By John Peterson, Elizabeth Bomberg
In response to exhaustive examine, this e-book explains how the ecu Union makes judgements in seven significant coverage sectors. Written in a transparent, elementary variety, it brings the european alive for a scholar and non-specialist viewers. The book's vital subject matters are that casual norms frequently topic greater than formal ideas, service provider usually concerns greater than constitution, and abrupt swap frequently punctuates impasse. It deals a theoretically-based advent to the full of life, funny and interesting politics of a different test in glossy governance.
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Additional info for Decision-Making in the European Union
Devices such as parallel Council meetings (farm ministers sorted out a row over sheep meat at the Luxembourg summit in 1980) or 'false B' points - items not for discussion but formally allowing ministerial input - help keep summits focused on 'big' decisions (Hayes-Renshaw and Wallace 1997: 80). Crucially, the European Council is one of the only EU institutions whose sum and parts (individual Prime Ministers and Presidents) are not 'sectorised'. Summits can - and do - consider initiatives in any EU policy sector, and packages that tie disparate decisions together.
But both types of coalition compete for control of the EU's agenda, and thus seek to 'penetrate' policy networks that act as the sentinels of the agenda in specific sectors. Institutional reforms often provide new openings for advocacy coalitions. The co-operation procedure - introduced by the Single European Act - not only induced considerable internal reform of the Commission (the creation of a new unit in its Secretariat-General for relations with the EP), it also offered MEPs 'membership cards' to selected policy networks.
All have been from small Member States (Luxembourg and Denmark) apart from the German, Jurgen Trump£, who was appointed in 1994. The Amsterdam Treaty is certain to transform the role of the Secretary-General by making him or her the new 'High Representative' of the CFSP, and designating the Deputy Secretary-General 'responsible for the running of the General Secretariat'. Much of the running in terms of actual Council decision-making falls to its approximately 150 working groups. Council groups bring together Institutions, Rules, Norms 37 national officials and experts to scruumse Commission proposals or undertake the technical groundwork needed before the Council can decide.
Decision-Making in the European Union by John Peterson, Elizabeth Bomberg