diac session 1 november 18 2010 policy issues players
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DIAC Session 1, November 18 2010 Policy issues & players. Professor Adam Graycar Centre for Policy Innovation. Policy combines government Vision Actions Outcomes Policy is what government choose to do or not do. Agreement on a problem Prospect for a solution

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diac session 1 november 18 2010 policy issues players

DIAC Session 1, November 18 2010Policy issues & players

ProfessorAdam Graycar

Centre for Policy Innovation

slide2
Policy combines government
  • Vision
  • Actions
  • Outcomes
  • Policy is what government choose to do or not do

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slide3

Agreement on a problem

  • Prospect for a solution
  • How important, how urgent
  • Initiating/ responding?
  • Know answers/ don’t know
  • Opportunity/ old sore

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slide4

Conditions / problems

  • What is routine
  • What is exceptional

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slide5

Who is in charge?

  • Who delivers?
  • Assess capacity/ willingness to be in charge and to deliver

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hierarchy of government interventions
Hierarchy of government interventions?
  • Information
  • Regulate/mandate
  • Subsidise
  • Purchase
  • Provide

World Bank

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role of government
Role of government?
  • Is this a function for government, the market, individuals or families, or charitable activity?
  • If a mixture, are the other players meeting their share (e.g. through user charges)?
  • Is this the responsibility of the Commonwealth, or of the states or local government?
  • Is there serious risk of government failure if it took on the responsibility?

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slide9

Boundaries

  • Complexity
  • Accountability

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key points in scoping problems
Key points in scoping problems
  • Urgent/ important
  • Who sees problem - who cares?
  • Prospects for a solution
  • Initiating/ responding
  • Who’s in charge
  • What’s routine, what’s not
  • Does problem match service system

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slide11

Problems did not match service systems

  • Mismatch of problems and opportunity for solutions

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uk cabinet office policy should be include
UK Cabinet Office : policy should be / include

Inclusive

Evidence Based

Evaluation

Review

Learns Lessons

  • Forward Looking
  • Outward Looking
  • Innovative and Creative
  • Joined Up

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mark moore s strategic triangle
Mark Moore’s Strategic Triangle

Legitimacy& Support

Operational Capabilities

Public Value

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policy development in the real world
Policy development in the real world

Environmentaldisaster

Economic crisis

etc

Media story of unmet need

Media story re poor treatment of program client

Adverse ANAO Report

Ongoing policy research, statistics, review

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the science of muddling through
The science of ‘muddling through’
  • Must start from where you are
  • Agreeing on what to do is often easier than agreeing on the reasons
  • Incremental change has less risk and is easy to adjust
  • Even radical change usually requires a series of steps

BUT

  • Incrementalism or inertia?
  • Risk of ad hoc changes, lost opportunities etc

Lindblom/Dror debate from 1959 through 1960s

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