‘I at the Heart’ means that policy and execution together seize the opportunities of digitalisation. The digital component (I) is included ‘at the heart’ of policy development from the start. This approach ensures the feasibility and enforceability of the policy are considered from the outset.
I focus areas
Three strategic principles describe this shift. There is no blueprint; the measures resemble a menu from which departments can choose what fits their organisation at any given time.
I focus area 1: Information provision as a catalyst for change
Proactively mapping out technologically driven developments and creating policies for a digital world. This includes seizing opportunities and mitigating risks. This involves examining societal challenges to determine how the contributions technologies can make to solutions, now and in the future.
- Conducting a periodic technology scan: Identifying opportunities and challenges new developments present and possible courses of action.
- Policy and execution collaboratively engaged early on in policy development on the opportunities of digital technology and the feasibility of the policy.
- In the information section of new policies, additional attention is paid to the information needs for further evaluation and enforcement.
Early incorporation of I-Skills in the policy process pays off
I focus area 2: Information provision as a tool for change
Consciously using information provision in policy and ensuring a good interaction between policy and execution. It also involves seizing opportunities of digital technology to guarantee the continuity of execution. The bonus: Making conscious choices that match the digital transformative power.
- A quick scan for I-Risks during policy preparation.
- Encouraging (informal) forms of collaboration for a more executable policy (which is more enjoyable to create).
- More attention to information provision in the execution test.
I focus area 3: Information provision is included in all phases of the policy cycle
In shaping policy, execution is involved at the table in a timely manner. Over time, the role of policy decreases, and that of execution increases. At the policy evaluation stage, policy takes the lead again, with the understanding that it is precisely the executors who know whether the policy is executable and effective.
- Strengthening policy’s project ownership according to programme and project management methods.
- Attention to the ‘digital health’ of executors.
- A joint information plan for policy and execution.
- Communicating about digitalisation to increase digital awareness among all target groups.
