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Artikel

Access_open Uitvoeringsorganisaties tussen staat en straat

De relevantie van maatschappelijke verantwoording voor directeuren van ZBO’s en agentschappen

Tijdschrift Bestuurs­wetenschappen, Aflevering 1 2021
Auteurs Lars Brummel, Sjors Overman en Thomas Schillemans
SamenvattingAuteursinformatie

    This contribution analyzes the degree of relevance that administrators of independent administrative bodies (ZBOs) and agencies assign to their accountability relationships with social stakeholders. Although there is a lot of attention for social forms of accountability in the scientific literature, no large-scale quantitative research has been conducted into how administrators of implementing organizations experience this accountability. This study fills this gap on the basis of survey research by: (1) mapping the importance of forms and practices of social accountability for implementing organizations; and (2) weighing potential explanations for differences in the importance of social accountability in implementing organizations. The authors show that administrators of ZBOs and agencies in the Netherlands attach great importance to accountability towards their broad public environment, also compared to other countries with similar types of implementing organizations. This observation is in line with the Dutch reputation of consensual and interactive governance. Differences in the importance of social accountability between implementing organizations cannot be explained by the vertical accountability relationship with the parent department or other institutional organizational characteristics. The analysis shows that social orientation is greater among ZBOs and agencies where the media has more influence over administrators. Social accountability is associated with greater perceived media pressure.


Lars Brummel
L. Brummel MSc is promovendus aan de Utrecht School of Governance (USG) van de Universiteit Utrecht. In 2018 rondde hij zijn researchmaster bestuurskunde en organisatiewetenschap af in Utrecht.

Sjors Overman
Dr. S.P. Overman MSc is universitair docent aan de Utrecht School of Governance (USG) van de Universiteit Utrecht. Hij is in 2016 gepromoveerd aan de Radboud Universiteit Nijmegen.

Thomas Schillemans
Prof. dr. T. Schillemans is hoogleraar Verantwoording, gedrag en instituties aan de Utrecht School of Governance (USG) van de Universiteit Utrecht.

    Nowadays municipalities in the Netherlands work together more intensively with other municipalities in the region. Also cooperation with companies, institutions and societal organizations is more often looked for at the regional level. In practice this brings along many problems and difficulties. For several reasons it appears not to be easy to combine the implementation strengths of municipalities and societal partners. This article presents a new approach (based on the theory of ‘new regionalism’) to regional implementation strength. This approach is not only about designing regional administrations, but is mainly about the factors that induce administrations as well as companies and institutions to commit themselves jointly for the region. To increase the regional implementation strength more is needed than the formation of a regional administrative structure in which municipalities do not cooperate in a non-committal manner. To induce municipalities and societal partners to commit themselves jointly to handling new tasks or new challenges it is also necessary to have a clear strategic vision on these issues that binds parties and makes them enthusiastic and that regional cooperation is rooted in a societal breeding ground. It also asks for an administrative structure that does justice to the contribution every municipality and societal partner makes to the realization of the strategy and for a democratic involvement of municipal councils and sector-based interest groups.


Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur bij de vakgroep Bestuurskunde van de faculteit Management en Bestuur aan de Universiteit Twente en senior adviseur Openbaar Bestuur bij BMC.
Artikel

De nieuwe wereld van de Brusselse comitologie: Grote veranderingen op papier, weinig gevolgen in de praktijk?

Tijdschrift Bestuurskunde, Aflevering 3 2012
Trefwoorden comitology, European Union, national officials
Auteurs Michael Kaeding en Esther Versluis
SamenvattingAuteursinformatie

    The opacity of and lack of democratic control over the European system of comitology - where detailed decisions are made by committees of national officials, chaired by the Commission - has frequently been criticized. With the entry into force of the Treaty of Lisbon and especially since March 1, 2011, this system of executive and quasi-legislative power has changed in a number of important ways, however: on paper, the committees of national officials play a less prominent role than before and the role of the European Parliament has intensified. The question addressed in this article is what these changes in practice exactly mean. Has there really been so much change, and, if so, what are the implications for national civil servants? Working with the new comitology system means working with two regimes: delegated acts and implementing acts. Although innovative, we conclude that this change seems less fundamental than might be expected. Yet, for both regimes an increased number of parties is involved, which makes working with the new comitology difficult. Stakeholders, including Dutch officials, will thus have to deal with comitology in another way, which could make the new world of comitology an even more important battleground in the European policy process than already is the case.


Michael Kaeding
Dr M. Kaeding is hoogleraar Europese politiek en integratie, Universiteit Duisburg-Essen, Duitsland.

Esther Versluis
Dr E. Versluis is universitair hoofddocent aan de Faculteit der Cultuur- en Maatschappijwetenschappen van de Universiteit Maastricht

    Over the last decades, the number of European Union member states has significantly increased, resulting into a reduction of the relative formal power of the Dutch government. Improving Dutch influence in Brussels is therefore an important topic on the agenda of public administration scholars and advisory boards. Using experts at the various stages of the EU policymaking process is one option to increase the influence in the EU. This article evaluates the effectiveness of this strategy concerning one of the most complex and most controversial public policy issues in the history of the European Union: the revision of the EU's chemical policy (REACH). The article demonstrates that the 'expert strategy' has been successful in this case. However, the effectiveness of this strategy comes under pressure if the trend towards core departments will continue.


Markus Haverland
Markus Haverland is als universitair hoofddocent verbonden aan de afdeling Bestuurskunde van de Faculteit der Sociale Wetenschappen van de Erasmus Universiteit Rotterdam. Correspondentiegegevens: Dr. Markus Haverland Erasmus Universiteit Rotterdam Faculteit der Sociale Wetenschappen Afdeling Bestuurskunde Postbus 1738 3000 DR Rotterdam haverland@fsw.eur.nl
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