In the perfect world, the policymaker lays down the plans of implementation, and the agent executes the plan to perfection. It is similar to a lawmaker who crafted the most appropriate laws and then, there is the law enforcer who dutifully enforces the law. In this perfect symbiotic relationship, each party is well aware of its duties and responsibilities. In a perfect setting, each party works hard in order to achieve a common goal, which is to create public value for the people in a particular community. The policymaker sees the big picture. The policymaker understands the rationale for the project, and most of the time, the policymaker also secures the necessary resources needed to complete a task. The agent of implementation usually has the skills to implement a project. In most cases, these are project managers, engineers, and coordinators. They have the knowledge required to build or implement a plant. They also have the capability to bring together people with the technical skills needed to complete a project.
But in the real world, one seldom finds examples of a perfectly symbiotic relationship between the policymaker and the agent of implementation. In many cases, the planner creates the perfect plan, but the agent of implementation fails to follow through with the plan. The planner provides the detailed requirement. A third-party consultant can be hired to verify the soundness of the plan. Nevertheless, when the plans are turned over to the agent of implementation, problems begin to occur. Most of the time, there is a breakdown in communication. The planner assumes that the agent fully comprehends the requirements needed to complete a particular task. The agent, on the other hand, assumes that he or she has received all the necessary information needed to go ahead with the implementation process. There are also logistical problems that prevented the agent of implementation from completing the task.
The symbiotic relationship between planner and agent of implementation can only be accomplished if there is constant communication between the said parties. The information must flow back and forth, and it must not only trickle down to the lower parts of the organizational hierarchy. The planner must go to the level of the implementing group. The plan must be clarified. But more importantly, the planner must not finalize any plans without receiving feedback from the implementing group. The agent of implementation must be able to voice out concerns regarding potential problem areas. At the same time, the planner must be able to motivate them using the idea of creating public value.