Policy Implementation: Lessons from the Chilean Policy on Public Management Modernization

Abstract

This paper analyses the implementation of public management modernization policy between 1990 and 2013, applying the taxonomy by Hasenfeld and Brock (1991)

Implementasi Kebijakan Pengurangan Penggunaan Kantong Plastik

“…Terlebih lagi pentingnya keterlibatan semua instansi dan OPD pada Pemerintahan Kabupaten Bekasi melalui koordinasi yang dilakukan, mengingat penggunaan kantong plastik menjadi masalah bersama baik yang terkait secara langsung maupun tidak langsung. Koordinasi dalam proses komunikasi antar organisasi menjadi faktor yang menilai sejauh mana para aktor bertanggung jawab akan implementasi kebijakan (Arruada & Buainain, 2018).…”

The influence of age factors on the reform of the public service of Ukraine

“…This should create a balanced, reliable and efficient modern system of public administration. The study of the main problems of public administration in terms of the effectiveness of its human resources was carried out by foreign scientists such as Androniceanu, 2011;Androniceanu and Abaluta, 2008;Veronesi et al, 2018;Manole, 2006;Nica and Popescu, 2010;Hooijberg and Choi, 2001;Horton, 2009;Werner, 2019;and Colebatch, 2017. In many countries (Romania, the Czech Republic, Georgia, Chile and others), attempts are made to review the work of the state authorities in order to improve the quality and efficiency of civil services (Manole, 2006;Ochrana et al, 2017;Olavarria-Gambi, 2017). Similar processes are taking place in the Ukrainian society; therefore, the analysis of identical transformations of other countries gives an opportunity both to draw positive results and to anticipate and avoid the probable negative risks of this process for Ukraine.…”

“…A number of scientists (Ikrath, 2018;Khoshtaria, 2018;Derado, 2016;Kolářová et al, 2016) have conducted research on the main types and motives of behavior, abilities and values of generations. According to the results of the literature review (Olavarria-Gambi, 2017;Ochrana et al, 2017;Kubíčková et al, 2018), in the context of reforming the civil service, heads of institutions should form teams of workers of different generations with different expectations and methods of work. This greatly complicates the selection of staff, the formation of teams, the choice of training programs and the motivation of employees, and so on.…”

Decoupage Governance: Design-Outcome Gap

“…Since the 1980s, two perspectives are opposed in the way of understanding the process: (i) up-down perspective presumes that the executer develops activities according to the objectives and indications given by the authority (Meny and Thoening 1992); (ii) bottom-up perspective focuses attention on the set of formal and informal relationships that occur between different actors that execute the policy (Howlett and Ramesh 2003). Thus, the results do not always respond to the design (design-outcome gap), independent of the quality of said design (Olavarría-Gambi 2007).…”

“…The connection between them throughout the entire structure of the policy (design, dissemination, implementation, and evaluation) becomes artificial (Jiménez 2019;Zamora 2015). To look at public policies in a process perspective is to understand that it operates at different levels, from the definition of the public problem to the moment in which the effects of it are verified (Olavarría-Gambi 2007). Thus, its analysis is oriented to answer how the implementation of the policy responds (or not) to the intention of its design (Pressman and Wildavsky 1998).…”