Suchergebnisse

Local governments are increasingly considering blue and green infrastructure (BGI) in order to climate-proof cities. Because BGI can have multiple benefits beyond climate adaptation, policy integration is required. Since drainage services have traditionally been within the remit of a single department, this is new territory for water management. This article provides a dynamic perspective on the messy process of policy integration 'on the ground' in two BGI projects in Dordrecht, NL and Bradford, UK. Drawing on interviews with key actors involved in the cases, our research question is: How are ambitions to integrate policies resulting in multi-functional BGI projects? While previous research typically defines organisational structures as barriers for policy integration, our findings demonstrate instances of actors who are successfully navigating these structures as a route towards policy integration. Nevertheless, we found that actors who push for BGI lack resources and authority, so they mainly rely on more voluntary forms of policy integration that involve concerted action over a number of years. Overall, our cases demonstrate that space for policy integration exists and powerful agencies are sympathetic to this, but more support is needed to achieve this mandate.

In the network society, the capacity to deal with societal issues is spread among interacting actors in governance networks. Knowledge about this capacity, often called "governance capacity," is still fragmented and quite incoherent. The aim of this study is therefore to gain an integrated understanding of governance capacity. To do this, we conducted a literature review and organized focus groups. This resulted in the selection of five elements of governance capacity: (1) collective action, (2) coordination, (3) resilience, (4) learning, and (5) resources. We used these elements to form the first contours of a governance capacity framework.

A city is a place where many initiatives, people, and social and urban challenges meet. This article brings together the cumulative knowledge of eight researchers who have been studying community-based initiatives (CBIs) via case studies in various countries. In some countries, citizens were not satisfied with government-provided services, or services were lacking. Governments in other countries faced budget cuts to their public services, which led to a strong call for citizens to take matters into their own hands. There is a lack of research investigating the performance of CBIs and explaining their success and failure. The authors systematically analyze their recent case studies through qualitative comparative analysis (QCA) and try to explain under which conditions CBIs lead to high performance. One of the key findings of this analysis is that proximate conditions related to the CBIs—strong organizational capacity, democratic structure, and leadership—are important for high performance. However, these conditions are not sufficient on their own. Community-based initiatives need a conductive environment to achieve high performance; in our cases, government support and a heterogeneous community or a supportive government attitude was key.