Phase 5: Deliver policy - tasks

We are more likely to successfully deliver most policies if project planning and project management techniques are applied. (14)

(14) The Civil Service Management Board sponsored the development of a Project Management Handbook, and an associated Project Managers Network, for the Civil Service and across the wider public service. You are strongly encouraged to refer to this handbook and other project planning resources available at Better Public Services: Project Management Resources.

In summary, a well-structured project methodology will include a plan that clearly:

• specifies the overall project owner(s) and Sponsors(s)
• outlines the steps and tasks required for the policy to be put in place
• defines the sequence in which the tasks need to be carried out (recognising that some tasks will overlap or can be completed in parallel)
• assigns specific responsibilities for each task
• estimates realistic timelines for each step, and, as part of this approach
• sets out the ‘critical path’ of key actions that must be delivered in sequence and which, taken together, determine the overall project duration

A project plan may include a number of workstreams which work in parallel to deliver the policy implementation, such as developing a resourcing plan or adapting an IT system.

Critically, the project approach should include a documented risk register for the project. The risk register should include mitigating actions and an assessment of what is known as the ‘residual risk’, which is the risk which remains after mitigating actions are implemented. These risks should be rated based on probability and impact and any risks which are rated “high” should be closely monitored.

In short, the project plan should be comprehensive, and you should make sure that you have the capacity and appropriate arrangements in place to deliver the project. This includes clearly designating roles and responsibilities to individuals or teams responsible for action. You need to regularly refer to the plan to:

• track progress
• identify potential roadblocks, and
• make sure that the policy’s objectives are met within the specified timeframe

We may be able to implement our policy initiatives by using existing organisations, staff, processes, and systems. However, in some cases we need additional resources or even the establishment of new organisations or service units.

If we need to develop additional organisational capacity, including new systems, people, and processes, then this needs to be a key objective during the implementation phase and will generally form a major part of the project effort. This might require:

• developing and implementing a specific workstream focussed on a staffing plan including grading, role profiles, remuneration, recruitment, redeployment
• developing and implementing IT systems, again as part of a specific workstream. For example, a change to penalty points policy would require an update of systems within several organisations
• a workstream focused on linking systems and processes with other service providers, within or outside the department
• developing and implementing a financial plan, including funding, cash management, and accounting, for example, of a newly established agency, and
• procuring and furnishing premises, where new premises are needed

It is also critically important that we consider the resourcing of the project team necessary to deliver the plan at each phase in terms of people, finance, and supporting tools. All of these enablers need to be regularly reviewed to ensure they are sufficient.

As a priority, we need to establish effective communication throughout the implementation process. We need to:

• ensure senior leadership are informed but also are aligned and consistent in communicating their support for the project or policy change
• create formal channels to consistently share updates, progress reports, and any changes with relevant stakeholders and with organisations involved in project delivery
• facilitate feedback to allow stakeholders to provide insights and voice concerns, enabling constant improvement, and
• ensure consistent messaging across all communication platforms, especially if the policy requires a behaviour change by the public. This might require a well-designed and executed public communications campaign. If so, it will be important to engage with the Government Information Service (GIS), to ensure alignment with other government information campaigns

If we fail to communicate clearly, this can lead to misunderstandings among stakeholders as to the purpose and time frame for a policy, which can in turn undermine support.

Equally, many projects require collaboration across different parts of the organisation. In this case, if we fail to communicate, it can cause conflict over resources. This is particularly true in situations where there may be competing demands on an organisation for the same resources pool.

In considering how to approach these communication tasks, it is important to understand that the focus of the communication effort will change as the project proceeds, as will the audience with whom it is necessary to communicate.

At each stage, think about how you can make it 'known', make it 'clear', and make it 'ready'.

Robust governance and oversight will guide policy implementation. We need to:

• clearly define roles and responsibilities to support decision-making authority and accountability
• put in place a structured decision-making process to facilitate swift issue resolution and escalations when necessary
• put in place oversight of mechanisms, such as a project board or steering committee, to monitor progress, resolve conflicts, and make informed strategic decisions, and
• ensure compliance with legal and ethical standards during implementation

Through this process of Governance, it will be particularly important to ensure that the project management is fully compliant with relevant governance policies – for example, the Public Financial Procedures.

Monitoring progress and regular reporting offers insights into achievements, bottlenecks, and milestones, thereby creating an evidence-based foundation for strategic decisions and stakeholder engagement. We need to:

• establish critical performance measures and indicators to gauge implementation progress and check if milestones have been reached, and
• make sure relevant challenges during implementation are communicated at the same time as proposed strategies to deal with them (this will help to promote transparency and shared ways to resolve issues)

Regular reporting supports continuous improvement and accountability. It also helps safeguard fidelity to policy objectives.

When we are decided what we should monitor and report, it can be helpful to consider:

• the Inputs that will be developed or put in place towards – for example, the allocation of extra Gardai to road traffic duties
• the Outputs that will be measured – for example, an increase in road traffic offences detected, and
• the Outcomes the policy is intended to achieve – for example, a reduction in road traffic accidents

Usually, the project or policy implementation phase is most concerned with the delivery of defined ‘inputs’; new processes, systems, etc. However, as we plan for evaluation to test if the policy is effective, the focus needs to turn to the measurement and monitoring of outputs and outcomes.

As just set out, when finalising a policy we need to make sure policy implementation planning includes steps for review and, if necessary, evaluation. This is to help us identify if the policy initiative has been effective in achieving the desired outcomes or if it can be improved upon.

It can also inform the development of an implementation system by capturing data as part of the process of delivery itself. Being able to build in and then use administrative data is a very effective way to support evaluation and review.

Conducting evaluations usually involves specifying the performance metrics and measures that can be used to test outcomes. Ideally, this should be done in a way that enables us to isolate the cause and effect – for example, is a reduction in road traffic accidents following the allocation of extra Gardai to road traffic duties attributable to this factor or some other factor such as better weather.

It can be difficult to achieve such certainty in real-life conditions where there are so many factors in play. One approximate way of evaluating is to compare performance in different locations. It may be helpful to consult with IGEES colleagues for support and advice to determine the most appropriate form of evaluation for your policy initiative.

In addition to quantitative or numerical approaches to measuring outcomes, we should also consider the ‘lived’ or user experience and take on board the views of academics and other experts involved in the policy area. This can be achieved through the use of interviews, focus groups, and discussions.

An effective evaluation can identify the successes and improvements needed.