Zoekresultaat: 20 artikelen

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    The corona crisis has shaken up the tasks, roles and relationships in the Municipal Executive (B&W) in the Netherlands. The question is what this has meant for the role and for the position of aldermen: the relationship between aldermen themselves, their relationship with the mayor, the municipal council, the civil service and society. A digital survey was used to investigate whether and how the crisis measures have changed the role and the position of aldermen. In addition, questions were asked about policy changes as a result of the corona crisis. The survey was completed by 145 aldermen, bringing the response rate to 10%. The corona crisis had a major impact on the role and position of aldermen. Their contacts with civil servants have become more intensive across the board, their boards have become more collegial and their mayors have taken on a more guiding and coordinating role. Contacts with the municipal councils are less intensive as a result of the corona crisis, which does not apply to their own groups. Relations with companies and institutions have been strengthened; those with citizens have remained unchanged.


Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, onderzoeker bij Necker van Naem en hoofdredacteur van Bestuurswetenschappen.

    Because local political parties are by definition only active in one municipality, the assumption is that they are less effective compared to national parties because they have no representation at other levels of government and in other municipalities. It is then expected that aldermen of local parties will have more difficulty advocating the interests of their municipality in the region or province, the national government or the European Union. Interviews with aldermen of local parties and a survey among aldermen show that this picture needs some nuance. Aldermen from local parties say they can compensate for the lack of party political contacts by investing in personal relationships. It is striking that the non-partisan role of these aldermen also benefits them: because they do not have to take party political interests into account, they can more forcefully propagate the interests of their municipality if they are at odds with provincial or national policy. Because of their party-politically neutral role, they also acquire key positions more quickly in the region. The only disadvantage that aldermen of local parties do experience is the lack of support in the form of professionalisation and of knowledge exchange. They see that aldermen of national parties, who usually receive support from their national party bureau, sometimes have an advantage in this regard. This sheds new, and relatively little mentioned, light on the importance of party-political contacts.


Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, onderzoeker bij Necker van Naem en hoofdredacteur van Bestuurswetenschappen.

Franziska Eckardt
Dr. F. Eckardt promoveerde op 3 september 2021 bij de vakgroep Bestuurskunde van de Universiteit Twente op een onderzoek naar drie G-1000-initiatieven. Momenteel werkt ze als onderzoeker in Utrecht bij Citisens voor verschillende overheden aan projecten op het snijvlak van democratie, participatie en innovatie.

    Since 1989, the parties participating in the Dutch elections have been obliged to opt for the legal form of an association with full legal capacity, if they wish to be stated on the ballot under their own name. What this has meant in practice for the structure of local party organisations is, however, unknown. For this reason, this article focuses on the question of how local parties are organised. How have the parties arranged their internal functioning and what human and financial resources do they have at their disposal? A second reason to take a closer look at the organisation of local parties lies in their increased electoral significance. Since 2010, as a collective category, they have managed to attract the largest percentage of voters, with 29% of the total number of votes in the 2018 municipal elections. This justifies the question of whether the social significance of local parties is now just as strong. How do local parties organise their members, sympathisers and volunteers. On the basis of this exploratory study into the organisation of local parties, it can be concluded that both the internal and the external facets of the party organisation are relatively highly developed. Where, according to the literature, national political parties place less emphasis on the external mobilisation function, we see that local parties perform better than the branches of national parties in terms of both the internal organisational function and the external mobilisation function.


Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, onderzoeker bij Necker van Naem en hoofdredacteur van Bestuurswetenschappen.

Gerrit Voerman
Prof. dr. G. Voerman is directeur van het Documentatiecentrum Nederlandse Politieke Partijen (DNPP) en hoogleraar Ontwikkeling en functioneren van het Nederlandse en Europese partijstelsel aan de Rijksuniversiteit Groningen.
Thema-artikel

Grotestedenbeleid en interbestuurlijke verhoudingen

Wetenschappelijke reflectie op ‘Het grotestedenbeleid’ (1999)

Tijdschrift Bestuurskunde, Aflevering 2 2021
Auteurs Marcel Boogers
Auteursinformatie

Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente en onderzoeker bij Necker van Naem.

