1
Q
Defining public policy
A
a course of action or inaction by public authorities to address a problem or set of problems
2
Q
Three key components of public policy definition
A
course of action
Action or inaction
Problem or set of problems
3
Q
Course of action of public policy (how does it come to be)
A
a problem goes to policy analysts who do research to try to fix the problem. The solutions go proposed to the deputy minister. Deputy minister sends it to ministers to send it to parliament who pass a law to resolve it. The resolution then goes to the agency to fix it
4
Q
Pendulum effect
A
governments, especially when governments switch, change their positions constantly
5
Q
Substantive policy
A
what the government does
Ex. Goods and services
6
Q
4 basic resources for substantive policy
A
Authority (regulations), finances (tax), administration (bureaucratic organization), nodality (training)
7
Q
Procedural policy
A
Critical problem area
How government does
Implementation strategies
Learning lessins
8
Q
Material policy
A
Provide physical material
9
Q
Symbolic policy
A
Appealing to uphold people’s values (campaigns)
10
Q
Sources of policy analysis (to create them)
A
Political space
Intellectual circle
11
Q
Political space in policy analysis
A
a commitment from state leaders to overhaul existing policies and fulfill citizens needs
12
Q
Intellectual circle in policy analysis
A
commitment to establish neutral norms, quality, and to contribute to existing knowledge
13
Q
Elements of public policy (three components)
A
Definition of problem
Policy goals
Means to address problems and achieve goals
14
Q
Definition of the problem 5 things
A
Recognition and definition
Depth and extent
Operation across range of dimensions
Adaptation
Causality
15
Q
Policy goals 3 things
A
General vs policy-specific goals
Clearly stated vs inferred goals
Real vs stated goals
16
Q
Recognition of definition example Canada healthcare 1984
A
Policymakers acknowledge that extra-billing and user fees were being introduced in some provinces, threatening universal healthcare
Risks creating inequalities in access to medically necessary hospital and physician services
17
Q
Depth and extent example Canada healthcare 1984
A
The issue was widespread and systemic rather than isolated
18
Q
Operation across range of dimensions example Canada healthcare 1984
A
Social dimension: unequal access
Economic dimensions: user charges create financial burdens
Political dimensions: rising tensions between federal and provincial governments over funding
Ethical dimension: everyone should have access to
19
Q
Adaption example Canada healthcare 1984
A
How to make provinces all be mandated to provide certain medical things
20
Q
Causality example Canada healthcare 1984
A
Root cause linked to healthcare costs
21
Q
General vs policy specific goal example Canada healthcare 1984
A
General: protest equitable access to healthcare
Policy specific: eliminate extra billing
22
Q
Clearly stated vs inferred goals example Canada healthcare 1984
A
Clearly stated: uphold universality, accessibility, and comprehensiveness
Indirect: maintain national unity with shared medical model
23
Q
Real vs stated goals example Canada healthcare 1984
A
Real: strengthen federal influence over provincial healthcare systems through conditional funding
Stated: guarantee equal access to care
24
Q
Policy instruments
A
Theoretical vs realistically
Legitimacy/morality
Legal/practical
Organizational routines
25
Policy consistency: vertical and horizontal
Policies should be consistent
26
Internal consistency
Policies should not contradict each other
27
Vertical consistency
Within layers and levels of government the policy should be consistent
28
Horizontal consistency
Throughout the department the policy should be the same and throughout different sectors should be compatible
29
Pub policy analysis definition
The disciplined application of intellect to public problems
Research/academic stream: seeks to explain
Applied stream: seeks to improve
Multidisciplinary nature of policy analysis
Systematic nature of policy analysis
30
Implications of policy analysis
Not just anyone can do policy analysis (citizens vs experts)
There will be good and bad analysis conducted
It is a specific form of inquiry
31
Analytical lens on analysts 4 things
Rationalists
Gender based analysis
Indigenous
Environmental impact
32
Rationalist lens
Concerned with efficiency
Incrementalism has superior explanatory value
Constructed nature of facts
Lack of influence on policy making
33
Gender based lens
Concerned with incorporating gender into all policy work
Gender mainstreaming
Gender responsive budgeting
Gender based analysis
34
Indigenous lens
Concerned with moving beyond the biased status qui about canadas indigenous people
Free prior and informed consent (FPIC)
Indigeneity grounded analysis
Recognizing a radically different worldview
Starting from the historical legacies of colonialism
35
Environmental assessment impact lens
Concerned with environmental effect of policies
Set of technical analysis tools procedures
Process of public consultation/community engagement
Growing emphasis on climate change
Here to stay!
