Nowadays municipalities in the Netherlands work together more intensively with other municipalities in the region. Also cooperation with companies, institutions and societal organizations is more often looked for at the regional level. In practice this brings along many problems and difficulties. For several reasons it appears not to be easy to combine the implementation strengths of municipalities and societal partners. This article presents a new approach (based on the theory of ‘new regionalism’) to regional implementation strength. This approach is not only about designing regional administrations, but is mainly about the factors that induce administrations as well as companies and institutions to commit themselves jointly for the region. To increase the regional implementation strength more is needed than the formation of a regional administrative structure in which municipalities do not cooperate in a non-committal manner. To induce municipalities and societal partners to commit themselves jointly to handling new tasks or new challenges it is also necessary to have a clear strategic vision on these issues that binds parties and makes them enthusiastic and that regional cooperation is rooted in a societal breeding ground. It also asks for an administrative structure that does justice to the contribution every municipality and societal partner makes to the realization of the strategy and for a democratic involvement of municipal councils and sector-based interest groups. |
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Column |
Burgemeester en collegevorming |
Auteurs | Hans Engels |
Auteursinformatie |
Praktijk |
‘Uitvoeren, dat veronderstelt coördinatie, gezag en controle. En daar zijn we niet goed in’Interview met Herman Pleij |
Auteurs | Vincent van Stipdonk |
Auteursinformatie |
Artikel |
Strategie, structuur en samenleving: drie dimensies van regionale uitvoeringskracht |
Auteurs | Marcel Boogers |
SamenvattingAuteursinformatie |
Artikel |
Uitvoeringskracht in sociale wijkteams: een beproefd concept in een nieuwe context |
Auteurs | Mirjan Oude Vrielink, Lydia Sterrenberg en Helga Koper |
SamenvattingAuteursinformatie |
In the Netherlands at January 1st 2015 municipalities will most likely receive administrative and financial responsibility for work, youth and societal support. Anticipating this change almost all large municipalities have introduced social neighbourhood teams, inspired by the successful model of the ‘Achter-de-Voordeur-aanpak’ (Dutch for ‘Behind the Front Door-approach’). In this article the authors reflect on this development, because of criticisms about the vagueness surrounding the social teams and with its further development in mind. In a historical analysis they look at this phenomenon in relation to its political and policy context. The central research question is the change in vision that has occurred since the first experiments with neighbourhood social teams and the implications for their design. The authors show how the focus in the policy discourse has gradually moved to arguments concerning the efficiency of the societal support, more self-responsibility and self-direction and more participation in the society and the labour process. This makes a different model for neighbourhood teams desirable, especially in terms of (1) the target group of the approach, (2) the depth of the support and (3) the role of the generalist and the room for manoeuvre or the powers this generalist receives. A lot of municipalities choose to discover gradually what works. Next to the time pressure this might explain the vagueness of the plans for the design and organization of neighbourhood teams. |
Artikel |
De zoektocht naar goed bestuurEen analyse van botsende waarden in de publieke sector |
Auteurs | Remco Smulders, Gjalt de Graaf en Leo Huberts |
SamenvattingAuteursinformatie |
In the public as well as the semi-public sector numerous codes of good governance have been written. Although theses codes clearly lay down which public values must be the foundation of our administration, our newspapers often show examples of bad governance. It is striking that these codes mostly just picture an ideal, but do not give insight in tough considerations. In this article the authors show that different public values mentioned in codes are all worth pursuing as such, but that they in practice collide with each other. The manner in which administrators, managers and executives cope with such dilemmas, determines public opinion on good governance. Two cases have been researched: a municipality and a hospital. Through a Q-research six value patterns are demonstrated to exist in these cases. In addition (through interviews) the authors have discovered which values exactly collide in the cases, and which strategies are used to cope with collisions of values. |
Artikel |
Hoe word je wethouder? Een onderzoek naar de transparantie en het democratisch gehalte van de wethoudersvoordrachtEen onderzoek naar de transparantie en het democratisch gehalte van de wethoudersvoordracht |
Auteurs | Julien van Ostaaijen |
SamenvattingAuteursinformatie |
This article addresses the question how aldermen are selected and nominated and how this process is related to a number of democratic values like popular influence and transparency. The central question is how one becomes an alderman in the Netherlands. To answer this central question a document analysis has been carried out and 137 interviews with aldermen have been held in 77 municipalities that were selected on geographical dispersion and number of inhabitants. The research shows that the process until the appointment of aldermen is little transparent and democratic for the outside world. In the large majority of the cases aldermen are asked an nominated from within a political party. The road to becoming an alderman is not closed, in principle everyone can become an alderman, but it is also not transparent and accessible for everyone. For this the selection and nomination is too much tied up to and decided in political party networks. However, gradually changes occur in this closed party bastion, because now parties more often are forced to look for suitable candidates outside the party. |
Boekbespreking |
Een verruimd perspectief op rijkstoezicht? |
Auteurs | Gerrit Dijkstra en Kees Nagtegaal |
Auteursinformatie |
Praktijk |
Navigeren op waarden: nieuw gereedschap voor complexe opgaven |
Auteurs | Léon Klinkers, Frank Bosboom, Maarten Königs e.a. |
Auteursinformatie |
Praktijk |
Waarden in netwerken, ketens en allianties in de AchterhoekReactie uit bestuurlijke praktijk |
Auteurs | Gerharda Tamminga |
Auteursinformatie |