Prof. dr. Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, senior adviseur Openbaar Bestuur bij BMC en hoofdredacteur van Bestuurswetenschappen.
Article

Getting Party Activists on Local Lists

How Dutch Local Party Branches Perform Their Recruitment Function

Tijdschrift Politics of the Low Countries, Aflevering 2 2020
Trefwoorden municipal politics, political parties, candidate lists, local party branches, recruitment
Auteurs Simon Otjes, Marcel Boogers en Gerrit Voerman
SamenvattingAuteursinformatie

    This article examines what explains the performance of Dutch local party branches in the recruitment of candidates for municipal councils. Fielding a list of candidates is the most basic function of political parties. In the Netherlands, party branches are under pressure from the low number of party members. To analyse how branches fulfil their role in recruitment, we employ our own survey of the secretaries of party branches held in the run-up to the 2018 municipal election. We find that party membership drives the successful fulfilment of the recruitment function but that, more than the absolute number of members, the crucial factors are how these party members cooperate, the number of active members and the development of this number.


Simon Otjes
Simon Otjes is Assistant Professor of Dutch Politics at Leiden University and researcher at the Documentation Centre Dutch Political Parties of Groningen University. His research focuses on political parties, parliaments and public opinion. His articles have appeared in the American Journal of Political Science and in the European Journal of Political Research, among others.

Marcel Boogers
Marcel Boogers is Professor of Innovation and Regional governance at Twente University. His research focuses on the structure of and dynamics within networks of local and regional governments. Boogers combines his position at Twente University with a position as senior advisor at consultancy firm BMC.

Gerrit Voerman
Gerrit Voerman is Professor of the Development and Function of the Dutch and European Party System at Groningen University and Director of its Centre Dutch Political Parties. His research focuses on political parties, their history and their organisation. He is editor of a long-running series of books on Dutch political parties.

    This article clarifies the democratic problems of multilevel governance, with a focus on the Regional Energy Strategy decision-making process. First, the risks that these democratic problems entail for democratic support and for the quality and speed of decision-making are discussed. Next, these problems – and their possible solutions – are discussed by means of three approaches to democracy: representative democracy, pluralist democracy and participatory democracy. A tailor-made mix of these three approaches is recommended as most useful for a solid democratic anchorage of multilevel governance.


Prof. dr. Marcel Boogers
Prof. dr. Marcel Boogers is hoogleraar innovatie en regionaal bestuur aan de Universiteit Twente en senior adviseur bij BMC. In zijn onderzoek en advies richt hij zich op de kwaliteit van besluitvormingsprocessen in interbestuurlijke verhoudingen.
Thema

Access_open Lokaal bestuur in Vlaanderen en Nederland: een verkennende vergelijking

Inleiding op het themanummer ‘De gemeenteraad in Vlaanderen en Nederland vergeleken’

Tijdschrift Bestuurs­wetenschappen, Aflevering 3 2019
Auteurs Prof. dr. Marcel Boogers en Prof. dr. Herwig Reynaert
SamenvattingAuteursinformatie

    There are many good reasons to dwell a little longer on current developments in Dutch and Flemish local government and to examine what both countries can learn from each other. Despite all the differences, Flemish and Dutch municipalities have more in common than with local government in France, the United Kingdom, German Länder or Scandinavian countries. Different words are used on both sides of the border, but the duties and powers of local officials are largely the same. It is therefore a good reason to subject the local government on either side of the border to a first comparison, as a prelude to the contributions in this special issue. After an initial interpretation of the institutional and administrative differences and agreements, the editors of this special issue discuss a number of current discussions about the role and position of the municipal council in Flanders and the Netherlands. They conclude with a brief introduction to the two contributions to this special issue.


Prof. dr. Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, senior adviseur Openbaar Bestuur bij BMC en hoofdredacteur van Bestuurswetenschappen.

Prof. dr. Herwig Reynaert
Prof. dr. H. Reynaert is hoogleraar politieke wetenschappen bij het Centrum voor Lokale Politiek van de Universiteit Gent en redactielid van Bestuurswetenschappen.

