Shape the Future

A Guide to Developing Political Policies

Prepared by the Central Coast Conservative Alliance

1. Why Develop Your Own Policies?

It's one thing to talk about what's wrong. It's another to propose a solution. When you develop your own policy, you move from being a critic to being a problem-solver.

Developing policies teaches you to:

• Think critically about complex problems and weigh competing priorities
• Understand trade-offs — every policy has costs, benefits, and unintended consequences
• Back up your ideas with evidence, not just opinions
• See the bigger picture — how one change can ripple across communities
• Engage meaningfully with democracy by contributing solutions, not just complaints

This booklet is a companion to Your Voice Matters: A Guide to Public Speaking on Political Policies. That guide helped you speak about policies — this one will help you create them.

2. What Makes a Good Policy?

Not every idea is a policy. A good policy is more than a wish — it's a structured plan that can actually be implemented. Strong policies share these qualities:

1. Addresses a real problem — clearly identifies the issue and who is affected
2. Evidence-based — grounded in research, data, and real-world examples
3. Specific and actionable — says exactly what will happen, who will do it, and when
4. Feasible — can realistically be implemented with available resources
5. Considers consequences — accounts for side effects, both positive and negative
6. Fair and inclusive — considers the impact on different groups of people

3. Identifying the Problem

Every good policy starts with a clearly defined problem. This is the most important step — if you get the problem wrong, your solution won't work.

How to define the problem

1. Describe what's happening. What is the current situation? Be specific.
2. Identify who is affected. Which communities, age groups, or regions? How many people?
3. Explain why it matters. What are the consequences of not acting?
4. Understand the root cause. Don't just describe the symptom — dig deeper. Why is this happening?

Questions to test your problem statement

• Can I back this up with data or evidence?
• Is the problem specific enough to solve, or is it too broad?
• Have I identified the root cause, not just a symptom?
• Do the people affected agree this is a real problem?

4. Researching Solutions

Once you've defined the problem, resist the urge to jump straight to your favourite solution. Good policy-makers research what's already been tried.

What to look for

• What is currently being done? Are there existing policies addressing this problem? Why aren't they working?
• What have other states or countries tried? Look for case studies, especially from similar contexts (e.g., New Zealand, Canada, UK).
• What does the research say? Look for academic studies, government reviews, and expert analysis.
• What do affected communities want? The best policies are shaped by the people they're meant to help.

Where to research Australian policy

Learning from other places

Some of Australia's best policies were inspired by what worked overseas. When looking at examples from other countries, ask:

• Is the context similar enough to Australia?
• What were the actual results — not just the promises?
• What would need to change for it to work here?

5. Drafting Your Policy

Now it's time to put your ideas into a structured format. A well-drafted policy has clear components that anyone can follow.

The essential parts of a policy proposal

A. Title

Keep it clear and descriptive. Avoid clever puns — people should know what your policy is about from the title alone.

Example: "Expanding Free Mental Health Services for Young Australians in Regional Areas"

B. Problem Statement

Your clear, evidence-backed description of the problem (from Section 3).

C. Policy Objective

What does your policy aim to achieve? Be specific and measurable where possible.

Example: "Reduce average wait times for youth mental health appointments in regional NSW from 8 weeks to 2 weeks within 3 years."

D. Proposed Actions

This is the heart of your policy. List the specific steps that need to happen:

• What will be done?
• Who is responsible for doing it?
• When will it happen? (timeline)
• How will it be funded?

E. Evidence and Justification

Explain why these actions will work, supported by your research.

F. Expected Outcomes

What will change if this policy is adopted? How will you measure success?

G. Potential Risks and Mitigation

What could go wrong, and how would you address it?

6. Building Your Evidence Base

Evidence is what separates a serious policy proposal from a wish list. The stronger your evidence, the harder it is for anyone to dismiss your idea.

Types of evidence

• Statistics and data — numbers that show the scale of the problem (e.g., "42% of regional youth report difficulty accessing mental health services")
• Case studies — real examples of similar policies that worked (or didn't) elsewhere
• Expert opinions — what do researchers, professionals, and practitioners say?
• Lived experience — stories from people directly affected by the issue (with their permission)
• Government reports — findings from inquiries, reviews, and audits

Making your evidence persuasive

• Use recent data. A statistic from 2015 is less convincing than one from 2024.
• Cite your sources. Always say where your information came from.
• Use a mix. Combine hard data with human stories for maximum impact.
• Be honest about limitations. If the evidence is mixed, say so — this builds credibility.

7. Thinking About Impact

Every policy creates ripple effects. A strong policy-maker thinks beyond the intended outcome and considers who else might be affected — and how.

The impact checklist

For each proposed action, ask:

• Who benefits directly? Is this the group you intended to help?
• Who might be disadvantaged? Could your policy create new problems for other groups?
• Are there unintended consequences? What might happen that you didn't plan for?
• Is it equitable? Does it affect people fairly across different backgrounds, locations, and incomes?
• What happens if it doesn't work? Can it be reversed or adjusted?

Stakeholder mapping

Identify everyone who has a stake in your policy:

• Primary stakeholders — people directly affected (e.g., students, patients)
• Secondary stakeholders — people indirectly affected (e.g., parents, employers, service providers)
• Decision-makers — people with the power to adopt your policy (e.g., councillors, MPs, ministers)
• Opponents — people or groups who might resist your policy, and why

8. Costing and Feasibility

One of the quickest ways to have a policy dismissed is to ignore what it will cost. Decision-makers want to know: how much, and where does the money come from?

How to approach costing

1. Estimate the costs. What will each action require? Staff, equipment, infrastructure, administration?
2. Identify funding sources. Could it come from existing budgets, new revenue, grants, or reallocation?
3. Consider the cost of inaction. What is the current problem costing society? Sometimes spending money now saves more later.
4. Compare with alternatives. Is your approach cost-effective compared to other solutions?

Feasibility questions

• Does the infrastructure exist, or does it need to be built?
• Are there enough trained people to deliver this?
• Is the timeline realistic?
• Does it require new laws, or can it work within existing frameworks?
• Is there political will to make this happen?

9. Testing and Refining Your Policy

A first draft is never the final version. The best policies are tested, challenged, and improved before they're presented.

Ways to test your policy

• Peer review. Ask friends, classmates, or mentors to read your policy and challenge it. Where are the gaps?
• Devil's advocate. Try to argue against your own policy. If you can poke holes in it, so will others — fix them now.
• Stakeholder feedback. Show your draft to people who would be affected. Does it address their real needs?
• The "So what?" test. After each point, ask yourself "So what?" If you can't explain why it matters, cut it or strengthen it.

Refining checklist

10. Presenting Your Policy

A brilliant policy is useless if no one hears about it. How you present your work determines whether people take it seriously.

The one-page summary

Decision-makers are busy. Prepare a one-page summary that covers:

• The problem (2–3 sentences)
• Your solution (3–5 dot points)
• Key evidence (2–3 compelling facts)
• Cost and funding (1–2 sentences)
• Call to action — what do you want them to do?

Where to present your policy

• School councils and student representative bodies
• Local council youth advisory committees
• Community forums and town halls
• Letters or emails to your local MP
• Youth parliaments (e.g., YMCA Youth Parliament)
• Social media and blogs — to build public support
• Submissions to government inquiries — these are open to everyone, including young people

11. Common Pitfalls to Avoid

12. Policy Development Template

Use this template to develop your own policy proposal. Work through each section in order.