THE CENTRE STRIKES BACK: META‐GOVERNANCE,DELEGATION, AND THE CORE EXECUTIVE IN THE UNITED KINGDOM, 2010–14

A growing literature on ‘agencification’, ‘quangocratization’, and the ‘autonomization’ of the state has highlighted a coordination dilemma in contemporary public governance whereby governments rely on delegated governance but are frustrated by the lack of control that arises from such structures. In the run‐up to the 2010 General Election in the United Kingdom this coordination dilemma was prominent as the capacity of the Cabinet Office to exert control over arm's‐length bodies, either directly or indirectly, received intense criticism. This article presents the findings of the first detailed research project to examine the subsequent Coalition Government's approach to this dilemma. It argues that in relation to the governance of public bodies, the role and capacity of the Cabinet Office has been transformed. In mapping this development the article explores the implications of the centre striking back in the context of ‘post‐New Public Management’ reforms.     

PRESENTATIONAL MANAGEMENT AND THE PURSUIT OF REGULATORY LEGITIMACY: A COMPARATIVE STUDY OF COMPETITION AND CONSUMER AGENCIES IN THE UNITED KINGDOM AND AUSTRALIA

Independent regulatory agencies, faced with multiple and often conflicting demands from regulatory stakeholders, yet operating at arm's length from government, may be under considerable pressure to demonstrate the legitimacy of their decisions and the regime they administer. This article considers how regulators employ presentational strategies to establish and maintain their legitimacy by documenting the findings of a comparative study of two independent agencies responsible for the regulation of trade practices in their respective jurisdictions: the UK Office of Fair Trading and the Australian Competition and Consumer Commission. Its findings demonstrate that presentational activities may be an important means by which regulators give concrete expression to their obligations of transparency, promote the effectiveness of the regime they administer, and publicly demonstrate how their work serves the community. The mass media is relied upon by both agencies as the primary vehicle through which they seek to communicate to their targeted audiences and the public at large, actively seeking to manage the ambivalence that infuses the regulatory enterprise.     

POLICY DIFFERENCES WITHIN THE UNITED KINGDOM: THE CASE OF HOUSING POLICY IN NORTHERN IRELAND 1979–89

This article examines, through a case study of housing, the extent to which national housing policies under the Thatcher government were modified or deflected at the N. Ireland regional level. Three aspects of housing policy - housing expenditure, public sector rents and the 'right-to-buy' legislation are considered and the roles of key actors within the territorial community described. Although similarities with GB housing policy emerge, there is evidence of a distinctive regional approach. Factors which influenced a N. Ireland-specific policy approach are considered and the potential for variance in the future outlined.     

THE EUROPEAN UNION ‘MODEL’ AND ADMINISTRATIVE CO‐OPERATION: THE CASE OF NORTHERN IRELAND AND THE REPUBLIC OF IRELAND

This article examines the relevance of the European Union (EU) model of governance in explaining the innovative administrative arrangements established by the 1998 Good Friday Agreement, the North‐South Ministerial Council (NSMC), and in particular its joint secretariat. The first section of the article sets out five models of the EU that may be applied to the NSMC. The second section provides an overview of the cross‐border relationship until 1998 and the third section examines the administrative relationship since 1998. In conclusion, the similarities between the NSMC secretariat and the open coordination model of the EU are highlighted.     

POLITICAL RECRUITMENT BEYOND ELECTIONS: AN EXPLORATION OF THE LINKAGE BETWEEN PATRONAGE,DEMOCRACY, AND DIVERSITY IN THE UNITED KINGDOM

Flowing out of wider debates regarding representative democracy, the diversity of political institutions has gained salience. Normatively, it is suggested that it is simply unfair for white, middle‐aged males to dominate decision‐making structures. Instead it has been argued that representative diversity can enhance the legitimacy of political institutions and processes, whilst improving the quality and inclusivity of policy‐making. Although most of these arguments have been applied to elected institutions and their bureaucracies, they are also germane in the context of appointments to the boards of public bodies, as the work of these bodies and the decisions made by their board members impacts upon the everyday lives of citizens. Drawing upon original research conducted in the UK, this article argues that the capacity of political actors to make appointments to public boards offers an as yet unrealized democratic potential by offering more opportunities for social engagement and participation in public governance.     

THE DIFFICULT TRANSFORMATION OF STATE AND PUBLIC ADMINISTRATION IN PORTUGAL. EUROPEANIZATION AND THE PERSISTENCE OF NEO‐PATRIMONIALISM

Portugal has been characterized by a late discontinuous democratization process. This contribution discusses the case of state and public administration reform in Portugal by using approaches from democratization, modernization and Europeanization theories. In order to understand the Portuguese case, the concept of ‘neo‐patrimonialism’ is used. We characterize Portuguese public administration as still having ‘neo‐patrimonial’ features, and therefore is still in transition from old closed‐minded practices such as particularistic decision making or clientelistic relationships to new open‐minded ones. The ‘new’ governance agenda combines new public management instruments and a growing flexibilization of public administration towards networks with non‐statal actors and has certainly led to some improvement in the quality of the services associated with public administration. Although is still too early to assess, top‐down and horizontal Europeanization processes, particularly since the late 1990s, may have contributed to a more reflexive approach in moving towards a more endogenous strategic vision based on the needs of the Portuguese state and public administration.