Historical-institutionalist perspectives on the development of the EU budget system

The EU budget has only recently started to feature in theories of European integration. Studies typically adopt a historical-institutionalist framework, exploring notions such as path dependency. They have, however, generally been rather aggregated, or coarse-grained, in their approach. The EU budget has thus been treated as a single entity rather than a series of inter-linked institutions. This paper seeks to address these lacunae by adopting a fine-grained approach. This enables us to emphasize the connections that exist between EU budgetary institutions, in both time and space. We show that the initial set of budgetary institutions was unable, over time, to achieve consistently their treaty-based objectives. In response, rather than reform these institutions at potentially high political cost, additional institutions were layered on top of the extant structures. We thus demonstrate how some EU budgetary institutions have remained unchanged, whilst others have been added or changed over time

Policy instruments in the Common Agricultural Policy

Policy changes in the Common Agricultural Policy (CAP) can be explained in terms of the exhaustion and long-term contradictions of policy instruments. Changes in policy instruments have reoriented the policy without any change in formal Treaty goals. The social and economic efficacy of instruments in terms of evidence-based policy analysis was a key factor in whether they were delegitimized. The original policy instruments were generally dysfunctional, but reframing the policy in terms of a multifunctionality paradigm permitted the development of more efficacious instruments. A dynamic interaction takes place between the instruments and policy informed by the predominant discourses

Institutional incongruence, the everyday, and the persistence of street vending in Lagos: a demand-side perspective

Informal street vending is the most widespread activity in the global informal economy and a central part of citizens’ everyday lives, both sellers and patrons, in the urban centres of the Global South. Recently, however, authorities have started to ban street vending and even buying from vendors, as they impose policies that seek to control access to and use of urban spaces in pursuit of urban modernisation. Despite this, street vending continues. We seek understanding of this policy failure, from the perspective of the patrons of street vendors, a largely-neglected focus. Adopting a neoinstitutionalist framework, we utilise the concept of institutional incongruence to frame our empirical research. We apply multinomial analysis to an in-depth survey of 529 individuals in Lagos, Nigeria, complemented by ten interviews. We find patrons are motivated by multiple economic, social and spatial factors. Our results, as well as codifying and confirming existing understandings of patrons’ motivations, introduce a distinct factor – necessity – into the literature. These results allow us to offer important policy insights. Gaps between citizens’ behaviour impacted by the formal institutions of neoliberal urban policies, and the longstanding informal institutions shaping custom, and community, provide new insights into Lagosians’ everyday lives as patrons of street vendors. Moreover, these urban policies are shown to drive people towards street vending, as sellers and patrons – the opposite of their intended outcome. For policies to be developed that can reduce institutional incongruence and improve, rather than worsen, Lagosians’ lives, our results offer an important starting point

The treatment of nephrotic syndrome caused by primary (light chain) amyloid with vincristine, doxorubicin and dexamethasone.

Three out of four patients with primary (light chain) amyloid nephrotic syndrome treated with vincristine, doxorubicin and dexamethasone (VAD) induction obtained a partial response and are alive in continuing remission at 4.1, 6.5 and 9.3 years. These preliminary results are of considerable interest and suggest that prospective evaluation of this regimen is warranted in patients with this condition

Financing social and cohesion policy in an enlarged EU: plus ça change, plus c'est la même chose?

The development of the Open Method of Coordination, agreement on the Lisbon Agenda and EU enlargement offered the prospect of a new and substantial EU social policy agenda. This article considers EU social and cohesion policies in the context of the recent negotiation of the EU budget for 2007—13. We find the Commission's wish to redistribute EU spending in favour of these policy areas and new member states was thwarted by key political features of EU budget making: CAP spending levels which are downwardly sticky; institutional arrangements which provide for budget making as, at best, a zero-sum game; and the preferences of contributor member states in the EU-15 to contain overall spending while preserving their net budget positions. Questions are thus raised as to the ability of the EU to make any progress, from a budgetary perspective, on the social and cohesion policy agenda in an enlarged EU

