3LL3 Development and Public Policy

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3LL3 Development and Public Policy

• Policy Implementation

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Implementation

• An important stage in the policy process
• Task of translating policy intentions into
  outcomes
• Involves participation by a number of
  stakeholders
• Reflects intention of governments to act

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Policy implementation

• ..a process of interaction between setting of
  goals and actions for achieving them (Pressman
  and Wildavsky)
• ..encompasses those actions that are directed at
  the achievement of objectives of policy decisions
  (van Meter and van Horn)

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Policy implementation

• ..a series of responses to
• (a) ideological commitments
• (b) environmental pressures
• (c) other agencies or groups seeking to
  influence or control action

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Policy implementationDifferent Meanings

• ..carrying out of basic policy decision
• ..actions to achieve objectives of policy
• ..tasks undertaken after a law is passed
• ..what actually happens after a program is
  implemented

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Policy implementationDifferent Meanings

• ..series of interrelated decisions
• ..process of negotiation between those putting
  policy into effect and those upon whom action
  depends
• ..translation of vague policy statements into
  concrete action
• ..refinement and translation of policy into
  specific procedures and tasks

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Policy intention to action

• knowing what you want to do
• availability of required resources
• ability to marshal and control resources to
  achieve desired end
• communicating what is wanted and controlling
  performance of those carrying out tasks

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Perfect implementationPreconditions (Gunn)

• no constraint from external environment
• availability of adequate time and sufficient
  resources
• direct relationship between cause and effect

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Perfect implementationPreconditions (Gunn)

• single implementation agency, not dependent upon
  other agencies
• complete understanding of, and agreement upon,
  objectives
• specified tasks to be performed by each
  participant

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Perfect implementationPreconditions (Gunn)

• perfect communication among, and coordination of,
  various elements in the program
• perfect obedience demanded and obtained by those
  in authority

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Critical factors

• clear and consistent policy objectives
• sound causal theory (cause and effect
  relationship)
• a well structured implementation process

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Critical factors

• well developed skills technical, managerial,
  and political
• support for the program
• a stable socio-economic climate

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Implementation deficiency

• a changing and changeable policy
• a complex interaction structure
• an outside world which must interfere with
  implementation
• implementing actors are difficult to control

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Policy-action continuumProblems

• conflicts over values, issues, and preferences
• network of activities and actors
• negotiations, bargaining, and compromise

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Policy-action continuumProblems

• values and belief systems as well as
  professionalism of actors
• policies may deliberately be made ambiguous

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Implementation failureCauses

• different values, perspectives and priority of
  organizations
• policies altered through process of delivery
• best bargainers (negotiators) get what they want

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Implementation failureCauses

• hierarchical control difficult to obtain
• lack of capacity to mobilize target population
• powerlessness of government
• underestimation of complexity and difficulty of
  coordination

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Implementation failureCauses

• resistance from bureaucrats and officials
• gap or breakdown between tasks and agencies
• changes in the environment beyond the direct
  control of policy makers

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Implementation problems

• CONTENT OF POLICY definition of problem and
  causal theory
• MEDIUM OF DELIVERY government agencies
• WHO DELIVERS public officials
• OTHER PROBLEMS cooperation

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Policy ImplementationTop-Down

• unambiguous policy
• simple implementation structure
• prevention of outside intervention
• hierarchical control over implementation agents

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Policy Implementation Bottom-Up

• policy-action continuum
• focus on interactions
• action centered, not policy centered
• free of predetermining assumptions
• targets influence policy-action relationship

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Top-down ImplementationProblems

• conflicts cannot be anticipated and resolved
  during policy-making stage
• key decisions can be made only when all facts are
  available
• implementers and officials better equipped to
  make key decisions than central officials

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Top-down ImplementationProblems

• little is known about the actual impact of new
  measures
• many decisions require negotiation and compromise
  with powerful groups