    In this article in the series on the local democratic audit, the authors discuss the relationship between decentralization, scaling-up and local democracy. Decentralizations and scaling-up operations have changed the face of local government in the Netherlands considerably in recent decades. What have the consequences for the functioning of local democracy been? Although decentralizations aim to increase democratic control of government tasks, decentralizations appear to have weakened local democracy in two ways. First of all, they have led to a substantial scaling-up of the local government, through municipal amalgamations and especially through the formation of regional partnerships. Regionalization in particular has had all kinds of negative consequences for the functioning of local democracy. Decentralization policy itself has also weakened the steering and controlling role of the city council – certainly in the short term – while decentralization presupposes that the city council has a strong role in coordinating decentralized policy with local wishes and circumstances. We can speak of a ‘double decentralization paradox’ that entails both bottlenecks and opportunities. From the legislator’s side, therefore, an integral vision for the organization of domestic governance is needed.


Prof. dr. Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, senior adviseur Openbaar Bestuur bij BMC en tevens redacteur van Bestuurswetenschappen.

Dr. Rik Reussing
Dr. G.H. Reussing is onderwijscoördinator van de joint degree Public Governance across Borders aan de Universiteit Twente en redactiesecretaris van Bestuurswetenschappen.

Prof. dr. Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, senior adviseur Openbaar Bestuur bij BMC en tevens redacteur van Bestuurswetenschappen.
Artikel

Lokale democratie doorgelicht: inleiding

Tijdschrift Bestuurs­wetenschappen, Aflevering 4 2016
Auteurs Prof. dr. Bas Denters en Prof. dr. Marcel Boogers
SamenvattingAuteursinformatie

    In recent years, attention has increasingly been focussing on the quality of local democracy. Through the transfer of central government tasks to the municipalities, the importance of local government for citizens in the Netherlands has increased. This also places higher demands on the way local democracy functions. For various reasons, it is not easy to meet these demands. The debate on the quality of local democracy can be reduced to two basic questions: what is local and what is democracy? Instead of answering these questions, the authors of the article (editors of this new series) demonstrate what knowledge is needed to do this. They outline broadly the agenda for a local democratic audit, for which this article is an introduction. After a short theoretical discussion of the importance of local democracy, the authors point out those knowledge gaps that still exist in their opinion. They do so on the basis of current research. After identifying the key relations in local democracy, they present an agenda for further research.


Prof. dr. Bas Denters
Prof. dr. S.A.H. Denters is hoogleraar Bestuurskunde aan de Universiteit Twente, wetenschappelijk directeur van de Nederlandse Onderzoekschool Bestuurskunde (NOB) en hoofdredacteur van Bestuurswetenschappen.

Prof. dr. Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente, senior adviseur Openbaar Bestuur bij BMC en tevens redacteur van Bestuurswetenschappen.

    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.


Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur bij de vakgroep Bestuurskunde van de faculteit Management en Bestuur aan de Universiteit Twente en senior adviseur Openbaar Bestuur bij BMC.

Prof. dr. Marcel Boogers
Prof. dr. Marcel Boogers is bijzonder hoogleraar innovatie en regionaal bestuur aan de Universiteit Twente en senior adviseur bij BMC-advies. E-mail: marcel.boogers@utwente.nl.

Marcel Boogers
Prof. dr. M.J.G.J.A. Boogers is hoogleraar Innovatie en Regionaal Bestuur bij de vakgroep Bestuurskunde van de faculteit Management en Bestuur aan de Universiteit Twente.
Artikel

Twee perspectieven op de eerste overheid

Tijdschrift Bestuurskunde, Aflevering 3 2013
Trefwoorden local government, new localism, modernization model, political community model
Auteurs Marcel Boogers en Bas Denters
SamenvattingAuteursinformatie

    Dutch local government is more and more regarded as a ‘first government’. Vision documents of the association of municipalities and national policy plans stress the importance of local government for improving public governance. This ‘new localism’ builds upon two conflicting perspectives to local government: the modernization model and the political community model. As a result, local governments are becoming overloaded by many new and conflicting demands. A debate about how both perspectives to the ‘first government’ can be balanced, is therefore needed.


Marcel Boogers
Prof. dr. M. Boogers is bijzonder hoogleraar Innovatie en Regionaal Bestuur aan de Universiteit Twente en senior adviseur bij BMC.

