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.
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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.
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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?
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Before you start
3.1 Before embarking on any policy programme or project, it is important to give