In April 2022, the Cabinet Office launched the ‘Public Bodies Review Programme’ to determine whether public bodies are making efficient use of taxpayer money and ultimately, remain fit for purpose. Within the guidance, public bodies are encouraged to have ‘laser like focus on delivery’, working in line with government’s key strategic priorities.  

The extent to which public bodies engage in policy making varies significantly from organisation to organisation, dependent on their remit, relationships with their sponsoring department and minister, and wider context.  

At this PCF Chairs’ Challenge session, public chairs considered how to influence policy development effectively. Appreciating the sheer complexity involved in government policy making, they discussed the perceived value public bodies add, such as bringing in sector expertise, knowledge and impartiality.   

With thanks to our speakers and host:  

• Tim Eggar, Chair, North Sea Transition Authority  
• Julia Chain, Chair, Human and Fertilisation Embryology Authority  
• Mark McAllister, Chair, Office for Nuclear Regulation (Host)  

Staying ahead of the curve  

Public bodies often operate at the intersection between policy development and implementation, engaging directly with citizens to deliver front line services.  

PCF members consider it to be a board’s responsibility to hold in-depth knowledge of their sector, aware of key opportunities, risks and a keen awareness of the implications of change.  

In their role as chair, they believe it their duty to advocate for policy advances and highlight any major threats to senior officials within government. 

In some instances, this can include acting as the champion to modernise historic legislation, helping government stay in step with scientific innovation and societal changes. In at least one instance, a chair transitioned the remit of their organisation, to ensure the body was able to promote upcoming opportunities to enhance public services.  

Being realistic about what is possible  

Policy development takes time and expert resources. With the public sector facing major financial pressures, PCF members considered it essential to be realistic about what is possible and be selective regarding which policy areas they decide to pursue.  

Members discussed the importance being aware of all of the consequences which may result from a particular policy initiative, particularly any unintended impacts on other departments and organisations.   

Stakeholder mapping was highlighted as a useful exercise, staying in touch with which key influencers hold the levers to effect change and who should be sighted on any potential ideas and developments. Contacts within sponsoring departments and specials advisors – or ‘SPADs’ – were considered crucial relationships at this time.  

Taking advantage of opportunities  

PCF members advocated for others to take advantage of the opportunities available to influence policy development. This involved exploring non-traditional routes to gain access and buy-in from senior officials within government.  

Several chairs discussed how they had collaborated with their department to influence policy, for example hosting joint policy workshops and contributing to open consultations. Others noted that their annual strategy and public body review recommendations proved useful documents to cite when developing policy considerations within the department. 

Recognising the need to have a ‘laser like focus on delivery’, PCF chairs considered themselves well positioned to consult and contribute to departmental consideration of policy. Economic renewal requires fresh energy and impetus into public policy; as experts in public service delivery, public bodies are well placed to play a crucial role in future policy development.