‘The problem with permanence is that you’re stuck with it’: the public arts centre building in the twenty-first century

Dedicated arts centres were a common outcome of the great expansion of the public sphere in the nineteenth and twentieth centuries. In the early twenty-first century, however, many of our arts centres present a challenge to cultural policy-making. Expensive to maintain and operate, they are often ill-equipped to host the increasingly diverse range of communities and arts practices that have emerged with each generation. The article outlines the difficulties that the presence of such arts centres present to cultural policy-makers, using case studies of four Australian centres. It argues that the ‘mobilities turn’ in sociology provides a useful framework for considering the challenges posed by a static building and its array of highly mobile stakeholders. The study focuses on the perceptions of arts centre managers as cultural intermediaries – giving voice to the opportunities and constraints for the arts centre building and to the needs and interests of public policy-makers, artists and audiences, and juggling the tensions between the ideological, political, demographic and cultural forces that define the field in which they routinely operate. The managers negotiate distinctive challenges that arts centres face within the context of decentralised and fluid understandings of creative spaces for contemporary leisure practices.     

Public Managers in the Policy Process: More Evidence on the Missing Variable?

Questions have been posed about the lack of knowledge of the role public managers play in the policy process. In this study, following on the suggestions of Hicklin and Godwin and Meier in this journal, we identify different dimensions of the analyst–manager divide among professional policy workers. Using the results of several recent large‐N surveys of Canadian federal, provincial, and territorial policy workers, we explore the roles each group plays in the policy analytical process and the variations in their behavior in terms of duties and tasks, attitudes, and interrelationships. We also examine these to see the impact of federalism on professional policy practices. The study uncovers three groups of policy workers and policy managers—coordinator‐planners, research‐analysts, and director‐managers. Differences between groups of policy workers are found for their policy‐related work and their perceptions of tools of policy effectiveness, and differences between levels of government are identified for issues of time demands and coordination and tools of policy effectiveness. The implications of these findings for the study of public managers in the policy process are considered in conclusion.     

The Political Economy of Housing Investment in the Short-Term Rental Market: Insights from Urban Portugal

Short-term rentals (STRs) emerged as holiday accommodations, disrupting the hospitality industry in the decade before COVID-19. Mainstream explanations for their growth revolved around digital tourism platforms like Airbnb as market disruptors and the sharing economy rationale. At the same time, critical scholars explored the capitalisation of greater rent gaps in urban central locations. However, these explanations are insufficient to explain the growth of STRs. We supplement them by building bridges between the urban political economy and the geographies of financialisation through the cases of Lisbon and Porto before the pandemic. The paper focuses on tourism-induced housing investment, taking a closer look at the profile of investors in association with STR property managers in the context of the late-entrepreneurial urban regime. We conclude that tourism development has allowed opportunities for housing financialisation through STR professionalisation, enhancing the allocation of interest-bearing capital in tourism-oriented real estate.     

Managers and Agents: Conservative Party Organisation in the 1850s*

During the 1850s in the wake of the calamitous Peelite split, Britain's Conservative Party struggled to rebuild its numbers in the house of commons. The structure of the party's electoral organisation is well known‐parliamentary leaders, election managers such as Sir William Jolliffe and Philip Rose, plus local constituency based agents. Jolliffe's and Rose's 1859 election notebooks help understand this, but they also reveal serious gaps in the Conservatives' information networks. This article delineates the electoral activities of Sir John Yarde Buller (first Baron Churston) and his ally Samuel Triscott, who supplemented the spasmodic flow of information from small boroughs in at least two counties. Mid‐level or second‐tier managers, to whom no attention has previously been given, assisted the Conservatives in their gradual electoral recovery. Their roles also suggest that the party's organization may have been more complex than previously believed.