Dr Karl O’Connor (Ulster)
If greater powers are to be devolved to our new super councils, what type of institutions will inherit these powers and how will these powers be used? Existing public administration research would lead to the expectation of greater bureaucrat involvement in the traditionally more mundane aspects of policy formulation, while in areas of greater public and political interest greater political involvement in the decision-making process would be expected. Converse to these expectations, however, evidence from Belfast City Council suggests that the bureaucratic elite are found to play a pivotal role in the day-to-day management of power-sharing within the city. This presentation highlights research findings that identify two ‘typologies of bureaucrat’ within the Council; and these in turn provide an insight into what guides everyday decision-making. It further explains that the development of administrative capacity within our local Councils is a necessary condition not only for good governance and supporting local councillors, but also for conflict management. (The research was conducted using Q Methodology: a mixed method designed to measure core beliefs and values and was funded by the Economic and Social Research Council.)
Date of seminar: 3 December 2014.
See also:
Policy Briefing
Presentation