From evaluation to auditing and from programs to institutions: Causes and consequences of the decline of the program approach

In the wake of the “audit revolution” during the 1980s and 1990s, administrative systems across the western world have tended to gradually downplay evaluation as a component of the policy process. At the same time, auditing has dramatically increased in scope and depth, and has also, to some extent, come to fill the role in policymaking previously played by evaluation studies. This article reviews this development from the perspective of policymaking and institutional change or “drift.” Specifically, we look at the types of information and knowledge that are lost and gained as a result of these developments. We apply a cross‐national approach, drawing on the examples from the European and North American contexts.     

Mediation and Restorative Justice in Belgium

In this article we present, discuss and try to evaluate initiatives which were recently introduced into the Belgian criminal justice system, aimed at the development of creative answers to crime that avoid the use of traditional prison sentences. We decided to focus this analysis on the practice of mediation as it is actually considered the most innovative approach to the crime problem. Mediation as a problem-solving intervention has to be considered in direct relation to the discussion of the purpose of the criminal justice system. By putting the emphasis on the dialogue between the victim and the offender, a common solution is worked out with the help of a mediator. In this way reparation, redress and sometimes even reconciliation become core values of the penal action.     

The policy process: an institutionalist perspective

Abstract: The stages model of the policy process constitutes the conventional wisdom about the policy-making for much of political science and public administration. That model has performed a number of important tasks for these disciplines, but also contains a number of fundamental weaknesses. These include its assumptions concerning linearity and the temporal ordering of the stages, and the difficulty of the model in coping with policy change. Further, outcomes of the stages model tend to be determined by the environment of politics, rather than by the actors and institutions within government. The analysis presented in this article attempts to restore institutions (including the public bureaucracy) to a more appropriate central position in the formulation and determination of policy choices. The use of institutional analysis not only reflects more clearly the complex reality of policy-making and the interaction of organizations within the public sector, but it restores value concerns to a central place in the analysis and interpretation of public policy. Sommaire: Le modèle d'étapes utilisé dans le processus d'élaboration des politiques constitue le modèle conventionnel par excellence pour une bonne partie des sciences politiques et de l'administration publique. Bien que ce modèle ait permis de mener à bien des tâches importantes dans ces disciplines, il fait preuve de faiblesse sur certains points fondamentaux. Mentionnons notamment ses hypothèses sur la linéarité et l'ordonnancement temporel des étapes, ainsi que ses difficultés à tenir compte des changements de politiques. De plus, les résultats obtenus avec ce modèle tendent àêtre déterminés par l'environnement des politiques, plutôt que par les intervenants et les institutions au sein du gouvernement. L'analyse présentée dans cet article tente de redonner aux institutions (dont la bureaucratie publique) la place plus centrale qu'elles méritent dans l'élaboration et la détermination des politiques. Le recours à une analyse institutionnelle ne se contente pas de refléter plus clairement la réalité complexe de l'élaboration des politiques et l'interaction des organisations au sein du secteur public, mais il redonne une place essentielle aux questions de valeurs dans l'analyse et l'interprétation des politiques publiques.     

Administration in the year 2000: serving the client

One component of the increasing emphasis on management in the public sector is an emphasis on serving the “customer” of public sector agencies. Although it is difficult to argue that the clients of the public agencies should not be served courteously and efficiently, there are a number of questions about whether they should be thought of as customers in the same way as in the private sector. Some of those questions are empirical, related to difficulties in clearly identifying the customers of agencies. Other questions are normative, related to the proper definition of the role of the clients of public agencies and the definition of the public interest. These problems require serious rethinking of any simplistic adoption of a customer orientation in government.     

Escaping the joint‐decision trap: Repetition and Sectoral politics in the European union

Decision making in the European Union has been argued to present a ‘joint‐decision trap’, in which the ability of national actors to block decisions unilaterally produces decision making by the lowest common denominator. While this outcome is apparent in some decision situations it is far from a general outcome. The division of decisions into functional specialities and the continuing nature of the policy debates limits the capacity of ‘high politics’ to hinder decision making. Further, there are ways in which a policy entrepreneur can structure decisions to eliminate this sub‐optimal outcome.     

The Criminal Justice Approach: Case Examples

The article presents a special form of a European comparative synopsis. For this case examples have been chosen ranging from administrative or minor (criminal) offences to increasingly serious offences and offenders. In this way it can be comparatively demonstrated how the criminal justice systems studied handle specific cases and whether they do so in a similar or different way.