Crisis capacities: Preliminary lessons for policy practitioners from COVID-19
Tessa is a recent graduate of the Master of Public Policy from the Australian National University and currently works in the public service. She also has a Bachelor of International and Global Studies from the University of Sydney. Her paper uses key concepts taught in the Master of Public Policy to consider how public sector management practices can evolve to function effectively in an increasingly complex operating environment.
Governments must build social and economic resilience in order to respond effectively to crises. The capacity of policymakers to predict the outcome of a policy intervention is severely limited, due to the complex and transboundary nature of contemporary crises. Because of the limits to prediction, policymakers should leverage the emergent behaviour of organisations, communities and individuals in society during a crisis. Self-organisation requires adaptive capacity, which can be actively fostered by governments. Governments require a set of crisis capacities to build social and economic resilience and to harness self- organisation. This brief recommends that the following crisis capacities be developed: 1. Expand data collection across sectors and develop data analysis skills within government to foresee possible crises; 2. Support the resilience and adaptive capacity of all sectors of society and harness localised initiative in a crisis; and 3. In times of crisis, lead by communicating a coherent narrative that guides all sectors of society toward a common goal.
How to Cite:
Royal, T., 2021. Crisis capacities: Preliminary lessons for policy practitioners from COVID-19. The Public Sphere: Journal of Public Policy, 9(1).