Alison (name changed) leads the learning and development team that provides training across government departments. Alison’s team had been driving a big policy training push as feedback from whole-of-government surveys identified policy capability as a significant gap. Alison’s team had training packages though they weren’t hitting the mark.

Selwyn (name changed) leads a large government department team that has a mix of policy and operational staff whose focus is improving outcomes for families and their children. Selwyn is responsible for an extensive policy suite that includes strategic and operational policy, guidelines, and procedures. The department works within a complex legislative and regulatory environment. Selwyn’s team has a mix of skills, experience, and expertise. Selwyn wanted to provide her staff with engaging and impactful policy professional development that would give her team a shared understanding of what policy is, a kitbag of tools and methods to ‘do policy’, and a re-energised appreciation of how their policy work can deliver exciting and important outcomes for families and their kids.

Harrison (name changed), the CEO of a training provider required an urgent policy audit to meet upcoming accreditation requirements and to re-set the organisation’s approach to policy.

Neave (name changed) is a senior public servant with a complex workload, tight timeframes and a very capable but small team. This case study explores how we were able to provide hands-on policy development support to Neave to get her strategic whole-of-government policy over the line to meet ministerial, executive, internal, and external stakeholder expectations.

Yves (name changed) owns an international healthcare consultancy based in Australia. Yves was keen to explore connections and opportunities between sector specific expertise and Salli’s policy expertise.