Building the Knowledge Society - Department of Communications ...

40 Building the Knowledge Society Information Society Commission3.2\ Making it HappenAn underlying theme of the knowledge society is the rapid pace of change brought about bydevelopments with information and communications technologies. This clearly presents newchallenges for Government and for public policy development.A review of developments in the Information Society policy area since the original Strategy forAction was produced in 1996 points to a level of progress that is disappointing in some respects.While the policy issues that need to be addressed are reasonably well established, it wouldseem to the Commission that there is room for a stronger engagement by Government indriving forward the process of change.The Commission notes the following extract from the recent review of the StrategicManagement Initiative as pertinent in this context: SMI/DBG 30 introduced a managerialisttone into the civil service which properly focused on the managerial actions and organisationalprocesses required to deliver results within a given policy framework. This assumes however thatthe policy framework can indeed be taken as a “given”. It is not clear that a similar focus hasyet emerged around the dynamics governing the evolution of policy, and the arrangementsthrough which ministers and civil servants most effectively interact in shaping such policyand in considering the strategic options for its implementation. Some potential exists to forgea greater connection between ministers and their senior management team in relation to theirrespective contributions to these matters. 31The Commission welcomes the acknowledgement by Government that Information Societydevelopments are bringing about the single most dynamic shift in the public policy environmentin the history of the State. 32 However, it is not evident that we yet have the corollary shiftin public policy priorities to deliver the necessary response to the demands of this newenvironment, supported by a clear sense of its underlying importance.It may be that there is a need for more explicit recognition of the extent of the adjustments thatare required, and that incremental progress will not allow us to keep pace with radical change.In support of such recognition, Government’s approach must also be characterised by a cleardetermination to revisit arrangements that are designed to cater for the needs of the past –including, for example, the significant structural shift that is needed in the education andtraining sector to support a culture of lifelong learning.3.3\ Policy CohesionThe emerging knowledge society clearly requires a coherent and co-ordinated responseby Government that cuts across both traditional Departmental boundaries, and areas ofresponsibility within Departments. The Commission is struck by the perception among manycommentators that this public policy cohesion is not sufficiently evident to them, and theconcern that fragmentation of effort may be impeding overall progress.30 Strategic Management Initiative/Delivering Better Government31 Evaluation of Progress of the Strategic Management Initiative 2002 (http://www.bettergov.ie)32 New Connections Action Plan, April 2002