ACTIVITIES OF PUBLIC POLICY
Getting problems to government(Chapter
4)
Agenda setting,
including events and (for
further information) non-decision-making
Access (to whom?)
Formulating proposals (Chapter 5)
Is the formulation Routine,
Analogous, or Creative
Perspective of expertise used in
the formulation
Legitimating programs (Chapter 6)
Legitimation < = > Legitimacy: Each builds
or undermines the other
Building majorities; Multiple
veto points
Budgeting for programs (Chapter
7)
Allocation of Resources, an Annual Replay
1. Authorization (through committee with
program jurisdiction)
2. Appropriation (through
appropriation subcommittee)
3. Allocation (by executive-branch
dispersing
agent)
Implementing programs (Chapter 8)
Discretion in implementation (it's
not over yet)
Perspective of agency and of
professionals chosen
Are resources (capacity) adequate?
Many branches and levels
involved
Evaluating programs (Chapter 9)
Choice of purpose (of evaluation;
of program)
Resolution (Chapter 10)
Re-Solution
Problems:
1. These are not activities that occur in a particular order. They would be better diagramed as a circle than a line. But even a circle does not show the complexity of the relationships between these activities and uncertainty of their order. Any or all may be occurring at a particular point in time and any one may loop back to any other activity.
2. Looking at the activities as
separate processes may
fail to reveal (for further information) important actors
and
methods of
influence.