36
Political advisory systems 2
Externalization
Politicization
Long term rationalist advice (cold) vs short term crisis driven advice (hot)
37
Types of policy work
Policy engagement and development (example: policy development in defining policy needs, rationales, and expected results)
Research analysis and policy management (example: developing, communicating plans, messaging strategies, and so on)
Issues if communication and policy implementation (examples: results based management of policies and programs, performance management)
38
Policy dimensions (vertical)
Policy is perceived as “rule”
Vertical transmission (downwards) of authorized decisions (following orders)
Connecting decisions making with lower-level implementer
Focus on: instrumental action, rational choice, legitimate authority
Examples: rcmp policing policies: federal rules applied at provincial and municipal levels and by police on the streets. EU food safety regulations: rules decided at EU level enforced by member states
39
Policy dimension horizontal
Policy is perceived as a “structuring of action”
Horizontal relationships among policy stakeholders
Connecting key stakeholders through shared governance
Focus on: understanding, commitment, engagement
Critical success factors: interdepartmental collaboration and shared goals
Examples: public health policy for COVID: joint action across provinces, health agencies, and communities. Paris climate agreement: international collaboration of shared targets and commitments
40
Shared governance
Multiple levels of government and other policy makers and actors to connect and create shared concepts
41
Gatekeepers of policy
Authority
Expertise
Order
42
Authority
Policy is primarily a work of authorities: legislative, cabinet (executive), relavent minister
Can start the process top down or bottom up
43
Expertise
Policy specific professional advisors: health or transport expertise for example
Policy community: research or think tank group
Issue network or advocacy coalition: Greenpeace campaign for environmental and animal rights
44
Order
Allows policy to be adopted in harmony: regional and local harmony, Canadian view on the strength of federal harmony
Involved relevant player and stakeholders such as students, teachers, parents, academics advisors, etc who take care of students’ overall development
45
Approaches to policy theories
Political systems theory
Group theory
Elite theory
Rational choice theory
46
Political systems theory
Society’s demands and supports are processed through political institutions to produce decisions, laws, and policies
Policies reflect interactions between institutions, actors, and societal pressures
47
Contextual institutional interactions in Canada
Political culture
Constitution
Federalism
Socio-economic
Globalization
48
Proximate institutional interaction in Canada
Cabinet
Legislature
Courts
Media
Public opinion
Political parties
Interest groups
49
Interest groups
Environmental and climate groups: David Suzuki
Consumer and public advocacy: public interest advocacy centre (piac)
Social and human rights groups
Health and safety groups
50
Group theory
Latham: power is more dispersed in the society among different groups
Policies are result of ongoing struggle between different interest groups (unions vs businesses for labour policy)
Advocacy coalition framework (ACF) new version of group theory: diffferent policy arenas are inhibited by different coalitions (NRA vs anti guns)
51
Institutional theory
Emphasizes the focus of the interactions between the structures of government in policy making and implementation
52
Elite theory
Policy actors are not equally powerful and therefore they do not have the same impact on policy processes
Policies are made by elite groups and not the masses
Who is the elite: education, wealth, social status, profession, political affiliation, organized groups share similar backgrounds
53
Rational choice theory
Draw heavily on microeconomics
Economic incentives play a major role in shaping policies and changing people’s behaviour
Policy actors are “rational utility maximizers”
54
5 policy approaches
Rationalist approach
Post positivist approach
Logical positivist approach
Substantive approach
55
Rationalist approach
Identify a clear problem needing intervention
Gather relevant data and evidence before deciding
Compare alternatives on efficient and effectiveness
Follow a structured step-by-step approach from problem identification to implementation
56
Welfare economic approach
Maximize social welfare rather than individual gains
Evaluate policies on efficiency (Pareto efficiency) and equity
Concerned with distribution of resources and outcomes of society
Policy should improve overall wellbeing
57
Pareto efficiency
is a state in which resources are allocated so that no one can be made better off without making someone else worse off
58
Process approach
Cycle: understanding -> analyzing -> alternative choice -> implementing -> evaluating -> understanding ->
59
Substantive approach
Expertise in a specific field to help develop policy
