1. Which forms of advocacy is your organisation engaged in and best suited to? How do the governance structures of your organisation influence the advocacy that you undertake? Policy theory and action

2. Overview of some policy making theory They all interact and can start in one “theory and as the policy journey changes end up in another” Different tools and actions used in each Individuals and organisations are better suited to participate in some than others Indicates strategic alliances that can be made to shape outcomes

3. Issue identification e.g. Gonski, Henry tax review, bush fires Policy development Through formal structured process Implementation recommendations Implementation Has problem been addressed?Recommendations implemented Rational Comprehensive

4. Rational comprehensive Formal structure (authority legitimacy) Rational Evidence based ‘Definitive’ Comprehensive Entering requires research, evidenced based, logic, structured etc. (e.g. power elite)

5. Issue enters bureaucracy Policy proposal developed Policy proposal exits and implemented Bureaucratic policy

6. Bureaucratic Issue appears Solution is sought within institution May have working groups or “consultations” Draft often released “green paper” Final paper released “white paper” Informal and formal lobbying of key drivers e.g. submissions, consultations, lobbying

7. Issue identification (e.g. changes to the PBS, Medicare) Policy development Tweaking current policy (incremental shift) Implementation of policy adjustment Has problem been addressed? Incrementalism

8. Issue appears in a current policy setting Tweak to current policy setting Until issue disappears Horses for courses with this one

9. Issue identification (SQUEEKY WHEEL) Smart meters, GCS GET UP etc. Policy development Policy proposal Has the wheel stopped Squeaking “Evaluation” Issue attention cycle

10. The squeaky wheel gets the oil Often locally based or regionally based Grassroots concern or issue causing political angst Responses include - – Policy adopted from proponents – Set up an enquiry (rational comprehensive) – Tinker with current policy – Other strategies to make the issue and the noise go away Trick is to keep the issue on agenda until resolved. (Many strategies are used & you can be very creative)

11. Overview Rational comprehensive (formal, structured, ‘legitimacy’, public) Bureaucratic (institutional, internal, more closed, procedural) Incrementalism (‘tweak’ or minor shift from current position, most common) Issue attention cycle (spontaneous, can be anarchic, unstructured, often local) All can be at play at the same time