Issues of Governance in Spatial Planning
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Issues of Governance in Spatial Planning
SpatialPlanning&Strategy
Prepared by Roberto RoccoChair Spatial Planning and Strategy
TU Delft
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SpatialPlanning&Strategy
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Consolidation of objectives in Spatial Planning around the notion of sustainability:
•Deliver sustainable and fair futures
• Increase public goods
• Redistribute gains
• Increase life chances and prosperity
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We have some directions
(Spatial) Justice+ (Social, Economic and Environmental) Sustainability + (Intervention/Design of) Governance
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‘Enhanced’ Sustainability
“For sustainability to occur, it must occur simultaneously in each of its three dimensions” (economic, social and environmental)
Larsen, 2012
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“The main goal is to create
conditions for the full realization of human potentials,
through healthy, sustainable and fair environments”
Human Rights Education Associates
“Sustainable development” http://www.hrea.org/
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In order to achieve those
objectives, planners and
designers are inserted in
and must understand
complex systems of
governance
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Our hypothesis
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Our hypothesisUnderstanding and designing governance helps enhance social sustainability because it might warranty ‘procedural justice’ (Fainstein).
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Our hypothesisUnderstanding and designing governance helps enhance social sustainability because it might warranty ‘procedural justice’ (Fainstein).
Ultimately, it may also deliver better results in terms of adequacy of solutions, acceptance and implementation of plans.
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What’s Governance Again?
* relating to an ideal standard or model. ** also may be understood as ‘how it happens in practice’
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What’s Governance Again?
Normative* dimension
* relating to an ideal standard or model. ** also may be understood as ‘how it happens in practice’
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What’s Governance Again?
Normative* dimension X
* relating to an ideal standard or model. ** also may be understood as ‘how it happens in practice’
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What’s Governance Again?
Normative* dimension X
Descriptive** dimension
* relating to an ideal standard or model. ** also may be understood as ‘how it happens in practice’
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The Normative Dimension: Governance
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The Normative Dimension: Governance
Civil Society
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The Normative Dimension: Governance
Private Sector
Civil Society
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The Normative Dimension: Governance
Private Sector
Civil Society
Public Sector
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The Normative Dimension: Governance
Private Sector
Civil Society
Public Sector
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The Normative Dimension: Governance
Private Sector
Civil Society
Public Sector
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The Normative Dimension: Governance
Private Sector
Civil Society
Public Sector
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The Normative Dimension: Governance
Private Sector
Civil Society
Public Sector
The great sectors of society (civil society, public sector and private sector) ought to be in positive tension, where they simultaneously apply and receive pressure from other sectors. In doing so, they keep each other in check and avoid overrunning each other. The problem with this model is that not everyone has an equal voice or power to express his or her views.
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Networks of coalitions
Private Sector
Civil Society
Public Sector
Civil
Public Sector
Agents form networks of coalitions between sectors and within sectors towards objectives
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Networks of coalitions
Private Sector
Civil Society
Public Sector
Civil
Public Sector
Agents form networks of coalitions between sectors and within sectors towards objectives
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Networks of coalitions
Private Sector
Civil Society
Public Sector
Civil
Public Sector
Agents form networks of coalitions between sectors and within sectors towards objectives
Spatial Planners and designers are inserted
in networks (and bureaucracies).
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And the descriptive dimension Governance refers to the emergence of a ‘policy making style’ dominated by cooperation among government levels and between public and non public actors and the civil society.
Papadopoulos, 2007
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Changes in governing (& planning)
Emergence of a particular style of governing where there must be sustained co-ordination and coherence among a wide variety of actors with different purposes and objectives from all sectors of society.
Papadopoulos, 2007
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A territorial-legal component
Private Sector
Civil Society
Public Sector
Civil
Public Sector
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A territorial-legal component
Private Sector
Civil Society
Public Sector
Civil
Public Sector
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State (the rule of law)
A territorial-legal component
Private Sector
Civil Society
Public Sector
Civil
Public Sector
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The rule of lawThe rule of law provides the framework for the Public sector, the Private sector and the Civil society to exist in certain forms and in certain relationships with each other.
