Chapter 9 Policy Implementation Write Ups
Chapter 9 Policy Implementation Write Ups
● The first generation of policy implementation started in 1970 and gave the
policy community another interesting subject that is worthy of intellectual
discussion.
● It focuses on the problems that kept on affecting the implementation of
public policies
● Described by Helga Pulzi and Oilver Treib as having some “pessimistic
understones”. It started in the early 70s and dominated the discussion about
the implementation of public policies.
● The “pessimistic undertones” according to Pulzi and Treib were trumpeted
through policies of the prevailing period.
The starting point for a policy implementation assessment is, naturally, the policy
itself. The policy’s content, formulation process, and extent of its dissemination
influence whether the necessary content is in place to support effective
implementation. Policy content should clearly frame the underlying problem area,
the policy’s goals and objectives, and the members of society to be benefited, along
with the broad actions and strategies to address the problem (Nakamura &
Smallwood 1980:45; Walt & Gilson 1994:361; Hardee, Feranil, Boezwinkle & Clark
2004:18). Other crucial elements include time horizons, rationale, and clarity of
purpose. Unclear or confusing policy objectives or actions may be one reason why
some policies are not implemented (Calista 1994:32). The formulation process is
important. Policy formulation is the part of the process during which proposed
actions are articulated, debated, and drafted into language for a law or other
policy statements. Policy formulation includes setting goals and outcomes of the
policy or policies (Isaacs & Irvin 1991:42; Health Canada 2003:11). The goals and
objectives may be general or specific, but should articulate the relevant activities
and indicators by which they will be achieved and measured. The goals of a policy
could include, for example, the creation of more employment opportunities,
improved health status, or increased access to health services. Policy outcomes
could include ensuring access to anti-retroviral treatment (ARV) for HIV in the
workplace or access to emergency obstetric care for pregnant women. Goals and
outcomes can be assessed through a number of lenses, including those of gender
and equity considerations (Bhuyan et al. 2010:5). A policy designed without
meaningful stakeholder engagement may be more difficult to implement because it
neither considers the needs of nor engenders buy-in and ownership from those
who will implement or benefit from the policy (Klein & Knight 2005:245).
Moreover, policies that result in new programmes, services, or operational
guidelines need to be disseminated and understood by those people responsible for
implementing and using it (Brinkerhoff & Crosby 2002:43). If the members of
society are going to access services or benefits from a new policy, they must also
be made aware of any new provisions and programmes. Thus, for a policy to
facilitate effective implementation, it should address the underlying problem
through appropriate policy action; be based on strong stakeholder involvement;
and be followed by dissemination to key audiences (Bhuyan et al. 2010:5).
The process of implementing a new policy - particularly those policies that require
significant training, learning, and changes within or among organisations, can be
time-consuming and expensive. Delays and costs can affect operations and services
(Calista 1994:120; Klein & Knight 2005:246). Policy implementation at the
operational and service levels also involves co-ordination with other organisations
– including those that may have no previous experience working together, which
may have either positive or a negative effect on service delivery (Calista 1994:120;
Brinkerhoff & Crosby 2002:44). In addition, a one-size fits all approach to
implementation will most likely not meet the varied needs of different target
populations and clients of services in the country. Thus, the degree of flexibility to
adapt policy strategies affects the ability of service providers and other
stakeholders to respond to local needs or specific subgroups of the population
covered by the policy (Altman & Petkus 1994:42). Implementation, therefore,
involves adapting the ideal plan to local conditions, organisational dynamics, and
programmatic uncertainties. This process is often uneven and, in the end, actual
programmes and services often turn out to be different from the original plans
(W.K. Kellogg Foundation 2004:24; Bhuyan et al. 2010:9). Unforeseen operational
barriers arising from implementing a policy may also pose challenges that have to
be overcome before the policy can produce the intended improvements in access
and quality to service delivery (Cross, Hardee & Jewell 2001:17).
KEY ACTOR
● Member of Congress
● Judicial Department
● Pressure groups
● Community Organization
ADMINISTRATIVE ORGANIZATIONS
Administrative organization is one of the guiding processes for organizing
resources at work efficiently, aiming directly at directing the human element to
carry out administrative tasks in order to achieve the desired results and goals in
the least time and the least possible efforts, and at low costs.
The different administrative agencies of the government being the primary
institution that leads the implementation of the most public policies. These
administrative agencies although related in some respect actually differ in many
ways when subjected to a deeper analysis.
WHAT IS IMPLEMENTATION?
- Enactment alone doesn’t ensure that a policy will be successful. Additional steps
may be needed to implement the policy in a way that can increase the likelihood
the policy will achieve its intended outcomes.
WHAT IS IMPLEMENTATION?
The implementing organization and stakeholders may:
• Educate the people or organizations affected by the new policy
• Change pre-existing administrative operations and systems (or create new
ones)
• Monitor and/or enforce the policy as needed
GROUP MEMBERS
● Arlette Gepiga
● Diana Rose Olaso
● Alfie Bueno