ceen 590 actor dynamics
DESCRIPTION
CEEN 590 Actor Dynamics. Today’s agenda. Policy Cycle Government actors - incentives Interest Groups Interests Resources Strategies. Agenda-Setting Policy Formulation Decisionmaking Policy Implementation Monitoring and Evaluation. Policy Cycle Model. Agenda-Setting – Definitions. - PowerPoint PPT PresentationTRANSCRIPT
CEEN 590 Actor Dynamics
1
Today’s agenda Policy Cycle Government actors
- incentives Interest Groups
Interests Resources Strategies
2
Policy Cycle Model
3
Agenda-Setting
Policy Formulation
Decisionmaking
Policy Implementation
Monitoring and Evaluation
4
Agenda-Setting – Definitions
Social Agenda (general, systemic): issues that the public thinks deserve attention from government measures: polls, media
Formal Agenda (government): issues explicitly up for active and serious consideration by policy makers measures: announced proposals,
throne speech
5
Agenda-Setting - Process
Kingdon’s “streams” model: a confluence of Problem stream Politics stream Policy (solution)
streamOpens a “policy
window”Opportunity for
“policy entrepreneurs”
6
Agenda-Setting - Process
Changes in “Problem” indicators knowledge, technology focusing event
Changes in “Politics” changing public mood elections interest group strategies
Policy Cycle Model
7
Agenda-Setting
Policy Formulation
Decisionmaking
Policy Implementation
Monitoring and Evaluation
Policy Formulation
THINKING Policy analysis of
alternatives
TALKING Consultation with
stakeholders
8
Implementation – conditions for successClear, consistent objectivesSound causal theoryAdequate administrative authorityCommitted, skillful implementersSupport from stakeholdersFacilitative socio-economic
conditions
9
Interest groups in contextStrategic actors
Government▪ Elected officials▪ Bureaucrats
Non-government interest groups
10
Government Actors -Interests, Resources: Politicians
resource: authorityObjectives: reelection, policy
objectives, power reelection comes first -- fundamental
constraint effect: public opinion matters
11
The Impact of Public Opinion on Public Policy: BURSTEIN impact of public opinion is
substantialsalience enhances the impact of
public opinion impact of opinion remains strong
even when the activities of political organizations and elites are taken into account
responsiveness appears not to have changed significantly over time 12
resources authority expertise
objectives policy objectives power (budgets, jurisdiction) autonomy
13
Government Actors –Interests, Resources: Bureaucrats
Stakeholders Some not formally
organized as groups Stakeholder attributes
Power Legitimacy Urgency
Position value (favor, oppose, neutral)
Vested interest impact level Level of impact Probability of impact
14
Power/Interest Grid
Interest Groupsenergy firms trade associationsenvironmental NGOsaboriginal groupsconsumer groups (?)List of actors
What are the interests of your group?
16
17
Value orientations
5 - Strong environmental values
On a scale from 1 to 5, with 1 being extremely supportive of energy development and 5 being extremely supportive of environmental conservation, how would you rate your simulation group's values?
4- Moderate environmental values
2 - moderate pro development values
3 - neutral1 - Strong pro development values
Group Resources
moneyexpertise (substance, process)skilled leadership (effective,
charismatic)appealing causepublic opinioncontactscontrol over investment, jobs
18
Group Resources – The Privileged Position of Business control over investment, jobs
government seeks reelection reelection depends on jobs, healthy economy jobs, growth created by investment investment a function of business climate government constrained from undermining
business climate
19
What resources does your group have to influence public policy?
20
Actors Strategies – First orderadopt those most likely to advance their interests
lobby influence public opinion
through media influence market
behaviour finance elections litigation form coalitions direct action
(demonstrations, civil disobedience)
21
Actors Strategies II – Second Order change the rules
of the game within an arena Expanding
participation shift the venue to
another arena Legislature to
cabinet Provincial to federal Domestic to
international Government to
market
idea-based strategies to reframe problem in framing
arguments, actors appeal to widely shared values and expert authority▪ “green jobs”▪ Dirty oil vs ethical oil▪ NextGen Climate ad
22
Group Strategies - Pralle
23
Political Risk Analysis
CAPP 2012
The Five Major Projects
Pipeline capacity vs oil sands growth
Analytical Framework Veto points
Any institution with authority to block project
Problem structure – distribution of costs and benefits Are impacts concentrated or
diffuse▪ Concentrated: oil spills, industry
profits▪ Diffuse: climate impacts, tax
revenues Are environmental risks and
economic benefits separated across veto points
Political Risk Factors the probability of success of any particular
proposal depends on the relative balance of power of the pro- and anti-pipeline coalitions within the relevant jurisdictions.
Political risk is a function of:1. number of institutional veto points2. whether opposition groups have access to veto
points3. whether the project can take advantage of existing
infrastructure4. the salience of place-based, concentrated
environmental risks5. the jurisdictional separation of risks and benefits
Strategic Actors
Pipeline companies
Oil sands companies
Refineries Environmentalists
Spill risks climate
Aboriginal groups Landowners Governments
Institutions
UNITED STATES
Divided government Presidential
government Adversarial legalism State control of
pipeline siting
CANADA
Conservative Majority Leader-centred
parliamentary system Enabling legislation Provincial control of
land and resources Federal paramountcy First Nations with
strong rights
Table 2 – The Political Risks of Five Oil Sands Pipeline Proposals
Keystone XL Northern Gateway
Kinder Morgan Expansion Line 9 Energy East
Veto points High High High Medium Medium
Opposition access to veto points
Medium High High Medium Medium
Need for new infrastructure High High Medium Low Medium
Concentrated risks
Medium High High Medium Medium
Risk-benefit separation
High High High Low Low
Wrap up
Policy cycleActors
Interests Resources Strategies
Political Risk AnalysisNext up: policy analysis
Case study on NGP divide work over impacts
33