Contemporary policy analysis mintrom 2012 pdf download

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Posting Komentar. Kamis, 06 November [E Rochefort, Northeastern University "There is no current text that provides detailed treatment of analytic tools without requiring a background in microeconomics.

I am enthusiastic about the book's broad perspective, which addresses criteria and impacts other than economic efficiency. The writing is clear and concise, and I like the learning activities at the end of each chapter. I am very much looking forward to adopting this book for my policy analysis course. Informed by the latest insights of policy research, Contemporary Policy Analysis provides detailed, hands-on instruction to analysts about key aspects of professional policy work, from how to manage policy research projects to how to present policy advice.

Unlike other works--which stop there--this book goes further in clearly setting out the context for policy work in a survey of the activities of modern governments and an outline of the underpinnings of analysis in notions of market and government failures.

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My research is interdisciplinary by nature, although I consider myself more of a political scientist and geographer, as those are the two major fields I studied during my doctorate. Recent Posts We lack serious training in research methods choice and selection Should I specialize during my PhD or should I branch out?

It is better to learn that before implementation begins than during it. Development of a variation on the conflict analysis matrix presented in Figure This matrix was devised to support better management of public disputes Carpenter and Kennedy Planning for Evaluation The efforts of policy and program evaluators are vital for generating informa- tion on the success of government actions.

Surprisingly, the development of pol- icy analysis and program evaluation as disciplines has occurred with somewhat limited engagement between them. Fortunately, as policy analysts are coming to 2 This view is informed by Ronald A. Policy analysts can do a lot to increase the likelihood of effective future evaluation of a new policy and its delivery systems.

The key to good evaluation is good information Rossi, Lipsey, and Freeman ; Weiss Knowledge of conditions before a new policy has been introduced is essential for allowing evalu- ators to measure how much contribution a new policy has made to the attainment of desired goals.

Creative action at the implementation stage can lay the founda- tions for effective evaluation. Indeed, as Schultz has documented, system- atic, sequential implementation of a new policy opens possibilities for evaluators to perform high-quality tests of program effectiveness.

It is good practice for pol- icy analysts to think hard about ways to support future evaluation work. It is good practice to make imple- mentation analysis a standard part of the policy analytic work that is done to sup- port proposals for policy change.

By working through the set of actions noted in the overview of implementation analysis, policy analysts will often gain new insights into the context in which the policy will be introduced and the kinds of issues that might arise when the policy is transformed from a set of ideas into a set of government actions. Conducting a thorough implementation analysis would involve a lot of work. This would be worthwhile work when the policy change being proposed is major and is expected to affect a lot of people in significant ways.

In such circumstances, a policy report focused exclusively on anticipated imple- mentation concerns would be merited.

Often, policy analysts simply do not have the time or resources to do extensive implementation analysis prior to a policy being adopted. Even including a short discussion highlighting key concerns can be helpful for alerting others to the kinds of issues that might emerge during the implementation stage.

Beyond analysis intended to support effective policy implementation, imple- mentation analysis is often performed after a new policy or program has been established. This is called post hoc analysis literally meaning analysis performed after implementation of an intervention , which is quite distinctive from a priori analysis literally meaning analysis performed before implementation of an inter- vention. As we have seen in previous chapters, we commonly find various analyti- cal strategies, such as the analysis of government failure, comparative institutional analysis, gender analysis and race analysis being used to assess existing programs in a post hoc fashion.

Policy analysts engage in implementation analysis after the policies and programs have been established to draw lessons for future practice. Helpful lessons can be drawn both from cases of successful implementation and cases of implementation failure.

Lessons can also be drawn from the many cases of implementation exhibiting elements of both success and failure. Sometimes, implementation analyses of this kind are performed as part of broader program evaluations.

However, as interest in implementation itself has grown, more studies have been produced as stand-alone forms of policy analysis. Of course, implementation analysis will always need to be tailored to the specific cir- cumstances under which a new policy is being introduced or—in the case of post hoc studies—has been introduced.

Further, there will be times when comprehen- sive analysis is called for. At other times, an initial implementation analysis might be contained within just a couple of pages of a broader report. In all cases, careful judgments will be required to determine how much depth will be devoted to each of the steps set forth here. Step 1. Identify the overall purpose of the new policy, where it will be implemented, and how success has been defined.