Ambiguity, multiple streams, and EU policy

The multiple streams framework draws insight from interactions between agency and institutions to explore the impact of context, time, and meaning on policy change and to assess the institutional and issue complexities permeating the European Union (EU) policy process. The authors specify the assumptions and structure of the framework and review studies that have adapted it to reflect more fully EU decision-making processes. The nature of policy entrepreneurship and policy windows are assessed to identify areas of improvement. Finally, the authors sketch out a research agenda that refines the logic of political manipulation which permeates the lens and the institutional complexity which frames the EU policy process

Socio‐economic factors and citizens' practices, enabling positive energy districts. Challenging 'silo thinking' for promoting PEDs

Executive Summary: Collaboration between disciplines, sectors, institutions, and communities is essential for the successful planning and implementation of Positive energy districts (PEDs). However, silo thinking, defined in this document as the disregard of other groups’ viewpoints or interests, poses a barrier to effective collaboration. Based on a review of existing literature, multiple factors were identified that could potentially cause silo thinking in the context of PEDs. First, differences in beliefs and ideologies create silos across disciplines, stakeholders, and communities. Divergent goals across sectors hinder collaboration between departments of the government. Misconceptions and prejudice present barriers in communication between citizens and the government. Furthermore, a lack of consideration for local culture and history may prevent collaboration between different cities and obstruct governments from engaging local innovations. Silos between disciplines and sectors are difficult to overcome because the long tradition of these silos means people are inexperienced in coordination across the boundaries of their own discipline or sector, making coordination more costly. In the planning and implementation of PEDs, systems thinking is a key change in mindset that allows problem solving in the presence of interdependencies between different groups. Systems thinking can be incorporated in education, mid‐management training, and work culture. Experts, researchers, and higher‐level governance institutions can incorporate this type of holistic thinking to take a nexus approach or multidisciplinary approach in policy framing. As useful as it may be, in practical application, the systems approach can be obstructed by existing boundaries of organisations. Thus, the government also takes a primary role in facilitating coordination of different entities, by devising coordination bodies within the government and channels of communication with the public, as well as encouraging networks among businesses. Finally, citizens and grassroot organisations can be empowered by these government efforts and more actively engage in actions for PEDs

Local economic strategy development under Regional Development Agencies and Local Enterprise Partnerships: applying the lens of the multiple streams framework

Following the decision to abolish the Regional Development Agencies (RDAs) in England by the newly elected Coalition Government in 2010, Local Enterprise Partnerships (LEPs) were introduced to drive economic development at a local level. However, the limited Government prescription as to both the form and function of LEPs has contributed to a fundamental ambiguity as to their roles and ‘legitimate spheres’ of activity. In the context of this ambiguity, this paper uses the Multiple Streams Framework (Kingdon, 1995) to analyse the challenges faced by RDAs and LEPs in developing effective economic development strategies. The paper identifies the dimensions of strategic capability that LEPs must develop if they are to mature as effective agents of local economic development in England

Strategic responses to global challenges: The case of European banking, 1973–2000

In applying a strategy, structure, ownership and performance (SSOP) framework to three major clearing banks (ABN AMRO, UBS, Barclays), this article debates whether the conclusions generated by Whittington and Mayer about European manufacturing industry can be applied to the financial services sector. While European integration plays a key role in determining strategy, it is clear that global factors were far more important in determining management actions, leading to significant differences in structural adaptation. The article also debates whether this has led to improved performance, given the problems experienced with both geographical dispersion and diversification, bringing into question the quality of decision-making over the long term

Banking from Leeds, not London: regional strategy and structure at the Yorkshire Bank, 1859–1952

Industrial philanthropist Edward Akroyd created the Yorkshire Penny Savings Bank in 1859. Despite competition from the Post Office Savings Bank after 1861 and a serious reserve problem in 1911, it sustained his overall strategy to become a successful regional bank. Using archival and contemporary sources to build on recent scholarship illustrating how savings banks were integrated into local economies and the complementary roles of philanthropy and paternalism, we analyse an English regional bank's strategy, including an assessment of strategic innovation, ownership changes and management structure. This will demonstrate that the founder's vision continued, even though the 1911 crisis radically altered both strategy and structure