Overview

Implementation is the name of the game

Implementation counts in doing policy

While considerable effort is devoted to developing policy such as research, gathering data, seeking resources, analysing options and gaining formal approval policies/programs, too little thought is given to how the policy is going to work, who is going to deliver it and what exactly is the deliverable.

The policy environment is littered with policies, that promised a lot but whose impacts were disappointingly poor because there was inadequate consideration to implementation. Implementation is not the end of the policy process, but should be to the forefront in all aspects of policy development from:

• Defining the problem
• Reviewing the options
• Gaining resources
• Allocating responsibilities
• Recruiting the staff to do the job

Policies cannot be developed in isolation from serious consideration about their delivery or their implementation.

Good ideas and having ‘right’ policy do not ensure delivery success.

Attention must be given to matching the tools of implementation to the reality of the policy market place, to appreciating that as most policies involve change there will be resistance to the policy.

Implementation is the ‘tricky’ part of doing policy.

What makes implementation especially important, often painful and sometimes career limiting for both public service practitioners, is that unlike policy development largely made behind closed doors, it is a public act. The budgets are allocated, agencies established and activities initiated. Implementation is where governments and departments are ultimately judged, applauded for its success or derided for its failure, waste, misdirection and poor execution.

Policy development requires information and analysis. Implementation requires more. It is about both activity, but also achieving stated goals, about making a difference. It involves staffing, resourcing, administering, marketing and boundary riding and interaction the policy environment.

It requires tactics and ‘selling’ and the ability to have sound indicators of progress so policies and programs can be modified to reflect changing conditions. It requires ongoing consultation. It is hard work. Implementation is done too poorly in Australia.

Attend this masterclass and let’s do it better!

Workshop methodology:

This full day workshop is interactive in style and approach. It involves preparation of a marketing strategy based around a case study through the application of a clear step-by-step process. The case study can be a ‘hypothetical’ or can reflect an example from the client’s agenda or a combination of the two.

The Masterclass will be preceded by a preliminary questionnaire to assist participants to focus on core marketing issues and challenges. Subject to approval, a guest speaker may also be involved to provide insights into a successful policy marketing case study.

About your Masterclass Leader:

Professor Scott Prasser is professor of public policy at the Australia Catholic University. Scott has worked in senior public service advisory roles in State and Commonwealth Government departments as well as in Ministers’ offices. Scott has held branch director positions in the Departments of the Premier and Cabinet, State Development, Tourism, Small Business and Industry and Welfare Services. In these roles Scott was responsible for delivering programs to target groups that required properly developed marketing strategies to ensure program take up and to minimise resistance and political controversy. Scott has also reviewed government programs and developed new policy proposals based around their ability to be implemented.

Who should attend:

This Masterclass has been designed specifically for senior level representatives from federal, state & local governments, with responsibility for:

• Policy Design, Development 
& Implementation
• Community Engagement 
& Consultation
• Service Delivery
• Strategy Design 
& Implementation
• Programming
• Monitoring
• Outcomes