Louise GildingExecutive Director, Policy, Projects and

Legislation

Work Safety Legislation 2008 Respect Equity and Diversity Framework 2010 Business Development Strategy 2012 Better Services Better Practice Report 2012 Trading Scheme for EGMs 2013 Totalisator Legislation 2013 Red Tape Reduction Legislation 2014 Public Pools legislation 2014 Affordable Housing Action Plans Business Development Strategy 2015

Strategic Policy◦Push the boundaries◦Blue Sky◦Abstract

Responsive Policy◦Make it work◦high political influence◦policy on the run

Operational Policy◦Day to day◦keep things running

‘Policy that can’t be implemented isn’t policy’

Intervention Logic Policy Cycle Bardach’s eightfold path of policy analysis Rational and Participatory approaches The panic loop Cost benefit Analysis Multi-criteria analysis Economic modelling and forecasting Scenario Analysis

‘High-performing public officials succeed in balancing these competing imperatives on a daily basis in their professional practice......developing various integrated and blended models.’

In groups of 3 or 4 pick one of the following examples and discuss how you would approach the task ie your blended approach (not your solution).

Deliver in 6 months: Prepare contemporary industry development strategy to support private sector growth in the ACT.

Deliver in 2 months: Working with an advisory group provide advice to an incoming government about public sector reform.

Deliver in 3 weeks: enable $50 note acceptors on ACT electronic gaming machines.

Four questions and a triangle

1. What’s the problem?◦Are there multiple problems?

2. What does the evidence tell us?◦What’s the research telling us?◦What’s the data telling us?◦What are people telling us?

3. What should we do?◦Recommendations◦Outcomes◦Is this the right thing to do?◦Will our plan make a difference?◦Can it be implemented?

Resources:•Money•Legal

ProductionCo-production

Perceived Value

Permission

4. What does success look like?◦Outputs◦Program Evaluation◦Reporting timeframes◦What metrics do we hope to change?

Four questions and a triangle

The Problem? ACT Governments have successively nominated

‘buffering’ the local economy against fluctuations in Australian Government spending as a key priority.

Grow the Territory’s private sector. A diverse economy provides:• a variety of job opportunities• increased government revenue streams • reduces the overall impact of fluctuations in

government spending

Research told us? There are a range of economic regulation tools that

could be used by the ACT Government to encourage innovation and grow the Territory’s private sector economy.

These tools, or interventions, are designed to change the behaviour of individuals, families, organisations and whole communities through the use of incentives many of which have their genesis in microeconomics.

Policy Interventions addressing Innovation Market Failure

Policy Intervention type

Freiberg Regulation Category

Non-excludability

(private incentives too

low)

Non-rivalry (diffusion too

narrow)

Coordination

(broken linkages)

Risk(need to

share risk)

ACTGPrograms

R&D support schemes for industry

Service /Advice provision schemes Informational

Entitlement schemes/tax concessions Economic

Competitive Grants schemes Transactional

Public research Economic

Collaboration

University-industry linkages Informational

R&D consortia and inter-firm networks Informational

Industry R&D Corporations Transactional

Public procurement Market Creation

Financial support schemes/Venture Capital Transactional

Cluster formation and networks Informational

Common elements in strategies across the globe:◦ Investing in people (building knowledge, creating jobs)◦ Investing in place (Infrastructure, precincts, affordability)◦ Promotion (visit, study, work, do business, live)◦ Business Programs (innovation, commercialisation, trade,

investment)◦ Business friendly (regulations, taxes, fees, charges)◦ Focus on clean and green economic opportunities

Data told us? Lack of firm level innovation data Hard to prove program causation Plenty of anecdotal success stories Export Data ACT Active Businesses

People told us? Innovation investment is long term The current programs are good – improvements around

clarity, streamlining and visibility A solution is needed to enable SMEs to successfully

attract Government procurement Cost of doing business is high Capability and global supply chain mapping/gap analysis Key competitive advantage = proximity to decision

makers

Education

Digital

Clean TechKnowledgeProduction

KnowledgeApplication

KnowledgeDiffusion

Services to Govt

Creative

Entrepreneurialism Productivity/Jobs

Supporting Business Investment

Accelerating Business Innovation

The Right Business Environment

Business Development StrategyJobs, Growth and Diversification

Key informantsMulti- disciplinary teamsProgram policy connections

Key characteristics of policy leaders:◦Don’t panic◦Don’t be overwhelmed◦Practice de-confusion - write it down!!◦Look for the next step◦Practice creative listening◦What is the right thing to do?◦Keep thinking – that’s what policy people do!