60
Key role of G7, G20 and UN
Coordinate countries to combat global challenges
61
Think20
Engagement group provides support to G20 leaders. Stabilize commons, invest in social innovations, globalization
62
World economic forum
Climate change, polarization, rising income and wealth disparity, aging population, rising cyber dependency
63
Eurasia group
Global tech Cold War, erosion of institutions, protectionism 2.0
64
G zero world
No country is able to lead global governance
65
Policy deadlock
Attempts to combine economic development, environmental sustainability, and social inclusion have come with no consensus
66
Governance and democracy (4 points)
1. Challenges in their own right
2. Their effects generate debates, demands and reactions among citizens
3. Debates/demands need to be channeled through governance systems
4. Must be acted upon
67
Threats to geopolitical balance
Us-China rivalry
Competition over trade, technology, and military influence in the indo-pacific challenges global stability
Weakens multilateral cooperation and risks fragmenting the international order into rival blocs
68
Threats reflects shift in public political perceptions and loyalties
Rise of populism
Voters lose trust in traditional parties and institutions
Support leaders who have quick fixes
69
Threats to systems and institutions
Cyberattacks on critical infrastructure
Attacks on elections systems, hospitals, pipelines, and government systems
70
Declining trust, legitimacy, and quality of institutions
Generalized trust vs contingent trust
Post-2008 decline
Decline in generalized and subjective trust in governments and illiberal democracy
71
Decline in quality of democracy
Countries parties are becoming worse and advocating for more illiberal policies
72
Borders and global problems
borders create limits, but also force cooperation
hard border: completely closed
soft border: with closures, but allows trade/other important things to keep moving
shifting border: shifting rules (closed, vaccine passport, open)
73
Tensions in global politics
borders lead to power struggle and resources
countries at odds with each other
74
Economic implications of borders
trade disruptions, slower growth, export barriers
growing trade, easier trade, new markets
75
Shaping policy in early postwar period
understanding state-society relations
what is the best way of theorizing connections: marxists on class, nero-gramscians gave greater agency to the state, others look at interest groups
76
Marxist literature (class focus)
karl marx: the communist manifesto
ralph miliband: the state in capitalist society
77
neo-gramscian (state and agency hegemony)
antonio gramsci: prison notebooks
robert cox: production, power, and world order
78
interest group pluralism
david turman: the govermental process: political interests in public opinion
robert dahl: who governs? democracy and power in an American city
79
Pluralism
society as compromising almost limitless interests, mobilized around an almost equally limitless range of issues
80
Iron triangle
policy devisions are controlled by three players: agencies, interest groups, lawmakers
81
Issue networks
many different groups and individuals can influence policy, more flexible than iron triangle
82
Policy community
Actors who understood the ideas and terminology that define a policy area and have some level of interest in the area
Ex. Healthcare: doctors, nurses, hospital admin, patient advocates, insurance companies, gov health departments, researchers, media
83
Policy network
Subset of actors who have consistently high interest and interact with each other, often because of interdependencies
Ex. Healthcare: ministry of health, national doctors association, pharmaceutical companies, working together to approve drugs and regulation
84
Policy community and networks have informed policy in three ways
1. Describe policy roles - show what people or groups do in making policy
2. Explain change - help us understand why and how policies change over time
3. Give advice - guide governments on how to work better with society as things change
85
Halls three levels of change
First Order change: government changes leave, or settings of a policy while not altering actual instruments used or goals pursued
Second- order change: changes are made to the instruments and settings
Third-order change: shifts to the settings, instruments, and hierarchy of goals are made (paradigmatic change)
86
Shifting context and scope of networks, communities, and coalitions from globalization
All issues have international dimension
Rise of NGOs, philanthropic organizations, UN, etc
87
NGOs
Often link into networks and partnered with governments and companies to gain more access to decision-making processes leads to steering of government and business practices
88
Philanthropic foundations
Use wealth to exert influence on policy processes to advance the public good
89
MNCs multinational corporation and UN
Growing sector of affecting policy decisions across various sectors
Like coral reefs?