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What’s governance again?
State (the rule of law)
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Values and nomrs (informal institutions)
What’s governance again?
State (the rule of law)
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Common values and norms (informal institutions)
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Common values and norms (informal institutions)
Explains behaviours like patronage, nepotism,
corruption, ingrained practices and traditions as well as and
how networks are formed
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Multilevel governance‘Involves a large number of decision-making arenas, differentiated along both functional and territorial lines and interlinked in a non-hierarchical way’
Eberlein and Kerwer, 2004
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Networked governancePolicy making and implementation is ‘shared’ by politicians, technocrats, experts, dedicated agencies, authorities, semi private and private companies, the public, NGOs, etc which constitute NETWORKS of policy and decision making across levels, territories, mandates, etc.
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Some decisions are taken....
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Some decisions are taken....Across Sectors
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Across Administrative bounda
ries
Some decisions are taken....Across Sectors
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Across Administrative bounda
ries
Some decisions are taken....Across SectorsAcross
sectors of
society
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Across Administrative bounda
ries
Some decisions are taken....Across SectorsAcross
sectors of
society
Across levels of government
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Multilevel Governance
European Union
United Kingdom
England
English regions
Greater London Authority
City of London Corporation (borough)
Ward (ellects the members of the Court of commons)
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Multilevel Governance
European Union
United Kingdom
England
English regions
Greater London Authority
City of London Corporation (borough)
Ward (ellects the members of the Court of commons)
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Networked decision-makingCity of London Corporation
Primary decision making
Courtofcommons
Courtofaldermen
Elected councilors by residents, landowners, land leasers(25 wards with di!erent numberof elected councilors)
Elected by livery men (108 livery companies)
Lord Mayor +2 Sheri!s
121 committees in 2012
72 outside bodies
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Networked Governance
UKlocal
authoritylegislation
Standingorders
Primary decision making
Courtofcommons
Courtofaldermen
Lord Mayor +2 Sheri!s
121 committees in 2012
72 outside bodies
Elected by 108 livery companies
Elected in 25 wards by residents and
landowners
Greater LondonAuthorityMayor of London
London Assembly (25)
transport
police
!re
Great London Plan
Elected by residentsof London
Elected by 14 constituencies+
11 from a party list
UK Parliament
House of Lords(powers are limited)
House of Commons
Lords Temporal (Appointed)
Lords Spiritual (Appointed)
MPs (Elected)
Queen (advised by Prime Minister)
History, tradition, uses and customs
Directives and conventions that have subsequently been enacted into UK legislation and in"uenced the develop-ment of the thinking behind the Government's policies, like the Groundwater Directive and the Environmental Impact Assessment Directive, for example.
European Union
International protocols
These include global treaties, such as Kyoto and strategies for dealing with the in"uences and e#ects of climate change and for integrat-ing sustainable development into the EU's environmental policies as a result of major conferences, including the World Summit on Sustainable Development.
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Urbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010
Multilevel governance in emerging city-regions
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Urbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010
Multilevel governance in emerging city-regions
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Urbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010
Multilevel governance in emerging city-regions
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Policy formulation and implementation
Networks involving:
• public actors (politicians and administrators) in different decision levels
• technocrats
• economic agents
• interest representatives (civil + corporate)
• other stakeholders
• experts (e.g. planners)
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New forms of steering complex governance networks
Deliberation
Bargaining
Compromise-seeking
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Instead of...
Pruitt-Igoe, Saint-Louis Missouri, 1950s. Source: http://pichaus.com/pruitt-igoe-public-housing-development/
blueprints
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Why network governance?
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Why network governance?1. decisions with strong output
legitimacy
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Why network governance?1. decisions with strong output
legitimacy
2. the content is more appropriate
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Why network governance?1. decisions with strong output
legitimacy
2. the content is more appropriate
3. better accepted by target groups
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Why network governance?1. decisions with strong output
legitimacy
2. the content is more appropriate
3. better accepted by target groups
4. technically more adequate and politically more realistic decisions
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Designing governance will
make your plan and design better
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Diagram by Shuying Yu, Beijing, China, 2010
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But what are the challenges of
governance for the quality of
our democracies?
