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E-grāmata: Australian Policy Handbook: A Practical Guide to the Policymaking Process

4.40/5 (10 ratings by Goodreads)
, (University of Melbourne, Australia), , ,
  • Formāts: 268 pages
  • Izdošanas datums: 21-Dec-2022
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781000810349
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Australian Policy Handbook: A Practical Guide to the Policymaking ProcessPalielināt
  • Formāts: 268 pages
  • Izdošanas datums: 21-Dec-2022
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781000810349
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"The seventh edition of this classic handbook on the policy process is fully updated, featuring new material on policy making amid local and global disruption, the contestable nature of modern policy advice, commissioning and contracting, public engagement and policy success and failure. The Australian Policy Handbook shows how public policy permeates every aspect of our lives. It is the stuff of government, justifying taxes, driving legislation and shaping our social services. Public policy gives us roads, railways and airports, emergency services, justice, education and health services, defence, industry development and natural resource management. While politicians make the decisions, public servants provide analysis and support for those choices. This updated edition includes new visuals and introduces a series of case studies for the first time. These cases-covering family violence, behavioural economics, justice reinvestment, child protection and more-illustrate the personal and professional challenges of policymaking practice. Drawing on their extensive practical and academic experience, the authors outline the processes used in making public policy. They systematically explain the relationships between political decision makers, public service advisers, community participants and those charged with implementation. The Australian Policy Handbook remains the essential guide for students and practitioners of policy making in Australia"--

The seventh edition of this classic handbook on the policy process is fully updated, featuring new material on policy making amid local and global disruption, the contestable nature of modern policy advice, commissioning and contracting, public engagement and policy success and failure. 