90
Three important factors at core of government work
Consultation
Engagement
Partnership
91
Lasswell and interdisciplinary studies
postwar rise of policy sciences and awareness of problem characteristics
calls for integrating science, politics, and public values
92
Simon and ill-structured problems
problems without clear goals, solutions, or data
cybersecurity continues to evolve, so new technologies create new weaknesses
93
Olson and collective action
individuals or states fail t o cooperate for the common good because each prefers to free-ride on others' efforts
no one reduces carbon emissions because they wait for others
94
Rittel and Webber and wicked problems
problems that are interconnected, have no stopping rule, and where every intervention changes the situation
housing affordability is tied to a multitude of factors so simple policy fixes are ineffective
95
Peters and degrees of wickedness
Not all wicked problems are equally wicked — they vary in complexity,
conflict, and uncertainty
96
the eightfold path of policy analysis by bardach and patashnik
define proble
assemble evidence
construct alternatives
select criteria
project outcome
confront trade offs
decide
tell story
97
define problem
and measure problem over time
98
assemble evidence
collect data
measure value of data
review literature
do "best practice" research
think freely, no confined mind
99
construct alternatives
be focused
explore the models
simplify alternatives
design policy alternatives
100
select criteria
evaluative criteria
efficiency
equality, fairness
community
legality
political acceptability
101
project outcome
project policy direction and its depth/magnitude
check risks and uncertainties
do sensitivity analysis
102
confront trade-offs
measure extra outcome from additional
break even analysis
check outcomes objectively
103
decide
if your decision is a great idea why has it not been done yet
decide then
104
tell your story
after defining the problem, conceptualize alternatives, considering criteria, assess projections and evaluating trades offs: tell your story to an informed audience
105
agenda setting
some issues rise on agendas while others are neglected
106
cohen, march, olsen - garbage can model
policy outcomes emerge unpredictably from a mix of problems, solutions, and participants in an organization
107
kingdon - multiple streams framework
policy change occurs when three streams: problems, policies, and politics, align creating a window of opportunity
several problem streams go into a policy window which sets the agenda
108
cobb and elder - systemic vs institutional agenda
systemic agenda inclues all issues receiving public attention. institutional agenda includes issues formally considered by policymakers
109
bachrach and baratz - two faces of power
overt power shape visible decisions, while covert power prevents some issues from even reaching the policy agenda
110
downs - issue-attention cycle
public interest in issues rises sharply, peaks, and then declines, influencing policy priorities
111
schon - ideas in good currency
ideas gain ingluence and shape agendas when they resonate with current political or social values
112
stone - causal stories
problems are framed as intentional, accidental, mechanical, or unintentional to influence how they are perceived and which solutions are pursued
113
four types of causes from causal stories
mechanical, accidental, intentional, inadvertent
114
three forms of complex causes
complex systems, institutional, or historical structure
115
hilgartner and bosk - social framing of problems
how an issue is socially framed affects whether it gains attention and enters the policy agenda
116
sources of alternatives
existing policy proposals
generic solutions
modified generic solutions
117
political capital
amount of good will a politician has
118
two approaches to problem definition
categorical approach
problem features approach
119
two stages of problem identification
frame/label a problem as a problem
identify a problem's characteristics, which then help to create the best instruments to address it
120