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Now we will explore challenges presented by
governance in detail
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Main issues
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1.Hollowing out of the State
Main issues
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1.Hollowing out of the State2.Accountability deficiency
Main issues
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1.Hollowing out of the State2.Accountability deficiency3.Representation and visibility
Main issues
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1.Hollowing out of the State2.Accountability deficiency3.Representation and visibility4.Decoupling of the realm of politics
Main issues
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Hollowing out of the State
The networked nature of governance structures have been triggered by ideologies that endorse the minimal state
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But we think that...
they are ultimately the result of the increasing
complexity of our societies and of their embeddedness in complex spatial settings
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Accountability is at the core of
discussions on networked governance
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Accountability
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Accountabilityrefers to the attribution of responsibility and mandate, and the possibility of check by other parties involved.
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Accountabilityrefers to the attribution of responsibility and mandate, and the possibility of check by other parties involved.
In network governance, it is difficult to attribute responsibility and mandates and ultimately difficult to hold anyone accountable (the problem of many hands)
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AccountabilityFor agents to be held accountable, they must be identifiable as accountability holders and they must belong to arenas where there is a possibility of sanction
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Politics
For elected officers, we might think that elections are the ultimate test of accountability: the hanging sanction is the non-reelection
Photo
sour
ce: R
euters
/Tob
y Melv
ille
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But...In networked governance structures, the role of elected officials is often not central in the decision making process
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Moreover...we
shouldn’t narrow the issue of
accountability to that of democratic
control
Grant & Keohane, 2004
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Other forms of (necessary) accountability in policy making and implementation
FiscalLegal
Administrative
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Weak visibility
Decisional procedures in policy networks are often informal and opaque (as this facilitates the achievement of compromise)
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Politics of problems X
politics of opinion
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Politics of problems X
politics of opinion
Politics of problems (problem solving politics) oriented towards a backstage network of knowledge and decision-making
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Politics of problems X
politics of opinion
Politics of problems (problem solving politics) oriented towards a backstage network of knowledge and decision-making
Politics of opinion is the traditional politics in the media, party struggles and ideological assertions
©Sh
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©Bl
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Citizens as accountability holdees
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Citizens as accountability holdeesCitizens should be the ultimate holdees of democratic accountability...
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Citizens as accountability holdeesCitizens should be the ultimate holdees of democratic accountability...
...but in reality the public is not the only judge of governmental performance and in many instances citizens can not sanction agents that are responsibly for policies that affect them directly (e.g. IMF, European Union, etc.)
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TransparencyTransparency induces the accountability holders to provide justifications for their actions, but there are no guarantees that accountability holdees can apply sanctions
Publicity is a necessary condition for democracy but not a sufficient one
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Multilevel aspects make competencies fuzzy
Complex structures cutting across decision levels (e.g. federal states, emerging city-regions, but also the EU, IMF, World Bank, etc)
Entails cooperative intergovernmental relations, but the formal division of competencies is often fuzzy (e.g. EU)
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Diluted responsibility
Networks dilute responsibility among a large number of actors (the problem of many hands)
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Transparency & couplingPolicy networks must be (re)coupled to public representative bodies that are able to regulate service provision or policy implementation and which provide the tools for identifying accountability holders and also tools for sanctioning them
Policy networks must be re-coupled with the public arena
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It is not that simple!
©Ro
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Composition of policy networks
Policy networks are largely composed of bureaucrats, policy experts and interest representatives, who are often only indirectly accountable to citizens and sometimes only accountable to their peers (other experts)
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Peer accountabilityIn governance networks, public accountability is often replaced by peer accountability
Durable cooperative interactions between actors are expected to generate self-limitation, empathy and mutual trust, but also mutual black mailing and excessive reliance on reputation and trust
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often dwells in one single world view, denying that there are other kinds of knowledge that are relevant
President Kennedy visits NY World Fair, Photo source: http://ilongisland.com/Robert_Moses_Long_Island.htm
Peer accountability...
