The Federal Bureaucracy and the Public Policy Process Creating and Executing the Laws

2. 12 The Federal Bureaucracy and the Public Policy Process Creating and Executing the Laws

3. 12 Learning Objectives Outline the constitutional roots of the federal bureaucracy, its organizations, and its employees 12.1 Analyze the bureaucracy's tools of implementation and their effectiveness 12.2

4. 12 Learning Objectives Assess presidential and congressional efforts to control the federal bureaucracy 12.3 Relate politics and public policy, and differentiate the three types of public policy 12.4

5. 12 Learning Objectives Outline the key steps in making public policy, and assess the different types of policy solutions 12.5 Assess ways in which citizens can influence the public policy process 12.6

6. Understanding the Federal Bureaucracy: Constitutional Origins, Organizations, andEmployees 12.1 • Building the Federal Bureaucracy • Types of Federal Organizations • Types of Federal Employees • Regulating Employee Conduct

7. Building the Federal Bureaucracy Foundations Constitution established authority to create bureaucracy Congressional role Can create new agencies Determines staff and budget 12.1

8. 12.1 Alexander Hamilton

9. 12.1 FIGURE 12.1: Measuring the estimated total number of federal employees

10. Types of Federal Organizations Departments 15 departments Inner cabinet: Defense, Health and Human Services, Justice, State, Treasury 12.1

11. 12.1 FIGURE 12.2: The Department of Homeland Security

12. Types of Federal Organizations Independent stand-alone agencies Independent regulatory commissions Government corporations U.S. Postal Service Amtrak 12.1

13. 12.1 Goldman Sachs

14. Types of Federal Employees Presidential appointees Manage the bureaucracy Senior Executive Service Appointed after intensive review Civil Service Designed to provide administrative continuity Andrew Jackson's “spoils system” Merit system (1883) 12.1

15. Regulating Employee Conduct 12.1 • Regulation of political participation • 1939 Hatch Act • Hatch Act 1993 • Permits greater political participation • Ability to hold party positions • Party fund-raising • Campaigning

16. 12.1 National Treasury Employees

17. 12.1 12.1Which of the following are the largest organizations in government? • Government corporations • Independent regulatory commissions • Independent stand-alone agencies • Departments

18. 12.1 12.1Which of the following are the largest organizations in government? Government corporations Independent regulatory commissions Independent stand-alone agencies Departments

19. The Job of the Federal Bureaucracy 12.2 • Making Regulations • Raising Revenue • Spending Money

20. Making Regulations Regulations turn policy into action Administrative Procedure Act of 1946 Publication in Federal Register “Notice and comment” period Judicial review 12.2

21. 12.2 FIGURE 12.3: Pages in the Federal Register

22. RaisingRevenue Federal Revenue includes: Income taxes Payroll taxes Social Security Disability Unemployment insurance Licenses, Fees, Permits Borrowing money Federal Reserve Board 12.2

23. Spending Money Uncontrollable (“nondiscretionary”) spending NOT subject to Congress or President without major change in law Makes up most of federal spending Discretionary spending Subject to budget cuts, increases 12.2

24. 12.2 FIGURE 12.4: Uncontrollable spending in 1962 and 2012

25. 12.2 12.2In which of the following ways do federal agencies execute laws? • Writing regulations • Collecting taxes • Spending money • All of the above

26. 12.2 12.2In which of the following ways do federal agencies execute laws? • Writing regulations • Collecting taxes • Spending money • All of the above

27. Controlling the Federal Bureaucracy 12.3 • Separate Controls • Shared Oversight • Does the Federal Bureaucracy Work?

28. Separate Controls Executive branch Restricted by checks, balances, separation of powers Does control organization, appointments, budgeting Legislative branch Controls through appropriations Confirmation of appointed officials Investigations and hearings 12.3

29. Shared Oversight Presidential controls Office of Management and Budget “Central clearance system” Congressional controls Government Accountability Office Congressional Budget Office Types of oversight: “Police patrol” “Fire alarm” 12.3

30. Does the Federal Bureaucracy Work? 12.3 • Most Americans wary of major cutbacks • Flaws in the system • Management-heavy organization • Outdated personnel system • Slow and complex appointments process • Program/agency redundancy • Sagging public confidence in the executive branch

31. 12.3 Salmon

32. 12.3 FIGURE 12.5: Trust in the executive branch

33. 12.3 12.3Which of the following is typically used for oversight by the executive branch? • Department of State • Congressional Budget Office • Government Accountability Office • Office of Management and Budget

34. 12.3 12.3Which of the following is typically used for oversight by the executive branch? • Department of State • Congressional Budget Office • Government Accountability Office • Office of Management and Budget

35. Defining Public Policy 12.4 • Types of Public Policy

36. 12.4 TABLE 12.1: Politics and policy

37. Types of Public Policy Distributive policies Defense, Social Security, etc. Redistributive policies Welfare, Head Start, etc. Reverse distributive policy Reductions on benefits 12.4

38. 12.4 12.4Which of the following extends benefits to everyone? • Nondistributive polices • Reverse distributive polices • Redistributive policies • Distributive policies

39. 12.4 12.4Which of the following extends benefits to everyone? • Nondistributive polices • Reverse distributive polices • Redistributive policies • Distributive policies

40. The Public Policy Process 12.5 • Making Assumptions About the Problem • Setting the Agenda • Deciding to Act • Deciding How Much to Do • Choosing a Solution • Deciding Who Will Deliver the Solution • Passing a Law and Making Regulations • Running the Program Day to Day • The Order of Action

41. 12.5 FIGURE 12.6: The eight steps in making public policy

42. Making Assumptions About the Problem Random elements/unpredictability Influence ability to make accurate assumptions Time Speed of events can outpace assumptive models 12.5

43. Setting the Agenda Defining the agenda Issues under government consideration Determined by the majority party Representative of majority's electorate Other influences on the agenda National emergencies On-going problems Think tanks 12.5

44. Deciding to Act Public pressure changes with time The “issue-attention” cycle Discovery Emergence The Problem of cost Decline Exit 12.5

45. 12.5 FIGURE 12.7: Concerns about the environment, 2000–2012

46. Deciding How Much to Do Incremental policy Small; easiest to create Most efficient way to advance an idea Punctuating policy Requires alliances of interest groups, individuals Iron Triangle Issue networks 12.5

47. Choosing a Solution Creation of regulations Taxation Spending Symbolic benefits 12.5

48. 12.5 Blackwater

49. Deciding Who Will Deliver the Solution Assignment of implementation is an aspect of policy-making Government Departments, agencies Nongovernment personnel Independent contractors 12.5

50. Passing a Law and Making Regulations Rule-making Converts thoughts and abstractions to regulations Statement of purpose The rule Formative information Administrative discretion 12.5