how governments decide which problems to address through the two most prominet agenda-setting theories
multiple streams framework (MSF): policymaking in which three streams (problem, politics, and policy) operate separately or together to get an issue on the agenda
punctuated equilibrium model: a process that simultaneously combines long, stable periods of policy consensus followed by bursts of change around new issues
121
three streams of multiple streams framework
problem recognition
politics of the situation
policy becomes chosen solution for problems
122
two features of punctuated equilibrium
policy image: explains the issue
policymaking venues
123
citizen science
citizens involved in research projects
124
Policy instrumented
The technical means of achieving a goal
125
most important influences on policy instruments
Rationalist lens and alternative lenses
* Three other dominant ideas:
* New public management (NPM)
* Entrepreneurial state
* Behavioural economics
126
Rationalism in Policy Design
Assumes problems can be clearly defined and solutions logically
designed.
Emphasizes evidence, systematic analysis, measurable results.
127
New public management and marini
Efficiency
Performance
Effectiveness
anti bureaucrats
"enabler" of development, not "doer"
triple helix model: legislative control (government), wealth generation industry, novelty + production + science + technology
128
entrepreneurial state
Government as active driver of innovation, not just regulator
129
Behavioural Economics in Policy
Integrates psychology into policy design
130
Substantive policy instruments
Seek to directly change the
behaviour of individuals, households, firms, organizations, etc.
carbon tax as example
131
Procedural policy instruments
Modify decision-making processes for
policies and programs aimed at achieving certain outcomes
ex. enviromental assessments
132
Institutional policy instruments
The creation or use of specific
agencies
133
Designing Policy: The Process
Policies are creative solutions, not just legislation or programs.
Creativity allows unexpected solutions, e.g., legalization of cannabis in
Canada.
Policy ideas come from:
Past approaches to the problem
Comparative analysis (what works elsewhere)
Political decision makers, civil servants, and outside ac
134
Policy instrument purpose
achieve an outcome in terms of:
• The behaviour of individuals
• Political, social, or economic conditions
• Services provided to the public
135
Describing 3 points of policy instruments
1. Behaviour of individuals
2. Political, social, or economic conditions
3. Services provided to the public
136
5 classifications of policy instruments
• Self-regulation,
• Exhortation,
• Expenditure,
• Regulation/Taxation,
• Public Ownership
137
5 broad categories of policy instruments
1. Self regulation: ex. Canadian medical association
2. Exhortation (information, persuasion, appeals)
3. Expenditure
4. Regulation/taxation
5. Public ownership
138
Classifications of policy instruments
Salamon (2002) typology: focus on third-party government collaboration
139
Policy instruments: a classification
1. Do nothing (static)
2. Act indirectly
3. Act directly
140
Policy instrument: doing nothing
Problem doesn’t exist, isn’t in government’s jurisdiction or priorities
Government lacks resources to fix issue
Problem exists but a precedent may be set that the government does not want
A problem exists but a system without government intervention is fixing it
141
Policy Instruments: Acting Indirectly
Information instruments: providing knowledge
Expenditure instruments: change calculus of costs, benefits, and financial resources - affirmative acts such as cash transfers and grants / negative acts such as taxes
Regulatory instruments: command and prohibit - economic = inefficient markets, social = to protect people/citizens, environmental = standards/limits
142
Policy Instruments: Acting Directly
Use of own resources or third parties
143
Contextual setting of policy instruments
Aspects within government systems vs those subject to societal influences
144
