THE CONDITIONS FOR HEALTH AND SOCIAL CARE POLICY: ROUTINES AND INSTITUTIONS IN THE DUTCH CASE OF NEED ASSESSMENT

By focusing on institutions (rules for action) and routines (patterned behaviour) our intention is to contribute to the understanding of government policy and its outcomes in health and social care. We analysed data to show how the relationship between a new idea for a routine and new rules from the government on the one hand, and existing rules and routines in society on the other, as well as the interaction between rule makers and rule takers (i.e. those who are governed by those rules), have an impact on the change or maintenance of routines. The data concern the case of government policy for need assessment (that is, assessment of needs) in The Netherlands. As our discussion will show, even a national government, however, is not able to completely impose its will on other agents in order to change existing routines. The concept of ‘negotiated order’ helps us to understand why. In the case reported here, the Dutch government and the home care agencies had to exercise give and take, the outcome being a suboptimal result for both.     

Justice in the Distribution of Benefits

Abstract. The welfare state raises questions concerning the just distribution of benefits. The proceeds from tort liability and insurance supplementing or replacing such liability are benefits that must be included in this context. The author argues that neither distribution based solely on the needs of various persons injured nor considerations of economic efficiency are sufficient. Commutative justice must be considered relevant as well. The ultimate valuations cannot be justified by rational arguments alone but such arguments must be taken into account in order to reach legitimate results.     

The power of contact: Europe as a network of transnational attachment

In times of multiple crises and a looming partial breakup of the European Union, the question of what binds Europeans together appears more relevant than ever. This article proposes transnational attachment as a novel indicator of sense of community in Europe, arguing that this hitherto neglected dimension is substantially and structurally different from alternative ones such as cross‐border trust and identification. Combining Eurobarometer 73.3 data on ties between all EU‐27 countries with further dyadic data, it is shown empirically that the European network of transnational attachment has an asymmetric core‐periphery structure centred on five extremely popular countries (the United Kingdom, France, Germany, Italy and Spain). In line with transactionalist theory, cross‐border mobility and communication are strongly related to transnational attachment. Furthermore, the article demonstrates that the network of transnational attachment is much denser among those with a higher level of education than among those with a lower level. The results suggest that offering European citizens incentives to travel to peripheral countries may help counterbalance the current asymmetric structure of transnational attachment, thereby increasing Europe's social cohesion.     

Party patronage in contemporary democracies: Results from an expert survey in 22 countries from five regions

This Research Note presents a new dataset of party patronage in 22 countries from five regions. The data was collected using the same methodology to compare patterns of patronage within countries, across countries and across world regions that are usually studied separately. The Note addresses three research questions that are at the centre of debates on party patronage, which is understood as the power of political parties to make appointments to the public and semi‐public sector: the scope of patronage, the underlying motivations and the criteria on the basis of which appointees are selected. The exploration of the dataset shows that party patronage is, to a different degree, widespread across all regions. The data further shows differences between policy areas, types of institutions such as government ministries, agencies and state‐owned enterprises, and higher, middle and lower ranks of the bureaucracy. It is demonstrated that the political control of policy making and implementation is the most common motivation for making political appointments. However, in countries with a large scope of patronage, appointments serve the purpose of both political control and rewarding supporters in exchange for votes and services. Finally, the data shows that parties prefer to select appointees who are characterised by political and personal loyalty as well as professional competence.     

POWER AND INTERACTIVE POLICY‐MAKING: A COMPARATIVE STUDY OF POWER AND INFLUENCE IN 8 INTERACTIVE PROJECTS IN THE NETHERLANDS

A number of countries use forms of interactive policy‐making to increase the influence of citizens on decision making. Since there has also been an increase in citizen participation in The Netherlands over the last decade, in this paper, we provide a comparative analysis of 8 interactive projects initiated by the Dutch central government. The central aim of the paper is to understand processes of power in interactive policy‐making. We do so by raising two central questions: (1) how do power processes influence the setting‐up of a project, the negotiations within a project and the translation of the results of interactive projects into formal decision making circuits?; (2) to what extent and under what conditions do citizens and other stakeholders obtain influence in interactive projects, especially in defining problems, selecting solutions/instruments and realizing outcomes? Our findings show there is relatively little translation of the outcomes of the projects in regular decision making.     

STRATEGY FORMATION IN PUBLIC AGENCIES

The main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization‐based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision‐making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.