Problems of Steering and Control in Decentralized Public Programmes: Some lessons from the US Manpower Programme

In: Policy & politics, Band 9, Heft 1, S. 73-103

Abstract

As Lewis Gunn has recently pointed out, academics have hitherto been preoccupied with policy formulation, leaving the practical details of policy implementation to administrators. This situation, as he suggests, is rapidly changing. There is now a growing concern with problems of implementation and indeed with policy 'failures'. We have gradually come to realize that there is considerable truth in the saying that he who implements, decides policy. There is also a greater awareness that the type of system selected to deliver or administer policies may be an important determinant of the 'success' or 'failure' of many policy programmes. An added complication is that measurement of success or failure is itself difficult and at times impossible. What may seem failure to the central policy-maker (be he politician or civil servant) may be seen as success by the regional or local implementor. The results of evaluation studies of public policies will vary according to whether the evaluator adopts a 'top down' or 'bottom up' view of the policy process. In any event the researcher must be aware of differing objectives both in terms of the policies themselves and in terms of personnel involved in delivering those policies.