Criteria for assessment of policy instruments
Effectiveness (getting the job done)
• Efficiency (getting the job done with the least
resources)
• Fair distribution of costs and benefits
• Popularity and re-election
145
Institutionalism
The idea that the types of policies that governments pursue are linked to how the state functions
146
president jefferson introduces
spoil system (people who supported him on the campaign in adminstrative position)
147
Policy implementation
the process of transforming the
policy goals into results
148
Policies versus Programs
Policies are broad statements of goals of two forms:
general goals and operational goals
Programs are the initiatives taken to achieve those goals
by implementing those policies
149
Implementation is mainly the task of
civil servants
150
Two main reasons why implementation concerned those who study policymaking
Democratic Dilemmas: The Politics/Administration Dichotomy (Policy decisions should be made by elected representatives and the role of the bureaucracy is to
implement those policies)
Efficiency Dilemmas: Policy is expected to be implemented a
reasonable cost and without undue delay
151
Brinkerhoff and Crosby book
the “How” is more critical than “What”
152
Five different styles of implementation based on the
interaction of politician and bureaucrat
1. Classical technocratic (typical bureaucrats)
2. Instructed delegate (bureaucracy given discretion)
3. Bargaining (cooperation between policymakers and implementors
due to lack of agreement)
4. Discretionary experimenter (As policymakers lack specific knowledge,
policy implementor have substantial discretion)
5. Bureaucratic entrepreneur (policy goals framed and policy
implemented by bureaucrats)
153
three types of rationality
* Technical rationality: focus on cost-effectiveness and efficiency
and often made by experts
* Political rationality: focus on political considerations
* Bureaucratic rationality: Bureaucrats may be motivated by a
desire to hang on to what they have and increase their budgets,
staffs, program responsibilities, and prestige
154
in order for policies to succeed they must have good
design, implementation, and public support
155
three H framework
Head, Hands, Heart
156
Hogwood & Gunn’s Key Requirements for Successful
Implementation
Competency: Skilled and capable officials must carry out the policy.
Strong Planning Capacity: Clear planning and coordination mechanisms must be in place.
Adequate Resources: Sufficient financial, human, and technical resources are needed.
Authority to Act: Implementing agencies must have the legal and political authority to make decisions.
Complete Understanding of Goals:
All actors must share a clear understanding of the policy’s purpose and desired outcomes.
157
Sabatier & Mazmanian (1981): Key Factors for Effective Implementation
Clear Legislation
Well-Resourced Agency
Effective Interagency Coordination
Supportive Implementers
Favourable Decision-Making Access
158
Pressman-Wildavsky’s implementation model:
A chain of statistically independent nodes or clearance points, with an attached probability of approval and why programs that seem to have everything can still fail
159
Bardach’s “Games” Concept
Implementation is defensive and dynamic
Games approach:
* Players with resources, strategies, and rules.
* Outcomes uncertain and negotiated over time.
160
Key Insights on Policy Implementation success
* Clarity vs flexibility
* Top-down directives vs bottom-up discretion
* Organizational capacity, political negotiation, and individual leadership
161
forward mapping
* Government sets national targets for healthier school meals.
* Ministries issue guidelines to schools, expecting compliance.
* Success measured by adherence to guidelines across all schools.
162
backward mapping
* Start at the student level: behavior change (e.g., eating more fruits/vegetables).
* Identify which schools or classes can most influence student choices.
* Direct resources and support (training, funding, menus) to those units.
* Success measured by actual improvement in student nutrition, not just compliance.
