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Extra resources for Managing Europe from Home: The changing face of European policy-making under Blair and Ahern
This chapter instead seeks to outline a detailed analytical framework capable of capturing change within national policy-making processes. It proposes a distinctive strategic–relational network framework that aims to ‘add value’ to existing historical institutionalist accounts of change within central government in several important respects. The core executive and network analysis Perhaps the defining characteristic of all the early contributions to Europeanisation has been a tendency to avoid utilising the concept as a ‘stand alone’ framework in itself, but instead to incorporate complementary meta-theoretical frames.
E. reform of the CAP and structural funds), that could undermine its jealously guarded competitiveness (through the Commission’s proposal for a consolidated corporate tax base), and which risked inciting domestic controversy over the reach of EU jurisprudence (in particular, the implications for Irish abortion law of making the Charter of Fundamental Rights legally binding) (O’Mahony 2004: 30). In doing so Ireland’s European policy became slightly more ‘conditional’ and slightly less ‘integrationist’.
Second, it is assumed that national policy makers will strive towards finding the most effective and efficient way of coordinating and projecting national preferences into the EU policy arena. This was enshrined at the Helsinki European Council in December 1999: Each Member State will keep under permanent review its internal coordination arrangements for EU matters so that they are tailored to ensuring the optimum functioning of the Council. On the basis of a contribution from each Member State giving a practical description of internal coordination processes on EU matters, a summary of coordination systems in the different Member States will be compiled by December 2000.