Implementation is what realizes decision or what generates outputs? It can be seen essentially in terms of the nature and degree of control exercised over the operations of a policy. Policy-making does not come to an end, once a policy is approved or adopted. It is a continuous process. As Anderson points out, “Policy is being made as it is being administered and administered as it is being made”
Implementing with a Network : Evidently, implementation of policy is merely one more in a logical sequence of policy management. It is the most important phase in the achievement of policy goals. It has the objective of anticipating deviations from planned performance and making proper adjustments. An important task of the policy implementing authority is to keep track of the range of implementing tasks, their functional relationships and their scheduling dependencies. The designated person should be able to resolve conflicts and make appropriate decisions in generating policy outputs.
Allocating Tasks to Personnel Implementation is seeing to it that the activities happen on time and within the given budget. Requisite personnel be also put in place for policy implementation. Regardless of their status, specialized knowledge, experience and qualifications, all personnel need to work as a cohesive team for achieving desired results.
Making decisions : Decision making is the most difficult job for a policy implementing authority. Even with the best planning, there will always be a need to make good decisions in the face of unanticipated events in policy management. Major decisions that affect resource requirements and technical outputs.
•Exception Principle :The exception principle states that difficult decisions (other than routine decisions) which involve unusual or unprecedented problems that have broader implications for the whole policy implementation should be reserved for senior staff at higher levels in the organization
•Delegation of Authority : The above exception principle does not operate unless there exists some degree of delegation of authority.
•Consensus Building : Consensus in this context refers to an agreement to support a particular decision. Consensus building in a participative management strategy ensures that good ideas are not ignored.
IMPLEMENTATION APPROACHES / MODELS
1.Top-Down Model
2.Bottom-Up Model
3.Policy – Action Relationship Model
4.Inter – Organizational Interaction Approach
5.A Synthesis of Bottom-Up and Top-Down Approaches
●The top-down implementation approach is a clear-cut system of command and control—from the government to the project, which concerns the people. The top-down system showcases:
(1)clear and consistent goals—articulated at the top of the hierarchical environment,
(2)knowledge of pertinent cause and effects,
(3)clear hierarchy of authority,
(4)rules established at the top and policy is aligned with the rules,
(5)resources / capacity to carry our the commands from the top
Bottom-Up Implementation approach
Bottom-up designers begin their implementation strategy formation with the target groups and service deliverers, because they find that the target groups are the actual implementers of policy.
Michael Lipsky: Street-level Bureaucracy Michael Lipsky is the founding father of the bottom-up perspective. His analysis of the behavior of front-line staff in policy delivery agencies- whom he calls ‘street level bureaucrats’ has some influence on implementation.
The bottom-up model also sees the implementation process as involving negotiation and consensus building. These take place in two environments: the administrative capability and cultures of organizations involved in administering public policy; and the political environment in which they have to carry out the policies.
Policy – Action Relationship Model
Lewis and Flynn developed a behavioural model, which views(implementation as action by actors, that is, constrained by the world outside their organizations. Emphasis on interaction with the outside world, and the organization’s institutional context imply that policy goals are not the only guide to action.
Inter-Organisational Interaction Approach
Implementation is also described as a process that involves interactions within a multiplicity of organizations, In this context, there are two approaches, which are mentioned below.
i) Power-Dependency Approach : According to this approach implementation takes place in the context of interaction of organizations. Such interaction produces power relationships in which organizations can induce other less powerful organizations to interact with them.
ii) Organizational Exchange Approach : This view holds that organizations collaborate with their counterparts for mutual benefit. Whereas in the power-dependency approach; the organizational relations are based on dominance and dependence, interaction in the organizational exchange approach is based on exchange for mutual
benefit.
A Synthesis of Bottom-up and Top-Down Approaches
The policy implementation is the continuation of the policy-making process. To Sabatier and Mazmanian, implementation and policy-making are one and the same process.
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Urban Development Policies Study notes for M. plan Sem-II
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