Usually, this will be a straight- forward step. If it is not, then this suggests that insufficient work has been done during the policy design phase. It is useful in this step to note the problem or problems that the policy is intended to address. It can be useful to record here how problems of this kind have been addressed previously, either in this particular jurisdiction or elsewhere. Step 2. Identify who will be responsible for policy implementation and the behavioral changes that implementation is expected to produce.

Many new policies are introduced with the expectation that the related programs or systems of service delivery will be the responsibility of an existing governmental agency. Sometimes, that responsibility might be shared or new agencies might be created.

It is also important to state the behavioral changes the new policy is intended to promote. Step 3. Specify the institutional, organizational, and procedural changes required to support the new policy. Desired behavioral changes must be encouraged. Usually, this will require changes to be made to existing institutional arrangements.

New organizational structures might be developed, and new oper- ating procedures will certainly be required. By documenting these, it is possible to gain clarity around the magnitude of the change effort that is required, and where the most significant effort will need to be focused. Step 4. Treating implementation as a project, note the key tasks required to establish the new policy context.

The implementation project involves taking the ideas embodied in the new policy and transforming them into governmental routines. A focus on the scope of the implementation project, the governance of it, and lines of responsibility can bring clarity to the complexity of the work involved, how long it will take, and the resource requirements. Step 5. Identify any significant threats to successful implementation and how they can be addressed.

Risk management is a central element of project man- agement. Identifying the likely sources of threats to the viability of the implemen- tation project offers a starting point for assessing how adverse events might be avoided, what could be done if they did arise, and what kind of early indicators might suggest they are emerging. Often implementation is subject to risks cre- ated by politics.

Conflicts that have not been resolved when the policy was being designed and adopted can emerge again here. Stakeholders can do a lot to make implementation difficult. It is useful to understand in advance the likely sources of problems and how they might be addressed. Note that when a new policy is intro- duced sequentially across a set of distinctive sites, knowledge gained from early successes and failures can inform subsequent implementation efforts.

Step 6. Consider how institutional inertia might hinder change and how it can be overcome. There are good reasons that people in established institutional and organizational structures resist change.

Implementation analysis should include consideration of where, how, and why resistance could emerge and hinder the change process. Not all resistance is driven by hostility. Often, people resist change simply because they have not been consulted about it and no effort has been made to explain how it could benefit them. Step 7. Ensure provisions have been made for evaluation of the new policy and associated programs.

Evaluation should be treated as an integral component of the policy-making process, not as an afterthought. Knowing from the outset how success will be defined greatly eases the future challenges for evaluators. By explic- itly looking ahead to evaluation while conducting the implementation analysis, it is possible that wise actions can be taken to support subsequent evaluation.

Many governments worldwide have engaged in efforts over the past few decades to protect the environment and reduce industrial pollution. Those government actions can include prescriptions of what polluters must do to address the problem. Those subject to regulation often direct their energies toward compliance with established rules and do not explore effective ways to reduce production of the negative externality. However, in response to calls by economists to establish incentives-based approaches to reducing negative exter- nalities, governments everywhere have recently begun experimenting with alter- natives to command-and-control regulatory approaches.

In this applied example, we consider a case in which the U. This was the Pollution Prevention Act, passed by the Congress in Suna Bayrakal conducted an implementation analysis to assess the process that transformed the policy into government actions. In so doing, she effectively applied theoretical insights derived from the policy literature on implementation Bardach ; Goggin et al.

Bayrakal judged that the Pollution Prevention Act had mixed success, and that its limitations could be blamed on key features of the implementation process. This is a useful case to consider because it identifies several problems that emerged when a new approach to practice was expected to be taken, even as the dominant standard operating procedures remained in place.

Identify the overall purpose of the new policy, where it will be imple- mented, and how success has been defined. Until this act, the other legislation adopted by the U.

Congress had focused on addressing pollu- tion at the tailpipe. That involved waste treatment and disposal. It did not tackle the source of the problem. In contrast to previous legislation, the Pollution Prevention Act construed pollution broadly to include any form that affected water, air, and land. This was intended to prevent transfer of pollution among media such as solid waste being incinerated resulting in air pollution.

Most important, industry compliance with the Pollution Prevention Act was to be voluntary. Rather than impose regulations and assign fines for noncompliance, this law proposed the use of information exchange, training, technical assistance, award programs, and use of the federal procurement selection processes to promote desired practices by businesses.

Provision was also made for grants to states to support their pollu- tion prevention programs.