Australian Politics and Policy - Senior, 2019a

Australian Politics and Policy
The policy cycle model has been criticised for suggesting a far more linear and
logical progression of activities than would ever be observed in practice. 24 Critics
also point out that the model does not accurately capture the lived experience of
policy professionals. 25 The Australian policy handbook’s authors, Althaus, Bridgman
and Davis, have engaged openly with such critics and have responded to their
criticisms in the following terms: ‘The policy cycle does not assert that policy
making is rational, occurs outside politics, or proceeds as a logical sequence rather
than as a contest of ideas and interests’. 26
In simple terms, the policy cycle entails eight logically sequenced steps:
1. identify issues
2. analyse policy options
3. select policy instruments
4. consult affected parties
5. co-ordinate with stakeholders
6. decide preferred strategy
7. implement policy
8. evaluate success/failure.
Notably, the policy cycle offers little guidance to the aspiring policy practitioner
about the technical feasibility and integrity of the policy development and
implementation phases. In this regard, we might wish to consider the ‘policy value
chain’ (presented in Figure 1).
BaseduponaconceptdevelopedbyMichaelPorter, 27 value chain analysis takes
account of the primary activities that need to be undertaken to produce value for
customers, and the supporting activities and systems necessary for primary activities
to occur. Porter’s model was developed to guide the commercial decision making
ofenterprises;however,itcanberecastasapolicy value chain thatcanbeused
to help policy practitioners understand the activities that need to be undertaken
sequentially to shepherd a policy from conception through to implementation, as
well as the organisational capabilities or functions required to support those activities.
In the policy value chain, primary activities are analogous to the steps set out in
the ‘Australian policy cycle’. Supporting activities encompass the following essential
organisational and management capabilities and assets:
• organisational infrastructure (including research capability and knowledge
management systems)
24 Howlett, McConnell and Perl 2017; Maddison and Denniss 2013, 87–89; Scott and Baehler
2010, 29.
25 Adams, Colebatch and Walker 2015, 108; Colebatch 2006, 26; Gill and Colebatch 2006, 261–2;
Head and Crowley 2015, 4.
26 Althaus, Bridgman and Davis 2015, 112.
27 Porter 1985.
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