Challenges and Pitfalls of Policy Implementation

The implementation stage of the policy process is by definition an operational phase where policy is actually translated into action with the hope of solving some public problem. Theodoulou and Kofinis identify three key challenges which they believe can routinely impede the effective implementation of public policy. Those three challenges are:

Clarity of Policy Goals:

ìClear policy or program goals help specify the ends or objectives desired from the policy action. Ideally, policies should be formulated with consideration of what the actual specific goals of the policy areÖA goal stated with clarity and specificity not only provides direction but also improves the basis by which policies can be evaluated, for accountability, efficiency, and effectiveness (2004, p. 183).î

Information Intelligence:

ìInformation intelligence refers to the strategic necessity for constant feedback as to how implementation is progressing, as well asÖpreliminary assessments of impactsÖGiven the increasing reliance on multiple bureaucracies, information and feedback is essential to gauge the degree of interagency and intergovernmental cooperation and conflict, which may be affecting implementationÖInformation intelligence requires a high level of communication and feedback not only from the agencies involvedÖbut alsoÖfrom the population affected by the policy action. Implementation can be improved only if the implementers have insight as to how a policy or program is affecting a target population (2004, p. 184).î

Strategic Planning:

ìThe purpose of strategic planning, within the context of policy implementation, is to highlight the importance of assessing the capacity of an agency to meet specific implementation tasks and goals mandated by the policy decision. Essentially, strategic planning is a tool with which the agency can evaluate its ability to achieve the goals of the policy, as well as plan for how the policy will be executed (2004, pp. 184-185).î

It is important to note that these three key implementation challenges as briefly outlined above do not represent the universe of potential problems that can be encountered during the implementation stage. Peters identifies many other pathologies and variables which can equally impede successful policy implementation. Some of the policy distracters discussed by Peters are similar to those identified by Theodoulou and Kofinis and they include: the vagaries of the legislation, the number and diversity of competing interest groups involved in the policy process, organizational disunity of the institutional actors, standard operating procedures employed by administrative agencies, poor organizational communication both internal and external, the perceived inability of administrative agencies to learn from prior experiences in a reasonably quick period of time, inter-organizational politics and conflict, and the difficulties experienced with vertical and horizontal implementation structures (Peters, 2007). The importance of the knowledge of these challenges is that it helps us to understand that policy implementation is not easy to begin with, and it can be made much more difficult if no attention or consideration is given to these potential pitfalls and the subsequent obstacles that they can engender if they are ignored.