Suchergebnisse

How can one not applaud the renewed better regulation agenda launched by the First Vice President Timmermans? Finally this fuzzy reform field is in the hands of a strong executive politician with the authority to make substantial progress on an agenda that always appeared good on paper, but somehow did not deliver against the expectations it defined for itself. 'Better regulation for better results' not only promises tangible results, but it combines this with the ambition of 'changing how we work at the European level'. This ambition should provide us – as citizens, stakeholders and scholars – with an opportunity to essentially present a scorecard concerning these results in the near future. And, indeed, experts and other stakeholders in the better regulation game do welcome the initiative.My view on this agenda is that the promise of 'better results' will be hard to deliver, whereas the ambition of 'changing how we work' is more likely to materialize in one way or another.

In diesem Kapitel werden die besonderen Herausforderungen, Chancen und Hindernisse von Nachhaltigkeit im Sinne eines politischen Steuerungskonzeptes diskutiert. Zunächst wird der Steuerungskontext von Nachhaltigkeit diskutiert und gefragt, welche Chancen und Hindernisse für eine am Leitbild der Nachhaltigkeit orientierte Auswahl von Steuerungsinstrumenten das Habitat der politischen, ökonomischen und sozialen Umweltbedingungen am Beginn des 21. Jahrhunderts bieten. Anschließend wird analysiert, welche Herausforderungen für die Formulierung und Durchsetzung einer solchen Nachhaltigkeitsstrategie im Kontext komplexer politisch-administrativer Regierungssysteme zu bewältigen sind. Abschließend werden in Form von drei kontrastierenden Szenarien zur Überwindung der Hindernisse für die Um- und Durchsetzung von Nachhaltigkeit als politischem Steuerungskonzept skizziert und daraus schlussfolgernd Anforderungen für Reformen formuliert. (ICE2)

"How to do Public Policy offers a guide to students and practitioners as to how to improve problem-solving with policies in a political world. It integrates insights from applied policy analysis and studies of the policy process to develop a framework that conceives policy-making as structured by two spheres of action - the 'engine room' of specialists and experts in government agencies, NGOs, research organisations etc., on the one hand, and the political 'superstructure' of politicians, key public stakeholders and the public, on the other hand. Understanding the different logics of the engine room and the superstructure is key for successful policy-making. The dual structure of policy-making provides a perspective on policy-analysis (interactive policy analysis) and policy-making (actor-centred policy-making) that moves from the focus on individual and specific measures, towards understanding and shaping the relation and interaction between policy interventions, the institutional context and the stakeholders involved or affected. Part I of the book presents the basic analytical concepts needed to understand the policy process and the structures and dynamics involved in it, as well as to understand how and why actors behave the way they do-and how to engage with different types of actors. Part II moves further into the nuts and bolts of policy-making, including policy design, implementation, and evaluation. Part III introduces and explores three key aspects of the capacity to make good policies: engagement with stakeholders, the process of policy coordination in a context of interdependence, and the role of institutions"--

How to better coordinate policies and public services across public sector organizations has been a major topic of public administration research for decades. However, few attempts have been made to connect these concerns with the growing body of research on biases and blind spots in decision-making. This book makes that connection. It explores how day-to-day decision-making in public sector organizations is subject to different types of organizational attention biases that may lead to a variety of coordination problems in and between organizations, and sometimes also to major blunders and disasters. The contributions address those biases and their effects for various types of public organizations in different policy sectors and national contexts. In particular, it elaborates on blind spots, or 'not seeing the not seeing', and different forms of bureaucratic politics as theoretical explanations for seemingly irrational organizational behaviour. The book's theoretical tools and empirical insights address conditions for effective coordination and problem-solving by public bureaucracies using an organizational perspective. Tobias Bach is Associate Professor of Public Policy and Administration at the Department of Political Science, University of Oslo, Norway. Kai Wegrich is Professor of Public Administration and Public Policy at the Hertie School of Governance, Berlin, Germany.--

Governance Challenges and Innovations examines the capacity of contemporary governments to act upon and address the pressing problems of our time. It highlights four basic administrative capacities that matter for governance and considers the way in which states have addressed particular governance challenges.