The Review of the Northern Ireland Civil Service Response to Devolution

2.12 Fuller understanding of the broad context within which policy works should help

policy-makers both when thinking about possible approaches to tackling a given problem and when they come to consider putting a particular solution into effect.

2.13 As already mentioned in the Introduction, whilst organisational and management

changes in the late 1980s and early 1990s emphasised the separation of policy- making and policy implementation, more recent good practice in policy-making demands that they be reintegrated into a single, seamless, flexible process. Under devolution, this is especially so given the relatively direct accountability of Ministers for service delivery - and the Assemblys expectation that it should be able to hold Ministers, their civil servants and others more closely involved in service provision to account.

2.14 The Review of the Northern Ireland Civil Service Response to Devolution

identified a number of factors that would characterise high performance policy development: Internally • policy development is directly related to Executive priorities and the Programme for Government; • departments have strong, forward looking and creative policy development capability; • a professional approach is adopted with effective management of policy as a process through each stage; • external ideas and expertise are utilised and encouraged from the outset not just through formal consultation but by developing a strong policy community; • policies straddle departmental boundaries by sharing goals and visions with less emphasis on organisational constraints; and • complex political and other relationships are managed proactively. 9 2 Externally • the policy agenda is tailored to Northern Ireland circumstances and makes a real difference; and • people feel that they have the opportunity to contribute to, and influence, policy development. 2.15 Figure 2.3 overleaf illustrates how the policy process fits within the broader context in which it In summary, policy-making operates in Northern Ireland. The remainder of the guide is intended to help put the theory set out in needs to be forward looking; this chapter into practice. outward looking; innovative, flexible and creative; evidence-based; inclusive; joined up; to learn lessons from experience; to be communicated effectively; and to incorporate ongoing evaluation and review. Photo courtesy of Northern Ireland Tourist Board. 10 Figure 2.3 - The policy process in context Putting solutions into effect Under- standing the problem Have I considered the impact of the Freedom of Information Act? What evaluation systems and performance targets are needed? Have I initiated the relevant impact assessments? Organisational Context Political Context Wider Public Context What risks to the policy and how can they be managed? What are the quick wins? What are the needs and views of those the policy seeks to influenceaffect? What have the experiences of other countries been? What evidence is available from external sources? Which are the most effective outputs for achieving these outcomes? What are the desired policy outcomes? Is there a role for the Civic Forum? Is there a NorthSouth or EastWest dimension? What is the role of the EU? How does the policy fit with the Programme for Government, the Executive’s priorities and the Public Service Agreements? What is the strategy for presenting policy? What policy conflictspriorities need to be resolved? Are Ministers signed up? Does the policy have implications for NIO, the NI Court Service, Whitehall or the other devolved administrations? How should Assembly Committees be involved? Who needs to be told what? When and how? How can stakeholders be kept committed and involved? Have I met Equality, New TSN and Human Rights obligations? What needs to happen to ensure policy becomes self-sustaining? Who else within NI Administration needs to be involved and how? What evidence is available, relevant and useful? When do I engage Departmental economists, statisticians, press offices, solicitors, legislative counsel, etc? What is the impact on other existing and developing policies? What funding is available and how can it be secured? What are the costsbenefits of different options? Can E-Government contribute to the implementation of the policy? How should implementation bodies Boards, Trusts, District Councils etc and front line staff be involved? What training and support for front-line staff is needed? Are there alternatives to legislation and regulation? Testing success and making it stick Developing solutions Policy Process Who are the key stakeholders and how should they be involved? Is a cross-cutting approach needed? 11 Before you start

3.1 Before embarking on any policy programme or project, it is important to give