words and Expressions

Page 11: Decision making beyond GDP: needs and a vision. Background

encompass

embrace; If something encompasses particular things, it includes them. e.g. His repertoire encompassed everything from Bach to Schoenberg.

Page 12: Decision making beyond GDP: needs and a vision. Background

per capita

The per capita amount of something is the total amount of it in a country or area divided by the number of people in that country or area. e.g.They have the world's largest per capita income.

Page 13: Decision making beyond GDP: needs and a vision. Background

ingredient

Ingredients are the things that are used to make something, especially all the different foods you use when you are cooking a particular dish. e.g. Mix in the remaining ingredients.

Page 14: Decision making beyond GDP: needs and a vision. Background

preparatory

Preliminary;Preparatory actions are done before doing something else as a form of preparation or as an introduction. e.g. At least a year's preparatory work will be necessary before building can start.

Page 15: Decision making beyond GDP: needs and a vision. Background

tackle

If you tackle a difficult problem or task, you deal with it in a very determined or efficient way. e.g. The first reason to tackle these problems is to save children's lives.

Page 16: Decision making beyond GDP: needs and a vision. Background

consensus

A consensus is general agreement among a group of people. e.g. The consensus amongst the world's scientists is that the world is likely to warm up over the next few decades.

Page 17: Decision making beyond GDP: needs and a vision. Background

scepticism

Scepticism is great doubt about whether something is true or useful. e.g. There was considerable scepticism about the Chancellor's forecast of a booming economy.

Page 18: Decision making beyond GDP: needs and a vision. Background

undermine

If you undermine something such as a feeling or a system, you make it less strong or less secure than it was before, often by a gradual process or by repeated efforts. e.g. Offering advice on each and every problem will undermine her feeling of being adult.

Page 19: Decision making beyond GDP: needs and a vision. Background

reiterate

Repeat; If you reiterate something, you say it again, usually in order to emphasize it. e.g. He reiterated his opposition to the creation of a central bank.

Page 20: Decision making beyond GDP: needs and a vision. Background

advocate

recommend; If you advocate a particular action or plan, you recommend it publicly.

e.g. Mr Williams is a conservative who advocates fewer government controls on business.

Page 21: Decision making beyond GDP: needs and a vision. Background

assist

help; If you assist someone, you help them to do a job or task by doing part of the work for them.

e.g. Dr Amid was assisted by a young Asian nurse.

Page 22: Decision making beyond GDP: needs and a vision. Background

cohesion

If there is cohesion within a society, organization, or group, the different members fit together well and form a united whole. e.g. By 1990, it was clear that the cohesion of the armed forces was rapidly breaking down.

Page 23: Decision making beyond GDP: needs and a vision. Background

underpin

If one thing underpins another, it helps the other thing to continue or succeed by supporting and strengthening it.

e.g. All this was underpinned by Michael's work on the UK Declaration of Human Rights for people with Aids and HIV.

Page 24: Decision making beyond GDP: needs and a vision. Background

biennial

A biennial event happens or is done once every two years. e.g. they will attend the biennial Commonwealth conference next week.

Page 25: Decision making beyond GDP: needs and a vision. Background

assess

evaluate; When you assess a person, thing, or situation, you consider them in order to make a judgment about them. e.g. Our correspondent has been assessing the impact of the sanctions.

Page 26: Decision making beyond GDP: needs and a vision. Background

impartial

Someone who is impartial is not directly involved in a particular situation, and is therefore able to give a fair opinion or decision about it. e.g. Careers officers offer impartial advice to all pupils.

Page 27: Decision making beyond GDP: needs and a vision. Background

ambitious

Someone who is ambitious has a strong desire to be successful, rich, or powerful. e.g. Chris is so ambitious, so determined to do it all.