Design policy alternatives When pre-existing alternatives are insufficient — e. To get a stable design — especially under trial-and-error — Bardach suggests a few starting point: Identify parameters that make the production system e.
An alternative should be presentable by a simple sentence or even a phrase.
This will guarantee that policy leaders understand all of the potential positive and negative outcomes from a specific policy choice and action. Therefore, criteria should be chosen based on outcomes and impacts policy leaders would like to see from a policy option.
Essentially they represent a genetic algorithm that represent a common process of change over time. However, if the design on the one hand is too rough potential stakeholders may not engage fearing early-mover vulnerability or may float their own ideas complicating the process.
Another set of interesting parameters are those that induce the highest performance levels.
Ultimately, you should be able to produce crystal clear sentences on what your clients gets and gives up from choosing a certain policy alternative.
In the exclusive sense an alternative replaces a policy and they cannot be enacted at the same time where as in the inclusive sense an alternative can be applied in conjunction with the policy and potentially enhance the results.
Retrieved September 17,from https: First the system needs to be designed in a steady running state and second a transition towards that state needs to be designed. Choose a policy alternative based on your analysis. In recounting the process to the client, it is important to clearly tell the story; trade detail for brevity.
Look for design pattern in previous policy designs even in different fields to find useful approaches to your problem. However, it is often difficult to pinpoint the most effective policy alternative from this process.
Bardach calls the appropriate moment rough-but-not-to-rough. It is important to note that if you misdiagnose the problem, the policy solution is likely to fail.
However, it should not be reduced to its summary and an extensive version should be available. This evidence should be strong enough to make your audience care about the problem and want to read further about solutions to address the problem.
Assemble some evidence Step Three: Conceptualize and Simplify The list of alternatives should not be overwhelming, so only a small set of well-thought alternative should be presented. Evaluate each policy alternative based on the criteria.
Below, I quickly outline each step and provide a few insights and tools that will assist your analysis. Modelling Casual models explaining the cause of problems can be useful to determine policies and intervention points but often a direct chain of causes cannot be constructed. This includes conducting a cost-benefit analysis, cost-effectiveness analysis, or multi-attribute analysis.
The process differs from merely comparing alternatives in that it needs to be shown that the design fulfils the demands it needs to be shown that the design is consistent it might need to be adjusted to be realistic it often requires trial-and-error A good way to getting a hold of the loftiness of policy designing is to set targets e.
Stakeholders It is useful to involve stakeholders as soon as possible to get feedback and find supporters and identify potential opponents and their reasons of opposition.
Another way to obtain alternatives is by designing them, however, more often than note a creative brainstorm will not produce a new world-changing idea that has not been proposed yet.
Construct the alternatives The word alternative lamentably is used with varying meaning. The criteria will enable you to evaluation each alternative across the same metrics in order to ultimately determine the best policy option.
You should consider three types of audiences, 1 those that will spend 30 seconds reading your analysis, 2 those that will spend 3 minutes, and 3 those that will spend 30 minutes.
Variants of alternatives should be considered as one for this purpose and only be looked at once an alternative is chosen. There are several criteria commonly utilized by policy analysts: Usually, the design process can be grouped into two distinct tasks.
If the design on the other hand is to polished stakeholders may oppose simply for not being consulted. Steps 1 through 4 focuses on framing the analysis, while steps 5 through 8 emphasize doing the analysis.The eightfold path is a method of policy analysis assembled by Eugene Bardach, a professor at the Goldman School of Public Policy at the University of California, Berkeley.
It is outlined in his book A Practical Guide for Policy Analysis. A Practical Guide for Policy Analysis: The Eightfold Path to More Effective Problem Solving, 4th Edition 4th Edition by Eugene S. Bardach (Author)/5(68). 1 A Practical Guide for Policy Analysis (Eightfold Path) Eugene Bardach Introduction Consumer as client (everything that that entails) Policy analysts in multiple positions.
Bardach, Eugene. A Practical Guide for Policy Analysis: The Eightfold Path to More Effective Problem Solving. Washington: CQ Press, Barker, Kathy. A practical guide for policy analysis: the eightfold path to more effective problem solving Responsibility Eugene Bardach, Richard and Rhoda Goldman School of Public Policy, University of California, Berkeley, Eric M.
Patashnik, Frank Batten School of Leadership and Public Policy, University of Virginia. An overview of Eugene Bardach's eightfold path to public policy analysis with some strategies and tips for application of the eight step method.Download