We talk a lot about “good policy” in Australian federal, state and local government circles, but many of the assumptions that inform our perspective on public policy development encourage the creation of ‘not so good’ public policy.

And in some cases, really bad policy (1) .

Myth 1: Good Policy Is Evidence-Based

Evidence matters. But alone, it is incapable of being the deciding factor in the development of good policy.

The reality of policy making is that timing, politics, and narrative shape outcomes as much as data.

For example in the context of Australia’s climate and energy debates:

  • The Carbon Pricing Mechanism (2011–2014) was grounded in extensive climate science and economic modelling, yet political opposition and public perception led to its repeal.
  • Similarly, the National Energy Guarantee (2018), designed to balance reliability, affordability, and emissions reductions, did not progress past the planning stage due to governmental politics.

Even evidence-based, technically robust advice can be sidelined when political considerations or public framing dominate.

The bridge between policy evidence, policy development and policy implementation is narrative; the capacity to clearly establish and successfully communicate why the data matters.

Evidence without a story doesn’t move systems, or voters.

Policy that’s evidence-based and technically sound, but narratively empty rarely survives contact with reality.

Myth 2: Good Policy Finds the Right Answer

Good policy does not always find or provide the right answer to policy dilemmas, considerations and questions.

The complexity, scope and scale of policy environments often defeat the discovery and adoption of a ‘right answer’.

For example, housing affordability, workforce productivity, health reform, and fiscal sustainability all resist single-point solutions.

  • Critical policies associated with first-home buyer grants, negative gearing adjustments, and planning reforms address structural and strategic housing requirements partially but cannot fully moderate prices.
  • Productivity reforms not only rely on a combination of policy, infrastructure, industrial relations, and skills development, but require their alignment in key areas of productivity strategy.
  • Health reforms, such as My Health Record, are dependent on digital infrastructure, privacy frameworks, clinician and stakeholder adoption to succeed.
  • Fiscal sustainability demands coordination across tax settings, spending priorities, and long-term projections.

Good policy isn’t contingent upon finding ‘the answer’.

Its true purpose is to make informed decisions by balancing evidence with ethics, equity, values, and political objectives (2).

Myth 3: Good Policy Speaks for Everyone

No public policy reflects every everyone's voice. It is in fact impossible for any public sector policy instrument, document or implementation strategy to speak for all stakeholders.

The closest good policy can come to speaking for everyone is to embed mechanisms for continual listening, evaluation and revision as community, consumer and stakeholder perspectives change.

Unfortunately, this does not always happen; with many public policies scheduled for both internal and external review and consultation at intervals of up to five years.

Structured review, evaluation, engagement and consultation mechanisms:

  • improve policy fit
  • anticipate resistance
  • enhance practical outcomes and
  • underpin the ongoing evaluation of quality policy

to provide the best outcome, for the largest number of stakeholders, throughout the life of the policy.

Final Thoughts

To build and implement fit-for-purpose and effective public policy, government needs to move to an approach that treats policymaking as an adaptive system rather than a fixed process.

One that involves regular annual reviews - or sooner if circumstances necessitate - to ensure public policy’s ongoing fitness for purpose, effectiveness and practicality of implementation.

Policies that incorporate ongoing consultation, iterative feedback, and responsiveness not only comply with legislative and administrative requirements but also win legitimacy in the eyes of stakeholders.

That legitimacy enhances policy durability, making reforms more likely to survive legislative, political and administrative change and cycles; and achieve their intended outcomes.

References and further reading

(1) Patrick, A. (2024, March 20). The five worst decisions this century by politicians. Australian Financial Review.

(2) Organisation for Economic Co-operation and Development (OECD), Mobilising Evidence for Good Governance: Taking Stock of Principles and Standards for Policy Design, Implementation and Evaluation (Paris: OECD Publishing, 2020)