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Unravelling Complexity

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

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Unravelling Complexity

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  1. Unravelling Complexity 11 October, 2011

  2. Policy is what government choose to do or not do • Philosophy • Product • Process • Framework for action adam.graycar@anu.edu.au

  3. 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

  4. 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

  5. Mark Moore’s Strategic Triangle Legitimacy & Support Operational Capabilities Public Value adam.graycar@anu.edu.au

  6. Vision Actions Outcomes Policy combines government adam.graycar@anu.edu.au

  7. In order to get there: Vision and values  Evidence and analysis  Understanding of stakeholders  Delivery capabilities adam.graycar@anu.edu.au

  8. Policy Cycle(Reference: Althaus, Bridgman, Davis 2007) adam.graycar@anu.edu.au

  9. Problems we know the answer to Problems we don’t know the answer to adam.graycar@anu.edu.au

  10. When does a private problem become a public problem? adam.graycar@anu.edu.au

  11. Who owns the problem? Who owns the solution? adam.graycar@anu.edu.au

  12. Capacity: Willingness: tempered by Ideology Resources Response to crisis Alternative deliverers • Extractive • Distributive • Regulatory adam.graycar@anu.edu.au

  13. Hierarchy of Government Interventions? Information Regulate/mandate Subsidise Purchase ProvideWorld Bank adam.graycar@anu.edu.au

  14. Agreement on a problem Prospect for a solution How important, how urgent Initiating/ responding? Opportunity/ old sore adam.graycar@anu.edu.au

  15. publicpolicy.anu.edu.au

  16. Bureaucrats and Expertise • Scientific expertise • Policy expertise • Process expertise • Instrument expertise adam.graycar@anu.edu.au

  17. 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

  18. The role of government in market economies • Facilitating Role • Allocation Function • Distribution Function • Stabilisation Function adam.graycar@anu.edu.au

  19. 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

  20. 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

  21. policy workers understand • Boundaries • Complexity • Accountability adam.graycar@anu.edu.au 21

  22. 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

  23. 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

  24. Problems and service systems do not match Mismatch of problems and opportunity for solutions adam.graycar@anu.edu.au 24

  25. 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

  26. Strategic policy 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

  27. 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

  28. 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

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