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We must step out of the dominant paradigm
White HeterosexualWestern Male Technocrats
anything but... Robert MosesImage source: http://www.newmuseum.org/blog/view/ideas-city-istanbul-or-how-to-obtain-a-building-permit-for-central-park
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The problem of the ‘non-expert actor’ refers to the Foucaultian idea that knowledge is the property of certain groups, while other groups do not have their knowledge recognized as valid
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All this means that spatial planners must adopt a different attitude towards plan-making and implementation. They need to perform new roles...
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THENAll knowing
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http://www.newmuseum.org/blog/view/ideas-city-istanbul-or-how-to-obtain-a-building-permit-for-central-park
Robert Moses
THENAll knowing
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http://www.newmuseum.org/blog/view/ideas-city-istanbul-or-how-to-obtain-a-building-permit-for-central-park
Robert Moses
THENAll knowing
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http://www.newmuseum.org/blog/view/ideas-city-istanbul-or-how-to-obtain-a-building-permit-for-central-park
Robert Moses
NOWMediator
Verena is a young woman planner
THENAll knowing
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Click here to see the great planning game on the web
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: r.c.r
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GreatPlanningGame
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Elaborated by Roberto RoccoChair Spatial Planning and Strategy, TU Delftbased on a text byKarina SehestedUniversity of Copenhagen
SpatialPlanning&Strategy
Role playing game based on Karina Sehested’s Urban Planners as Network Managers and Metagovernors (2009).
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Challenge (for planners?)
to clarify and strengthen the democratic anchorage of network forms of governance
©Ro
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Participation makes governance more effective
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Participation makes governance more effective
• Strengthens democracy
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Participation makes governance more effective
• Strengthens democracy
• Improves legitimacy
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Participation makes governance more effective
• Strengthens democracy
• Improves legitimacy
• Builds support and understanding for actions
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Participation makes governance more effective
• Strengthens democracy
• Improves legitimacy
• Builds support and understanding for actions
• Likely to deliver more effective results
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Participation makes governance more effective
• Strengthens democracy
• Improves legitimacy
• Builds support and understanding for actions
• Likely to deliver more effective results
• A strong argument for participation is that knowledge is constructed in communication. It would be therefore unethical and unintelligent to impose top-down solutions that do not take into account the knowledge of stakeholders.
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ReferencesALBRECHTS, L., HEALEY, P. & KUNZMANN, K. R. 2003. Strategic Spatial
Planning and Regional Governance in Europe. Journal of the American
Planning Association, 69, 113-129.
EBERLEIN, B. & KERWER, D. 2004. New Governance in the European Union:
A Theoretical Perspective. Journal of Common Market Studies, 42, 128.
FAINSTEIN, S. 2010. The Just City, Ithaca, Cornell University Press.
PAPADOPOULOS, Y. 2007. Problems of Democratic Accountability in
Network and Multilevel Governance. European Law Journal, 13, 469-486.
RHODES, R. A. W. 1996. The New Governance: Governing without
Government. Political Studies, XLIV, 652-667.
SALET, W., THORNLEY, A. & KREUKELS, A. 2003. Metropolitan Governance
and Spatial Planning, London, Spon Press.
SEHESTED, K. 2009. Urban Planners as Network Managers and
Metagovernors. Planning Theory and Practice, 10, 245-263.
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Thanks for watching & listening!
Should you have any questions, please contact [email protected]
And visit our BLOG
www.spatialplanningtudelft.eu
Challenge(the(future
With special thanks to Ronald (Daedalus) Vogel from Bremen, Germany, for the use of his pictures. You can
see Ronald’s pictures at: Daedalus (V) In Flickr.com or www.daedalus-v.de/english
This is Ronald
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Thanks for watching & listening!
Should you have any questions, please contact [email protected]
And visit our BLOG
www.spatialplanningtudelft.eu
Challenge(the(future
SpatialPlanning&Strategy
With special thanks to Ronald (Daedalus) Vogel from Bremen, Germany, for the use of his pictures. You can
see Ronald’s pictures at: Daedalus (V) In Flickr.com or www.daedalus-v.de/english
This is Ronald