Policy Analysis in the Twenty-First Century: Complexity, Conflict, and Cases by Beryl Radin

Author:Beryl Radin [Radin, Beryl]
Language: eng
Format: epub, pdf
Tags: Public Policy, Political Science, Public Affairs & Administration, General
ISBN: 9781000007831
Google: _uuYDwAAQBAJ
Goodreads: 43747184
Publisher: Routledge
Published: 2019-05-16T12:13:23+00:00

Examples from the Cases That Do Not Include a Recommendation

Margaret Trumball recently moved from the United Nations headquarters in New York to the European Commission headquarters in Brussels. She was assigned to the migration policy unit in the commission whose top official was from Poland. While she knew something about the migration issue, her experience at the UN was quite different than that at the European Commission. She realized that the migration issue was immediate and problematic for some of the member nations while others were not as concerned about it. The differences were especially clear after the expansion of EU membership following the collapse of the Soviet Union. After immersing herself in the issue, she thought that the situation suggested that her product as a policy analyst would not make a single recommendation but, rather, would provide alternatives to be considered by the individual countries. She hoped that her analysis would provide a framework that would allow the members to discuss the issue and craft a decision that was agreeable to them.

James Williamson had been recently hired by a consortium of foundations that supported higher education programs for students from families who did not have the resources to pay for college for their children. While new to this job, he was quite familiar with its activities. His current task was to define expectations about the use of the consortium’s funding. Over the past 15 years he had been employed by two of the state agencies that received funds from the consortium. His past experience made him sensitive to differences in the structure of the state government, the demographic composition of the population in the state and the financial conditions that set the context for allocation of expenditures. In addition, he was not as familiar with the expectations of the members of the program’s board. Given all of this, he was wary of jumping into a highly structured set of requirements. He thought of two alternative strategies. One would be to only develop options, not a recommendation. The other strategy would involve an incremental approach, focusing on one set of issues at a time rather than a total package or viewing the options as different processes (rather than substantive policy suggestions).

WANG Liping thought he was taking a leap of faith when he identified the members of a group that would advise him. He drew the members from bodies that each had unique think tank capacities, responding to different theoretical perspectives as well as immediate policy problems. He doubted whether the six members had ever had contact with one another or even saw themselves occupying shared policy space.

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