163
three main shifts of policy implementation
1. Rise of behavioural economics
2. Rise of new public management (NPM)
3. Rise of responsive regulation
164
Behavioural Economics
* Focuses on the end user
of the policy or program
* More conducive to
randomized control trials
165
New Public Management
* Critical of traditional
bureaucracies
* Asks if government should be
involved
* Stresses non-governmental
actors in delivery
* Focuses on outcomes and
performance
* Looks to hybrid forms of
delivery
166
Responsive Regulation
* Suggests looking closer at
business executives’
motivations
* More nuanced—asks
policymakers to consider
when and how the state
should intervene
167
The Role of Values (Ethics and Accountability)
* A desire for fiscal farsightedness is coupled with the
realization that a strong, effective, dedicated public
service is needed
* Denhardt & Denhardt proposed the need for a “new civil
service” rooted in public servants’ responsibility to serve
and empower citizens in order to build trust and
collaboration
168
The Canadian approach in 1990s and 2000s
was tepid compared to
other countries
169
The Problems of
Implementation
Attitudes and Beliefs of Administrators
Space and Autonomy
Interests
Culture: Organizational and Political
170
The Policy System
Inputs (policy) → process (digital transformation) → outputs (citizen
satisfaction) → outcome (national happiness)
171
Jeffrey Sacks
gross happiness index
172
Singapore's smart vision
* National Digital Identity (NDI): One secure login for all public and private services.
* Smart Mobility: Integrated transport data analytics for congestion control and real-time planning.
* SkillsFuture Program: Lifelong learning credit for all adults to prepare for a digital economy.
Meritocracy
173
Policy Evaluation
measurement of an agency’s performance
institutionalized throughout the government
174
Program evaluation
budgetary process that requires all
departments and agencies to justify their spending requests
175
Impact assessment
used to determine whether a
government project will have adverse environmental
consequences – should it be continued or not
176
hawthorne effect
people being studied will do better than normal
177
expert evaluators
post war experts names found in session 16
178
Why Public Policy Communication Matters
* Policy only works when it is understood and accepted by
stakeholders.
* Effective communication builds trust between government,
institutions, and citizens.
* Helps shape public opinion and encourages informed participation.
* Supports implementation and compliance of policies.
* Policy → Communication → Public Understanding →
Implementation → Feedback
179
Program theory
Hypotheses and explanations about the causal links that connect the program inputs with the expected program outputs
180
Implementation theory
Captures the specific activities and resources
mobilized with regards to each of the links in the program’s causal chain
181
Logic model
A narrative of what the program is targeting, how it works, and what it is trying to achieve
182
Performance audit
answers two questions:
1. Are programs being run with due regard for economy,
efficiency, and environmental impact?
2. Does the government have the means in place to measure a program’s effectiveness?
183
Financial audit - auditor general conducts
Is the government keeping proper accounts and records and presenting its financial information fairly?
Ensures that the transactions conform to laws and regulations
184
Special examination of crown corporations by auditor general every ten years
Special examination of a Crown corporation scrutinizes the management of the Crown corporation
185
The Expenditure Review Committee (ERC) reviews all federal spending, replaced by results division of treasury board secretariat
Focus on a more open and transparent means to assess government performance
Goal was to make policies permanent
186
Limitations to evaluations
determining all the consequences of policy decisions
the methodological problems
Objectivity
187
Why private sector is better than public sector
1. Situational ambiguity. Public officials are less able than their private counterparts to define an efficient course of action
2. Incentives. Public officials tend to be less motivated than their private-sector counterparts to identify an efficient course of action
3. Authority. Public-sector officials often lack the authority to carry out their efficiency improvement schemes
188
Role players in evaluations
Initiators:
• Political leadership
• Government officials
Reviewers:
• Think tanks (e.g. MBRSG)
• Consultants
Voluntary bodies:
• Strong community
• Media
189
Policy evaluation actors
Public sector (internal)
• Public Agency (Federal and Provincial)
• Local government
Civil society (external)
• Media (Press, Social media)
• CSOs
• Community group
• Environmental
190
Selling Policy
* Policies must be “sold” to multiple audiences: government officials,
legislators, stakeholders, and the public.
* Oral, written, and visual communication are essential (presentations,
websites, YouTube).
* Issue framing helps the public understand complex problems, e.g.,
climate change images.
* Framing guides interpretation through existing values, experiences, and
attitudes (Nisbet, 2009).
* Communication builds legitimacy and trust, crucial for policy adoption
(Fischer, 2003).
