Confronta i metodi

	Policy Implementation Analysis	Administrative Burden Analysis
Campo	Public Administration	Public Administration
Famiglia	Process / pipeline	Process / pipeline
Anno di origine	1973	2015
Ideatore	Jeffrey Pressman & Aaron Wildavsky	Donald Moynihan, Pamela Herd & Hope Harvey
Tipo	Process-tracing policy analysis	Cost-typology policy analysis
Fonte seminale	Pressman, J. L., & Wildavsky, A. (1973). Implementation: How Great Expectations in Washington Are Dashed in Oakland. Berkeley: University of California Press. ISBN: 9780520053311	Moynihan, D., Herd, P., & Harvey, H. (2015). Administrative Burden: Learning, Psychological, and Compliance Costs in Citizen-State Interactions. Journal of Public Administration Research and Theory, 25(1), 43–69.
Alias	Implementation Studies, Top-Down Implementation Analysis, Implementation Gap Analysis	Administrative Burden Assessment, Learning Psychological and Compliance Cost Analysis, Citizen-State Burden Analysis
Correlati	4	4
Sintesi	Policy implementation analysis studies what happens between the moment a policy is decided and the moment it reaches its intended effect, asking why outcomes so often fall short of stated objectives. The field was founded by Jeffrey Pressman and Aaron Wildavsky's 1973 study of a federal employment program in Oakland, which showed how a long chain of required agreements and clearances steadily eroded great expectations. The method traces the implementation chain — the actors, decision points and conditions through which a policy must pass — to locate where and why it succeeds or fails. Its central object is the implementation gap between policy as legislated and policy as delivered.	Administrative burden analysis examines the costs that individuals experience when they interact with the state to claim benefits, comply with obligations or access public services. Articulated by Donald Moynihan, Pamela Herd and Hope Harvey in their influential 2015 article, the framework decomposes these costs into three types: learning costs of finding out about and understanding a program, psychological costs of stress and stigma, and compliance costs of the time, paperwork and effort required to participate. The central claim is that burdens are consequential — they suppress program take-up and access — and that they are often the product of political choices rather than mere administrative accident. The analysis makes these hidden costs visible and traces who bears them.