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Organisation und Steuerung zentralstaatlicher Behörden. Agenturen im westeuropäischen Vergleich
(2010)
Organisation und Steuerung nachgeordneter Behörden – mittlerweile auch Agenturen genannt – zählen in der internationalen Verwaltungsforschung wie auch der Verwaltungspraxis seit einigen Jahren zu den vieldiskutierten Themen. Dieser Band resümiert die neueren Forschungserkenntnisse zu nachgeordneten Behörden in Deutschland, Großbritannien, den Niederlanden und Schweden. Die AutorInnen diskutieren zentrale Argumente der Reformdebatten sowie die Errichtung, das institutionelle Design und die Aufgaben dieser Behörden. Rechtstraditionen, Politikstile sowie aufgabenspezifische Merkmale liefern wichtige Erklärungsbeiträge für die Entwicklung und Position nachgeordneter Behörden in diesen Ländern. Ebenso wird ergebnisorientierte Steuerung über Leistungsvereinbarungen, Leistungsindikatoren und Berichtswesen in den Untersuchungsländern unterschiedlich umgesetzt. Im Ergebnis zeigt sich, dass auch in Deutschland erste Schritte sichtbar werden, sich vorsichtig einer »neuen Steuerung« zu nähern. Der internationale Vergleich bietet zahlreiche Anhaltspunkte, welche Probleme und Möglichkeiten mit der Organisation und Steuerung moderner Behörden verbunden sein können.
To unlock the full potential of ICT-related public sector innovation and digital transformation, governments must embrace collaborative working structures and leadership, is commonly argued. However, little is known about the dynamics of such collaborations in contexts of hierarchy, silo cultures, and procedural accountability. A widely voiced but empirically insufficiently substantiated claim is that bringing cross-cutting digital endeavours forward requires more lateral, network-based approaches to governance beyond traditional Weberian ideals. We test this claim by shedding light on three distinct challenges (complexity, risk, and power imbalance) encountered when implementing the specific collaborative case of the German Online Access Act (OAA) and by examining how they have been addressed in institutional design and leadership. Our analysis, which combines desk research and semi-structured expert interviews, reveals that flexible, horizontal approaches are on the rise. Taking a closer look, however, vertical coordination continues to serve as complementary means to problem-solving capability.
Challenges, triggers and initiators of climate policies and implications for policy formulation
(2020)
These days leadership staff units in German federal ministries perform a distinct advisory role. Over time the former small assistance units have developed into fully fledged staff units, the heads of which, in particular, serve as close and confidant advisers to ministers. That is, although not appointed under special conditions or introduced by a formal reform process, they serve as the functional equivalents to the special or ministerial advisers found elsewhere. This chapter explores the emergence, contribution and role of the staff units and argues that the institutionalization of the relationship between politics and administration accounts for the smooth and silent emergence of the advisory role.
The following case study introduces coordination in climate adaptation policy, which is often regarded as a ‘wicked issue’ (Head, 2008) and thus characterized by strong complexity, uncertainty and ambiguity. In general, the field of climate policy is split between mitigation policy, that is targeting the causes of climate change mainly through emission reduction, and adaptation policy that seeks to establish measures to prepare for the adverse effects of climate change that are assumed to be inevitable, for example, in the area of coastal protection due to expected sea-level rise. Whereas German climate policy has traditionally been focusing on mitigation policy, adaptation policy assumes a latecomer position on the agenda of the federal government. In 2008, the German federal government established a distinct inter-ministerial working group (IMA Anpassungsstrategie, IMA) to cope with the complexity of the issue and to coordinate climate adaptation policy. Its main initial task was to develop an implementation plan of the National Adaptation Strategy approved in 2008. This chapter focuses on how IMA prepared the implementation plan from 2008 until 2011. Empirical data on inter-ministerial working groups in German federal government is generally rare. Inter-ministerial working groups are often established on an ad hoc basis (even though some seem to be permanent) to either jointly prepare drafts, or to solve inter-ministerial conflicts.
Climate change has emerged on governmental agendas throughout the late 1990s and early 2000s, especially following the signing of the Kyoto Protocol (the Framework Convention on Climate Change, UNFCC) in 1997. The intricacies of the issue, political disputes about scientific evidence, the requirement to deal with an inter-generational policy problem and the need for international problem-solving devices make climate change a ‘wicked issue’. In addition, climate change as a policy issue conflicts with other governmental priorities, such as dealing with social redistribution and economic development. Such a context makes international co-ordination particularly difficult, as evidenced during the Climate Change Conference COP-15 in December 2009 in Copenhagen (Pralle 2009).