List of Illustrations
x
List of case studies
xi
Introduction: Why The Australian Policy Handbook? xii
The story of this book xiv
Critical reception xv
This seventh edition xv
1 Why policy matters
1(11)
Disruption: a shifting policymaking environment
1(3)
Defining policy
4(1)
Policy as authoritative choice
5(1)
Policy as hypothesis
6(1)
Policy as objective
7(1)
Policy as public value
8(2)
Understanding policy making
10(2)
2 The institutions of public policy
12(21)
The Australian system of government
12(2)
The executive
14(1)
Cabinet
14(1)
Public servants
15(1)
Ministerial advisers
16(2)
The opposition
18(1)
A map of government
18(1)
Consultants
19(1)
The third sector
20(1)
Social movements
21(1)
The fourth estate--the media
22(1)
Lobbyists and stakeholders
23(1)
System integrity
23(1)
A functional map of government
24(1)
Government as politics
25(1)
Government as policy
26(1)
Government as administration
27(2)
Bringing the players together
29(2)
Coordination through routines
31(2)
3 The Australian policy cycle
33(9)
Alternatives to the policy cycle
35(1)
Policymaking vacuums
36(1)
An Australian policy cycle
37(2)
The policy cycle and the policy ecosystem
39(1)
Good process and good policy
40(2)
4 Identifying issues
42(14)
The policy agenda
42(1)
Issue drivers
43(3)
Agenda shaping from within
46(2)
Which issues make the agenda?
48(1)
The issue attention cycle
48(1)
Case 4.1 Shark attacks in Western Australia
49(1)
Identifying issues
50(1)
Defining problems
51(1)
Case 4.2 Wicked problems--child protection
52(2)
Non-decisions
54(1)
Issue identification skills
54(2)
5 Policy analysis
56(25)
Who does policy analysis?
57(1)
Rationality
58(2)
A sequence for policy analysis
60(1)
Case 5.1 When good policy analysis may not be enough--the national occupational licensing system
61(5)
Evidence-based policy
66(3)
The analyst's toolkit
69(6)
Agreement: an analytic tool
75(1)
Why analysis?
76(2)
Case 5.2 Tasmania develops a policy to address family violence
78(3)
6 Policy instruments
81(11)
Classifying policy instruments
82(1)
The Australian policy context
82(1)
A taxonomy of Australian policy instruments
82(2)
Policy through advocacy
84(1)
Policy through law
85(1)
Policy through money
86(1)
Policy through direct government action
86(1)
Policy through behavioural techniques
87(1)
Case 6.1 The Behavioural Economics Team of the Australian Government
88(1)
Policy through network
88(2)
Choosing a policy instrument
90(2)
7 Engagement
92(18)
The imperative for engagement
92(2)
Advantages and challenges
94(1)
Different types of engagement
95(4)
Case 7.1 A study in partnership--parks policy in the Northern Territory
99(3)
New directions in engagement
102(4)
Designing an engagement process
106(3)
Engagement as participation
109(1)
8 Coordination
110(1)
Coherence
111(1)
Consistency
111(1)
Consultation and efficiency
112(6)
Central agencies
Other consultation within government
118(1)
Coordination comments
119(1)
Coordination in departments
119(1)
Joined-up government
120(2)
Case 8.1 The Education First Youth Foyers
122(1)
Coordination and politics
123(1)
9 Decision
124(13)
Cabinet routines
125(2)
What goes to cabinet?
127(3)
Briefing ministers
130(1)
Recording cabinet decisions
131(1)
Executive council
132(1)
Cabinet confidentiality
133(1)
Case 9.1 Mining in Kakadu
133(2)
Cabinet
135(2)
10 Implementation
137(17)
Good policy design includes implementation
137(2)
Policy learning and policy feedback loops
139(2)
Organisational unlearning
141(1)
Case 10.1 Contracting Commonwealth employment services
142(2)
Cabinet implementation units
144(1)
Political dimensions to policy implementation
144(1)
Conditions for successful implementation
145(2)
Implementation instruments
147(1)
Implementation traps
148(4)
Implementation under pressure
152(1)
Turning great ideas into successful implementation
153(1)
11 Evaluation
154(14)
Evaluation across the policy cycle
154(2)
Evaluation criteria
156(1)
Case 11.1 Indigenous evaluation
157(2)
Evaluation measures
159(1)
Evaluation process
159(3)
Evaluation methods
162(1)
The risks of measurement
163(1)
Evaluation findings
164(2)
Case 11.2 Evaluating circle sentencing in NSW
166(2)
12 Managing the policy process
168(16)
Procedural integrity
169(1)
Roles and ethics
170(1)
Politicisation, professionalisation and democratisation
171(2)
Planning projects
173(1)
Timing
173(3)
Case 12.1 Creating universal access to preschool education
176(1)
Context for policy choices
177(2)
Making choices
179(1)
Case 12.2 Responding to a pandemic
180(2)
Policy capacity
182(2)
13 Policy failure and success
184(33)
Learning from policy failure
185(2)
Case 13.1 A study in policy failure--Robodebt
187(2)
Policy success
189(2)
Case 13.2 A study in policy success--the Maranguka justice reinvestment project
191(3)
Glossary
194(12)
Appendix I Principles and guides for policy development
206(10)
Some principles for well-organised public policy
207(2)
Summary of the policy process
209(1)
Policy objectives checklist
210(1)
Policy advice objectives checklist
211(1)
Managing the policy cycle checklist
211(1)
Policy cycle objectives checklist
212(4)
Appendix II The Uluru Statement from the Heart
216(1)
References 217(24)
Index 241
Professor Catherine Althaus previously worked in Queensland Treasury. She is currently ANZSOG Professorial Chair of Public Service Leadership and Reform at UNSW Canberra, ANZSOG Deputy Dean (Teaching and Learning), an Extraordinary Professor at the University of Pretoria and Honorary Fellow of the South Asian Network of Public Administration.

Dr Sarah Ball is a lecturer in the School of Social and Political Sciences at the University of Melbourne and a trainer/facilitator with the Australian Public Service Commission.

Peter Bridgman is a barrister and consultant specialising in public policy, governance and integrity, and has worked within and for governments in Australia and internationally.

Professor Glyn Davis AC is a former director general of the Department of Premier and Cabinet in Queensland. He is a Distinguished Professor of Political Science at the Australian National University and at ANZSOG, and the Chief Executive Officer of the Paul Ramsay Foundation.

David Threlfall is a PhD researcher at the London School of Economics and Political Science, studying political rhetoric. He worked previously as Chief of Staff at ANZSOG, in the Office of the Vice-Chancellor at the University of Melbourne and in the Victorian Education Department.
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