Policy oriented analysis of Latinamerican urban poverty: an example of three key factors

Includes bibliography

Population, human resources and development planning: need for multisectoral institutional network for population policy implementation

Includes bibliography

Population: human resources and development planning: need for multisectoral institutional network for population policy implementation

Includes bibliography

EPA's Council for Regulatory Environmental Modeling : a case study of science policy implementation

As environmental problems became more complex, policy and regulatory decisions become far more difficult to make. The use of science has become an important practice in the decision making process of many federal agencies. Many different types of scientific information are used to make decisions within the EPA, with computer models becoming especially important. Environmental models are used throughout the EPA in a variety of contexts and their predictive capacity has become highly valued in decision making. The main focus of this research is to examine the EPA’s Council for Regulatory Modeling (CREM) as a case study in addressing science issues, particularly models, in government agencies. Specifically, the goal was to answer the following questions: What is the history of the CREM and how can this information shed light on the process of science policy implementation? What were the goals of implementing the CREM? Were these goals reached and how have they changed? What have been the impediments that the CREM has faced and why did these impediments occur? The three main sources of information for this research came from observations during summer employment with the CREM, document review and supplemental interviews with CREM participants and other members of the modeling community. Examining a history of modeling at the EPA, as well as a history of the CREM, provides insight into the many challenges that are faced when implementing science policy and science policy programs. After examining the many impediments that the CREM has faced in implementing modeling policies, it was clear that the impediments fall into two separate categories, classic and paradoxical. The classic impediments include the more standard impediments to science policy implementation that might be found in any regulatory environment, such as lack of resources and changes in administration. Paradoxical impediments are cyclical in nature, with no clear solution, such as balancing top-down versus bottom-up initiatives and coping with differing perceptions. These impediments, when not properly addressed, severely hinder the ability for organizations to successfully implement science policy.

Analytical frame for public policy implementation

"I don't think we truly understand how to implement. What does it mean to truly implement? Not the command center type that our culture is very good at, but a thorough planned systematic approach" (HP, 9.28.2011). This important question is asked by a clinician who works in a health care setting and who has experienced the implementation of a public policy. This case study applied the lessons learned from three generations of public policy research to a health care setting. As a result of the study an analytical frame was created as a guide to assess an organization's readiness for the implementation of a public policy.^

Mexico's oil and gas policy : an analysis /

Prepared by G. J. Pagliano and others.

Implementation analysis of brake inspectability requirements. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Implementation analysis for daytime headlamp use. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

United States sugar policy : an analysis /

Item 231-B-1

Policy into practice:a study of public policy implementation and the role of learning

Public policy becomes managerial practice through a process of implementation. There is an established literature within Implementation Studies which explains the variables and some of the processes involved in implementation, but less attention has been focused upon how public service managers convert new policy initiatives into practice. The research proposes that managers and their organisations have to go through a process of learning in order to achieve the implementation of public policy. Data was collected over a five year period from four case studies of capital investment appraisal in the British National Health Service. Further data was collected from taped interviews by key actors within the case studies. The findings suggest that managers do learn to implement policy and four factors are important in this learning process. These are; (i) the nature of bureaucratic responsibility; (ii) the motivation of actors towards learning; (iii) the passage of time which allows for the development of competence and (iv) the use of project team structures. The research has demonstrated that the conversion of policy into practice occurs through the operationalisation of solutions to policy problems via job tasks. As such it suggests that in understanding how policy is implemented, technical learning is more important than cultural learning, in this context. In conclusion, a "Model of Learned Implementation" is presented, together with a discussion of some of the implications of the research. These are the possible use of more pilot projects for new policy initiatives and the more systematic diffusion of knowledge about implementation solutions.

Understanding policy implementation processes as self-organizing systems

Implementation studies and related research in organizational theory can be enhanced by drawing on the field of complex systems to understand better and, as a consequence, more successfully manage change. This article reinterprets data previously published in the British Journal of Management to reveal a new contribution, that policy implementation processes should be understood as a self-organizing system in which adaptive abilities are extremely important for stakeholders. In other words, national policy is reinterpreted at the local level, with each local organization uniquely mixing elements of national policy with their own requirements making policy implementation unpredictable and more sketchy. The original article explained different paces and directions of change in terms of traditional management processes: leadership, politics, implementation and vision. By reinterpreting the data, it is possible to reveal that deeper level processes, which are more emergent, are also at work influencing change, which the authors label possibility space. Implications for theory, policy and practice are identified.

London's Olympic ambassadors:a legacy for public policy implementation

As a contribution to current discussions about securing a legacy from the 2012 Olympic and Paralympic Games, this article considers whether there are lessons for public policy implementation around volunteer involvement. Drawing on the case of the Team London Ambassadors Programme which encompassed 8,000 volunteers during the Games period, the article considers the scope for an expanded role for UK public sector organisations in the recruitment, training and management of volunteers in the future.