Branding and Franchising a Public Policy: The Case of the Gateway Review Process 2001-2010

Date

2011

Authors

Marsh, David
Fawcett, Paul

Journal Title

Journal ISSN

Volume Title

Publisher

Blackwell Publishing Ltd

Abstract

One of the more interesting features of contemporary policy-making is the way in which certain policies and administrative processes have been branded. While this is not yet a common feature, it does appear to be one that is increasing in importance. This article looks at the phenomenon through a consideration of one particularly interesting case; the Gateway Review Process (subsequently Gateway), a policy with a related set of administrative processes which is both branded and franchised. Gateway also seems a successful example of a much more common feature of contemporary policy making: policy transfer. It has been transferred from the UK to five Australian jurisdictions, New Zealand and Holland. This article examines the extent to which the branding, and indeed the franchising, of Gateway is responsible for the putative success of that transfer. We begin with a very brief consideration of the literature on branding and franchising to situate our discussion, before outlining the ways in which branding and politics intersect. In the main part of the article we focus on the branding of public policy and on the Gateway case.

Description

Keywords

Keywords: Branding; Franchising; Policy transfer

Citation

Source

Australian Journal of Public Administration

Type

Journal article

Book Title

Entity type

Access Statement

License Rights

DOI

10.1111/j.1467-8500.2011.00729.x

Restricted until

2037-12-31