From policy entrepreneur to policy manager : the challenge facing the european commission
By: LAFFAN, Brigid
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ArticlePublisher: London : Routledge, September 1997Journal of European Public Policy 4, 3, p. 422-438Abstract: The central argument of this article is that the European Commission has consolidated its role as a 'policy entrepreneur' but that it must pay attention also to its role as a 'policy manager'. The Commission's capacity for management is much weaker than its power of initiative because it lacks sizeable bureaucratic resources and largely implements policies through a system of shared administration with the member states. The Commission's financial management reform programme which was launched by President Santer when he took over from President Delors provides the focus of this article. The expansion of the budget and the saliency of fraud underlined the need for the Commission to enhance its management of EU finances. The programme involves reform enhancing the self-regulation of the Commission (internal reform) and the development of administrative partnerships with the member states.
The central argument of this article is that the European Commission has consolidated its role as a 'policy entrepreneur' but that it must pay attention also to its role as a 'policy manager'. The Commission's capacity for management is much weaker than its power of initiative because it lacks sizeable bureaucratic resources and largely implements policies through a system of shared administration with the member states. The Commission's financial management reform programme which was launched by President Santer when he took over from President Delors provides the focus of this article. The expansion of the budget and the saliency of fraud underlined the need for the Commission to enhance its management of EU finances. The programme involves reform enhancing the self-regulation of the Commission (internal reform) and the development of administrative partnerships with the member states.
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