Nepal is becoming into a nation of failed policies to the point that it is now a suitable testing ground for actual instances of failed policies. Why does a nation repeatedly suffer embarrassing policy implementation failures? One can employ a framework made up of a number of success elements taken from PA Brynard writings in order to come up with an accurate response. The execution of a policy may be examined based on the synthesized works to map the contributing components and estimate the magnitude of their impacts.
Bynard's 18 Factors to successfully implemented the Policy
According to Bynard's thesis, a policymaker must coordinate 18 aspects in order to succeed in their endeavors. Depending on the nation and civilization, the factors may play a different function.
1. The practical approach to decision-making comes first and foremost. You must have a distinct vision and a methodical procedure that is supported by solid research.
2. The second factor is a positive attitude in the team. This emphasizes the neccessity of all policy team members having a optimistic, team-oriented and persistent attitude.
3. Third, the capacity of policy bodies to be implemented depends on the dedication of policy leaders. The degree of political and administrative will demonstrated by this significant.
4. Cooperative and collaborative behaviour between stakeholders comes fourth. It calls for intense cooperation amongst all parties involved.
5. Effective planning, which enables detailed activity organization, is the fifth variable.
6. The sixth variable is how well human resources are mobilized. This enables the greatest use of qualified and driven human resources.
7. Inspiring excitement is constantly a crucial factor in the implementation of effective policies. Employees are energized and constantly driven by the element of excitement.
8. The eight aspect that gives a policy a strong foundation for rapid adoption is leadership. This gives them the power to command, the vision to lead, and the authority to advance.
9. The position of political responsibility, in the ninth place, continues to have an impact on the success or failure of a policy. The political who holds the post eventually has the most power and is in the driver seat.
10. The management style of the leadership team member is the tenth component of the framework, and its effectiveness depends on how much excitement and optimism are evident in both their behavior and their capacity for situational adaptation.
11. The eleventh aspect is ownership of policy execution, particularly among policy leaders.
12. Due to the complementing talents and competence of the project team members, the implementation is significantly influenced, which is the 12th aspects of this framework. This is done to mobilize the army around a shared objective.
13. The execution may be impacted by the distinction between the function of political leaders or ministers and that of civil officials. Roles that overlaps might have detrimental consequences.
14. The fourteenth component is the capacity of the personnel participating in the implementation stage. Their skill depends on broad range of skills, experience and credentials held by the participants.
15. Active stakeholder discussions, especially those with the affected parties and organizations, are crucial to the implementation of policies.
16. The sixteenth component is trust, which provides an atmosphere that is supportive of implementation.
17. The utilization of networks that make use of one's access and maintain control over resources constitutes comes under the 17th element.
18. The people's values and belief serve as the last 18th component. This embodies the belief that new policy measures are "rightness" and "goodness", respectively. A new policy is also disowned if it goes against the group's core value of beliefs.
What might be the factors that Nepalese policy maker could not make the sustainable policy?
Poor design during formulation, poor coordination between complementary programs, and careless resource allocation have all proven the disastrous policy in Nepal. Politicians and public workers play overlapping responsibilities, with ministers showing interest in micromanagement and bureaucrats in policy management. The involvement of the development partner is another aspect. They thrive as long as contributors continue to be generous with their cherished policies. Similar to how attitude issues like rent-seeking and corruption have destroyed some rules. The lack of leadership commitment to policy has pierced a number of implementation strategies.
In many instances, policies have been left orphaned by frequent changes in key offices like secretary or minister. Super versus non-super ministers syndrome is a problem for government ministers. This has made it difficult to coordinate across ministers. Overconfidence also appears to have increase the policy boats. Setting a realistic goal is generally good because of this. The "no-problem" management approach is sometimes ingrained in implementers. The corporate culture is notorious for its poor delivery performance.
Failures of policies have been attributed to a mismatch between available and needed human resources. The general level of public trust in political leadership is still low. Because people are losing faith in the government, privatization has suffered. Even though many public business cannot function in their existing form, no one risks to privatize them since privatization has lost its legitimacy. The last distinctive element in Nepal is "geopolitics". Simply because of the idea that "geopolitics" is waiting like an enraged elephant on the road ahead, it hinders the nation's great aspirations.