Examples of Policy Capacity use for Public Value Destruction by DOGE
| Capacity by DOGE to destroy public value | ||
|---|---|---|
| Moore’s operational “capacity” required to promote public value | ||
| Analytical level | ||
| Individual analytical policy capacity | Quantitative policy analysis (e.g. cost-benefit analysis) Qualitative policy analysis (e.g., stakeholder analysis) | Automation and algorithm-driven assessments |
| Organizational information capacity | Availability of qualified professionals from a wide cross-section of disciplines Availability of statistical and programming tools Policy labs or nudge units | The recruitment of small teams of tech-savvy specialists. Upgrading agencies’ information infrastructure and analytical software, allowing managers and analysts to leverage AI-driven decisions |
| Knowledge Systems capacity | Evidence-Based Policymaking Act of 2018 (US) Regulatory Impact Analysis (RIA) Framework (OMB) | Implementation of the Government Accountability Office (GAO) 5,200 open recommendations for federal agencies. Government-wide criteria for program elimination with a particular emphasis on perceived DEI-related goals. |
| Managerial level | ||
| Managerial expertise capacity | Human resources and finance management skills. | Skills focused on identifying and eliminating personnel and programs. |
| Administrative resource capacity | Federal Executive Institute (FEI) leadership program | OMB and OPM coordinated government-wide cuts. |
| Accountability and responsibility system capacity | Performance.gov platform Federal Employee Viewpoint Survey (FEVS) | House Oversight and Accountability Committee created a special subcommittee specifically to work directly with DOGE |
| Moore’s Legitimacy & support/authorizing environment | ||
| Political level | ||
| Political acumen capacity | Federal Coaching Network (FCN) which promotes networking, communication, and leadership. | None yet evident |
| Organizational political capacity | U.S. Public Participation Playbook Open Government National Action Plan | None yet evident |
| Political-economic system capacity | Independent oversight agencies Promotion of public trust | Message of reclaiming control of spending in the hands of elected officials |
| Capacity by | ||
|---|---|---|
| Individual analytical policy capacity | Quantitative policy analysis (e.g. cost-benefit analysis) | Automation and algorithm-driven assessments |
| Organizational information capacity | Availability of qualified professionals from a wide cross-section of disciplines | The recruitment of small teams of tech-savvy specialists. |
| Knowledge Systems capacity | Evidence-Based Policymaking Act of 2018 ( | Implementation of the Government Accountability Office ( |
| Managerial expertise capacity | Human resources and finance management skills. | Skills focused on identifying and eliminating personnel and programs. |
| Administrative resource capacity | Federal Executive Institute ( | |
| Accountability and responsibility system capacity | Performance.gov platform | House Oversight and Accountability Committee created a special subcommittee specifically to work directly with |
| Political acumen capacity | Federal Coaching Network ( | None yet evident |
| Organizational political capacity | U.S. Public Participation Playbook | None yet evident |
| Political-economic system capacity | Independent oversight agencies | Message of reclaiming control of spending in the hands of elected officials |
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