Policy Feedback and the Politics of Administration

This article surveys the policy feedback framework developed in political science and clarifies its implications for public administration. A feedback perspective encourages us to ask how policy implementation transforms the webs of political relations that constitute governance. Administrators play a key role in shaping the political conditions of bureaucratic performance and the organization of power in the broader polity. At the same time, this perspective underscores that policies are more than just objects of administrative action. Policies are political forces in their own right that can alter key components of administration, including phenomena such as organizational capacity, structures, routines, authorities, motivations and cultures. These sorts of administrative themes have received little attention in policy feedback research, just as the political effects of policies have been overlooked in public administration studies. Bridging these perspectives offers a basis for exciting new agendas and advances in public administration research.     

For Stuart Hall

Samuel Beckett, one of Stuart Hall's favourite writers, once observed that the purpose of art was to leave a ‘stain upon the silence’. So too with Stuart's life and work. His cultural and political interventions were not about silence. Rather, through the exhilarating cadences in his voice, and the warm embrace of his laughter and chuckle, he used the power of the spoken word to turn heads, capture yearnings and suggest possibilities that could, with the right politics, be reconfigured into probabilities. His work was insurgent and redemptive; the intertwining of both provided the strategic base for thinking that a better world was possible.     

Multiagency Coordination and Response: Case Study of the July 2005 London Bombings1

On July 7, 2005, terrorists carried out a series of bombings in London's underground subway system and transportation network. Fifty‐two people were killed and more than 700 were injured. The authors of this study interviewed key staff from London agencies to evaluate the response to the London attacks and analyzed the responses using the General Coordination Model defined in prior research (Eyerman and Strom, 2005). Results indicate that the London coordination regime, which is characterized by a high level of preplanning, joint exercises, and regular improvement through constant use, minimized the effect of common barriers to multiagency response. Successful elements of the London response included the rapid recognition and declaration of a major incident; a successful command and control system that involved all key agencies and which was implemented quickly following the bombings; limited disagreement across agencies on roles and responsibilities; and, delivery of a single, unified media message.     

Local Government Policy Evolution in New Zealand: Radical Reform and the Ex Post Emergence of Consensus or Rival Advocacy Coalitions

Between 1984 and 1993 New Zealand reformers followed a top-down strategy designed to minimize the opportunity for resistors to affect the reform process and preclude the ex post emergence of a stable alignment of rival advocacy coalitions. The evolution of the local government policy debate since the implementation of radical reform in 1989 suggests that these strategic goals may be more difficult to achieve than at first thought. The quest to make local government more efficient and democratic by making it more accountable has given way to a 'minimalist-activist' controversy over the comparative institutional advantage of local authorities and the role of trust in their relations with central government that has the potential to contribute to the eclipse of the post-reform consensus and the emergence of a 'advocacy coalition structure'.     

From the Dockyards to the Disney Store: Surveillance,Risk and Security in Liverpool City Centre

This paper critically examines security provision and policing in Liverpool through analysing the development and consolidation of CCTV cameras in the city centre. The paper is less concerned with the technical question surrounding the relationship between CCTV and conventional crime control. Rather it is more concerned with placing the cameras within a broader economic, political and ideological context. In doing so it seeks to explore how the aim of creating a 'safe' and 'secure' city environment through defensible spaces has brought together the local authority, local businesses and public and private police who are involved with developing formal and informal security networks. An examination of the establishment and operation of CCTV in Liverpool city centre illustrates these themes and raises a series of important political and sociological questions regarding the operationalisation of power, the definitions of security, risk and order that underpin the camera network, the new sites of regulation and surveillance that are emerging as a result of the consolidation of the cameras particularly in relation to the militarization of city life and the intensification in the definition of public space as a site for consumptive purposes. The paper concludes with a consideration of the consequences of these developments in relation to recent debates about democratic accountability and the state of British politics.     

Status and Power: The Principal Inputs to Influence for Public Managers

The authors identify status and power as the principal bases of influence for public managers and describe how managers can use this conceptual distinction to increase their influence. Status is defined as the degree to which one is respected by one's colleagues, and power is defined as asymmetric control over valued resources. Different social and relational processes govern (1) how people determine who is, and who ought to be, high status versus powerful and (2) how status and power affect individual psychology and behavior. To illustrate key points, the authors provide examples of individuals from the public sector and public service organizations. The framework of interpersonal influence gives practitioners behavioral strategies for increasing their status and power as well as a way to assess and diagnose interpersonal dimensions of their own performance in their jobs and careers.