191
Stone’s four modes of symbolic representation:
1. Narrative stories
2. Metaphors
3. Ambiguity
192
spin - news coverage
rephrasing of something in news for bias
193
Soroka’s three types of public policy issues in media:
* Prominent: Wildfires in Alberta or British Columbia—major impact
and widely reported across Canada.
* Sensational: The 2023 bus crash in Saskatchewan—shocking and
dramatic, drawing intense media attention.
* Governmental: Canada’s federal budget announcement or changes to
immigration policy—directly involves government action and
decision-making.
194
Post-truth society
Thinking based off emotions and beliefs instead of facts
195
Using Clear Messaging to Promote a Unified Canadian Economy
* Strategic Framing: Carney positions the policy as an “internal engine”
of growth, emphasising domestic unity and resilience.
* Clarity and Purpose: Messaging ties infrastructure, internal trade
reforms, and trade negotiation moves to Canadian workers and‑
businesses.
* Tone and Persuasion: The communication is assertive yet pragmatic,
balancing urgency with measured action to build credibility.
* Identity Driven Messaging:‑ Policy is presented as part of Canada’s
national economic identity — “one economy, one future.” (canada.ca)
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New Public Management (NPM) reforms in 1980s + 90s
* Tangible results-focused:
* Results-Based Management (RBM) frameworks introduced in federal
departments.
* Treasury Board initiatives to measure program outputs and efficiency.
* Rhetorical signaling:
* Public speeches and departmental reorganizations emphasizing accountability and managerial professionalism without immediate operational changes.
improve service delivery
align political promises with
administrative action.
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Key Challenges in Policy Experimentation
* Balancing political priorities with administrative feasibility.
* Avoiding short-term fixes that ignore long-term outcomes.
* Ensuring public servants remain motivated and involved.
* Integrating new tools (like deliverology) with existing evaluation and
reporting systems.
* Measuring impact on citizens rather than just internal metrics.
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Deliverology: Trudeau’s big policy
change
Focus: improving policy delivery, aligning ministers and civil servants.
* Adopted in Canada under Prime Minister Justin Trudeau (2015).
* Goal: clear priorities and measurable results.
* Results and Delivery Unit set up in Privy Council Office (PCO).
* Departments assigned “delivery officers” to track progress.
* Trudeau monitored outcomes via cabinet committee.
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Role of Mandate Letters
* Ministerial mandate letters made public, outlining goals.
* Online tracker introduced to monitor progress.
* Increased accountability and transparency.
* Departments pressured to implement commitments.
* Linked political priorities to administrative execution.
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Top-Down Approach
* Command-and-control methods demotivate public servants.
* Focus on hierarchy, not collaboration.
* Centralization reduces flexibility and innovation.
* Canadian case studies: decentralization yields better outcomes.
* Perceived to ignore civil servants’ expertise.
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What do policy professionals actually do in their work?
* A range of activities, well beyond “core” policy
analytic work
* Policy work is analytical, consultative,
communicative, and mostly process oriented
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Policy capacity vs. competence
* Policy Capacity = system-level ability
* Policy Competence = individual/team skills
Skills and Competencies of
Policy Professionals
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Policy Capacity
* Structures, tools, HR systems, learning platforms
* Supports consistent, high-quality policy work
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Policy Competence
* Evidence analysis, engagement, communication
* Practical judgement and policy design skills
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United Kingdom’s Policy Profession
Standards
Distinguishes three career stages
* Level 1: Attaining knowledge
* Level 2: Applying skills
* Level 3: Leading the way
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internal vs external network
internal: whole of government, collaborative government
external: international (UN) or regional (MERCOSOR)
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Policy Interest in Whole-of-Government approach
seeks to apply a more holistic reform
strategy by applying insights from the other social sciences rather than just economics
tony blair's “joined-up government”
tries to facilitate horizontal and vertical coordination in order to
eliminate situations where different policies undermine each other
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