Implementing Public Policy (Part 4)

E. Summary

Policy making does not end once a bill is passed, an executive order or an administrative regulation is issued, or judicial decision is handed down. The policy passed must be implemented. The variables (communication, resources, disposition, and bureaucratic structure) in policy implementations according to Edwards approach interact between each other, whether directly or indirectly. In other words, communications affect resources, dispositions, and bureaucratic structures which in turn influence implementation.

          The directives that are not accurately transmitted, clear or consistent provide implementers with discretion in responding to them. Discretion allows dispositions come into play. The impact of communications on implementation is not only direct, but is also felt through linkages with resources, dispositions, and bureaucratic structures. Resources indirectly influence implementation. They interact with communication. It may affect the role of dispositions in implementation as well. The fragmented bureaucratic structure of the government increases the probability of communication failures and affects disposition. This in turn leads to bureaucratic infighting and lack cooperation and affects the implementation of the policy.

Policies that are likely to face implementation problems include;

1. New policies and programs

2. Decentralized policies

3. Controversial policies.

4. Complex policies

5. Crisis policies and

6. Judicial or policies that are created by judiciary.

After the analysis, many problems of policy implementation were indentified. A general technique for improvement could be follow-up. Because of the hindrance to effective policy implementation, it seems reasonable to suggest that implementation would be improved if policy makers followed up on their decisions and orders to see that they have been properly implemented.

In 1970, President Nixon of United States ordered CIA to destroy its stockpile of biological weapons. CIA director relayed the order to his deputy director for plans and he in turn relayed to subordinates. Five years later, two lethal toxins were discovered in a secret cache. A middle level offer disobeyed the president’s order. The CIA director testified that he had undertaken no follow-up check on his own order and said he learnt on the newspaper that it was destroyed. Such scenarios can occur so it is better to follow-up on orders.

The scenarios for the future need to be pessimistic. If policy makers increase their understanding of why policy implementation works as it does, they may be able to work at the margins and anticipate and pre-empt some problems of implementation discussed.

Reference: George C. Edwards III, (1980), Implementing Public Policy: Congressional Quarterly Press. U.S.A.