Ireland’s government stands at a defining moment. With a newly elected administration preparing its Programme for Government, the policies we set today will shape our nation for years to come. Under the Public Service Management Act 1997, every department must draft a new Statement of Strategy within six months of a new government or minister taking office. This presents an opportunity not just for administrative housekeeping but for a bold reimagining of governance itself.
For too long, government strategies have centred on outputs: the number of schools built, the kilometres of roads laid, the beds added -or not as the case might be- to hospitals. These quantifiable “achievements” provide the critical soundbites for politicians to show their constituents what they’ve done for them! While these metrics are important, tangible and easily counted, they fail to answer the far more critical question: Are we improving lives? The real measure of success lies not in what we produce but in the outcomes we achieve. It’s time to embrace this mindset shift and focus on what truly matters—delivering meaningful, lasting benefits for the people of Ireland.
Why Outcomes Matter
Counting outputs is like judging a book by its cover. Shorter hospital waiting lists might sound like the ultimate objective, but does it guarantee better care? More classrooms might indicate progress, but are students actually learning more effectively?
Outcomes go beyond surface-level achievements to measure real-world impact. They capture what truly matters: improved public health, higher educational attainment, reduced homelessness. By focusing on outcomes, we answer the essential question: Did this action make any meaningful difference?
An outcomes-driven approach also promotes greater accountability and transparency. It compels policymakers to demonstrate how their actions improve lives, adapt strategies to meet evolving challenges, and ensure that taxpayer resources are used effectively. Simply put, outcomes are the yardstick by which good governance should be measured.
A New Vision for Strategy Development
To meet the needs of a complex, interconnected society, government departments must move beyond short-term, output-focused goals. This requires a new vision for strategy development:
- Broadening Perspectives: Policies must be designed with their broader societal impacts in mind. For example, when addressing housing shortages, consider not just the number of units built but equally importantly their quality, affordability, and long-term sustainability.
- Engaging Stakeholders: Citizens (all ages and backgrounds), businesses (cross section of size and sectors), and non-profits (those in favour and against) can provide invaluable insights into what outcomes matter most. Their voices must be part of strategy and policy design processes.
- Embracing Innovation: Departments must experiment with new methods, learn from failures, and avoid the trap of simply “changing the dates” on old strategies. They must look at new ways of thinking and stop using outdated generic strategy development templates or processes. Consider using Social Change frameworks, scenario planning, design thinking, AI etc. Note: If your strategy is illustrated as an ancient temple and it talks about ‘pillars”, you’re either stuck in the 1990’s or you’re in trouble!
As it is now almost certain that the previous political leadership will form the incoming government, there is a real danger of complacency and a sense of “business as usual” at both political and executive level. To achieve meaningful change, there is shared onus on both politicians and the civil service to be bold, and push for outcome-focused reforms.
Civil Servants: The Champions of Change
Civil servants are often derided for their lack of imagination and bureaucratic tendencies, however this is populist nonsense and quite simply untrue. As a former civil servant I can testify that some of the most inspiring and brilliant minds can be found in the civil service. They are the backbone of public service and the stewards of public trust. And they must now be supported to be the driving force behind this transformation. This means:
- Adopting an Outcome Mindset: Move beyond thinking about outputs and envision the long-term impacts of policies.
- Collaborating Proactively: Work with communities, stakeholders, and leaders to define clear, meaningful outcomes.
- Leveraging Data and Technology: Use tools like advanced data analytics, artificial intelligence, and real-time feedback to inform decisions and refine strategies.
- Communicating Transparently: Build public trust by clearly articulating the benefits of an outcome-focused approach and demonstrating its effectiveness.
Technology: A Game-Changer
Technology is a powerful enabler of outcome-based governance. Advanced data analytics can uncover trends, predict challenges, and evaluate the effectiveness of policies. For example, predictive models can optimise healthcare resource allocation and spending (Population-based Resource Allocations (PBRA)), while geographic information systems (GIS) can guide infrastructure planning to prioritise communities most in need through Pobal’s HP Deprivation Index.
Artificial intelligence (AI) is also critical in helping us to shift towards measurable outcomes by allowing us to analyse vast datasets to identify patterns and forecast results. Investing in these tools and training staff to use them effectively is essential. It fosters a culture of innovation and ensures data-driven decision-making becomes the norm.
Challenges—and Opportunities
Adopting an outcome-focused approach is not without challenges. Defining meaningful outcomes and developing robust metrics to measure them can be complex. Poorly chosen metrics risk incentivising counterproductive behaviours, such as when some hospitals focused on “gaming” the system by prioritising simpler cases that could be quickly resolved to meet specified targets, while more complex and urgent cases were delayed resulting in much poorer outcomes for many people.
Yet the rewards are immense. By focusing on outcomes, government actions can deliver tangible improvements in people’s lives. Clear outcomes provide a solid framework for accountability and inspire creative problem-solving. This approach encourages long-term thinking and ensures that policies address root causes rather than symptoms.
A Call to Action
Ireland stands at a unique moment of opportunity. The new Programme for Government offers a chance to redefine how we approach strategic planning. By prioritising outcomes over outputs, we can move beyond bureaucratic box-ticking to create real, lasting impact.
This transformation requires courage and commitment. Civil servants must lead the charge, adopting new mindsets and methodologies. Political leaders must provide the vision and resources to support this change. Stakeholders must be engaged as active partners in shaping policies that affect their lives.
As Albert Einstein famously said: “Insanity is doing the same thing over and over again and expecting different results.” We cannot afford to continue with business as usual. This is the moment to rethink how we define success, measure progress, and serve our citizens.
By focusing on outcomes, we can build a government that is not only more effective but more aligned with the aspirations of its people. Ireland deserves nothing less.
John Crimmins brings over 20 years of experience in strategy development, having successfully guided more than 70 processes across the public, private, and non-profit sectors in Ireland and internationally.