The New CAP and the Participative Method in Decision‐Making: A Textual Analysis of the Italian Case

Abstract The main objective of this article is to analyse the role of the partnership approach in the decision process regarding the new CAP reform that guaranteed higher flexibility and better targeting. What was the impact of the multi‐actor decision‐making process on the reform process? How can policies be designed to increasingly listen to stakeholders' needs? To answer these questions, stakeholder interventions at the Partnership Table were analysed with a text mining and a sentiment analysis applied to the transcripts. Despite several weaknesses and biases in bringing national stakeholders to the institutional tables, the decision process moved towards a higher rate of flexibility, subsidiarity and transparency, overtaking the concept of ‘one size fits all’ that has dominated the CAP. The downside of this aspect is that the reform might favour member states with a solid tradition of CAP reception and administrative efficiency, able to move smoothly towards an effective participatory approach.