Bureaucrats Managing the Ambiguities of Reform: A Case Study from Remote Indigenous Policy

This chapter focusses on the role of government officials, and in particular the role of bureaucratic norms and ways of working, in ongoing failure in remote Indigenous policy. It explores a case study of the implementation of an innovative program designed to address the complex issue of remote Indigenous development—the National Partnership Agreement on Remote Indigenous Policy. It argues that a significant factor behind the lack of change in the way bureaucrats approach their work is a lack of capacity to cope productively with the ambiguity caused by reform. Strongly held bureaucratic norms are also contributing to the reversion to business as usual. The analysis supports the need for a more diverse workforce in Indigenous affairs, one that has the capabilities required to make innovative shifts toward working in partnership with Indigenous communities and organisations.