Unravelling complexity
Download
1 / 28

Unravelling Complexity - PowerPoint PPT Presentation


  • 70 Views
  • Uploaded on

Unravelling Complexity. 11 October, 2011. Policy is what government choose to do or not do. Philosophy Product Process Framework for action. Government. Sets and implements policies (initiates and responds) Manages competing interests Manages risk and uncertainty

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Unravelling Complexity' - makara


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Unravelling complexity

Unravelling Complexity

11 October, 2011


Policy is what government choose to do or not do
Policy is what government choose to do or not do

  • Philosophy

  • Product

  • Process

  • Framework for action

adam.graycar@anu.edu.au


Government
Government

  • Sets and implements policies (initiates and responds)

  • Manages competing interests

  • Manages risk and uncertainty

  • Seeks to create public value

adam.graycar@anu.edu.au


Mark moore
Mark Moore

  • Rule setter

  • Service provider

  • Social safety net

  • Creator of public value

    Creating Public Value, Harvard University Press 1995

adam.graycar@anu.edu.au


Mark moore s strategic triangle
Mark Moore’s Strategic Triangle

Legitimacy & Support

Operational Capabilities

Public Value

adam.graycar@anu.edu.au


Policy combines government

Vision

Actions

Outcomes

Policy combines government

adam.graycar@anu.edu.au


Unravelling complexity

In order to get there:

Vision and values 

Evidence and analysis 

Understanding of stakeholders 

Delivery capabilities

adam.graycar@anu.edu.au


Unravelling complexity

Policy Cycle(Reference: Althaus, Bridgman, Davis 2007)

adam.graycar@anu.edu.au


Unravelling complexity

Problems we know the answer to

Problems we don’t know the answer to

adam.graycar@anu.edu.au



Unravelling complexity

Who owns the problem?

Who owns the solution?

adam.graycar@anu.edu.au


Unravelling complexity

Capacity:

Willingness:

tempered by

Ideology

Resources

Response to crisis

Alternative deliverers

  • Extractive

  • Distributive

  • Regulatory

adam.graycar@anu.edu.au


Unravelling complexity

Hierarchy of Government Interventions?

Information

Regulate/mandate

Subsidise

Purchase

ProvideWorld Bank

adam.graycar@anu.edu.au


Unravelling complexity

Agreement on a problem

Prospect for a solution

How important, how urgent

Initiating/ responding?

Opportunity/ old sore

adam.graycar@anu.edu.au



Bureaucrats and expertise
Bureaucrats and Expertise

  • Scientific expertise

  • Policy expertise

  • Process expertise

  • Instrument expertise

adam.graycar@anu.edu.au


Unravelling complexity

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?

adam.graycar@anu.edu.au


Unravelling complexity

The role of government in market economies

  • Facilitating Role

  • Allocation Function

  • Distribution Function

  • Stabilisation Function

adam.graycar@anu.edu.au


Unravelling complexity

The role of government in market economies (cont)

  • Facilitating Role

  • Ensuring conditions for competitive markets to operate

  • Providing the legal structure for contractual arrangements and exchanges

  • Allocation Function

  • Addressing market failures

  • Providing ‘public goods’

adam.graycar@anu.edu.au


Unravelling complexity

The role of government in market economies (cont)

Distribution Function

  • Reflecting social values including acceptable distribution of income and wealth

    Stabilisation Function

  • Policies for full employment, price stability and desirable economic growth

  • Reflecting the public, as distinct from a private, view of the value of the future

adam.graycar@anu.edu.au


Unravelling complexity

policy workers understand

  • Boundaries

  • Complexity

  • Accountability

adam.graycar@anu.edu.au

21


For whom is it a problem
For whom is it a problem?

For program clients (or potential clients)?

For other program stakeholders?

For taxpayers?

For the public more generally?

For those fundamentally opposed to the endorsed policy?

Where is ‘the public interest’?

adam.graycar@anu.edu.au


Unravelling complexity

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

adam.graycar@anu.edu.au


Unravelling complexity

Problems and service systems do not match

Mismatch of problems and opportunity for solutions

adam.graycar@anu.edu.au

24


Lesson
Lesson

Break each problem into small and manageable conceptual and implementable parts,

but

Keep an eye on the big picture!

adam.graycar@anu.edu.au

25


Unravelling complexity

Scott/Baehler’s Policy Work Triangle

  • Push the frontier

  • Keep things running

  • Make our ideas work

Operational policy

Responsive policy

adam.graycar@anu.edu.au


Unravelling complexity

Policy Development in thereal 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

adam.graycar@anu.edu.au


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

adam.graycar@anu.edu.au