Bas Denters
Prof. dr. B. Denters is hoogleraar Bestuurskunde aan de Universiteit Twente en wetenschappelijk directeur van het Netherlands Institute of Government (NIG).
Artikel

Voor en na Fortuyn. Veranderingen en continuïteiten in het burgeroordeel over het democratisch bestuur in Nederland

Tijdschrift Beleid en Maatschappij, Aflevering 2 2012
Trefwoorden Fortuyn, democratic governance, legitimacy, support, satisfaction
Auteurs Prof. dr. Frank Hendriks, Dr. Julien van Ostaaijen en Marcel Boogers
SamenvattingAuteursinformatie

    For several years, Dutch and international survey research programmes, such as the European Values Studies, the Eurobarometer, and the Dutch Parliamentary Elections Studies, have registered the judgements of (Dutch) citizens regarding a wide variety of topics. The Legitimacy-monitor Democratic Governance (Hendriks, Van Ostaaijen & Boogers, 2011) assembles those statistics that together present a layered picture of the legitimacy of democratic governance in the eyes of Dutch citizens. For this article, we review those statistics and take the ‘Fortuyn-year 2002’, the year in which Fortuyn shook up Dutch politics, as a demarcation point. Among the many continuities in pre- and post-Fortuyn statistics, we register a number of marked changes in the judgements of citizens regarding democratic governance in the Netherlands. The most salient, we conclude, is the growing thirst for vigorous ‘leadership’, which not only breaks with the trend of several decades (ever weaker preference for strong leadership), but also the logic of Dutch consensus democracy (many hands and not one head).


Prof. dr. Frank Hendriks
Frank Hendriks is hoogleraar bestuurskunde aan de Tilburgse School voor Politiek en Bestuur,Tilburg University. Correspondentiegegevens: Prof. dr. F. Hendriks, Tilburg School of Politics and Public Administration, Tilburg University, Warandelaan 2, 5037 AB Tiburg. F.Hendriks@uvt.nl.

Dr. Julien van Ostaaijen
Julien van Ostaaijen is als onderzoeker en docent werkzaam aan de Tilburgse School voor Politiek en Bestuur, Tilburg University. Correspondentiegegevens: Dr. J. van Ostaaijen, Tilburgse School voor Politiek en Bestuur, http://rechten.uvt.nl/ostaaijen. J.J.C.vanOstaaijen@uvt.nl.

Marcel Boogers
Marcel Boogers is universitair hoofddocent bestuurskunde aan de Tilburgse School voor Politiek en Bestuur, Tilburg University. m.boogers@uvt.nl.

Marcel Boogers
Dr M.J.G.J.A. Boogers is als universitair hoofddocent verbonden aan de Tilburgse School voor Politiek en Bestuur, Universiteit van Tilburg.
Research Note

Het eigen karakter van lokale politieke groeperingen

Tijdschrift Res Publica, Aflevering 2 2010
Auteurs Marcel Boogers en Gerrit Voerman
Auteursinformatie

Marcel Boogers
Marcel Boogers (1964) is als universitair hoofddocent verbonden aan de Tilburgse School voor Politiek en Bestuur van de Universiteit van Tilburg. Zijn onderzoek richt zich op lokale politiek, politieke elites en andere intermediairen tussen politiek en samenleving.

Gerrit Voerman
Gerrit Voerman (1957) is directeur van het Documentatiecentrum Nederlandse Politieke Partijen van de Rijksuniversiteit Groningen. Centrale thema’s in zijn onderzoek zijn partijgeschiedenissen, politiek leiderschap en verkiezingscampagnes.
Artikel

Bleef ook lokaal alles anders?

Was ‘2002’ de piek in de crisis in de lokale politiek?

Tijdschrift Bestuurskunde, Aflevering 3 2008
Auteurs Marcel Boogers en Linze Schaap
Auteursinformatie

Marcel Boogers
Marcel Boogers en Linze Schaap zijn beiden als universitair hoofddocent verbonden aan de Tilburgse School voor Politiek en Bestuur van de Universiteit van Tilburg

Linze Schaap
Marcel Boogers en Linze Schaap zijn beiden als universitair hoofddocent verbonden aan de Tilburgse School voor Politiek en Bestuur van de Universiteit van Tilburg
Artikel

Bestuurskracht, wat moeten we ermee?

Een stand van zaken

Tijdschrift Bestuurskunde, Aflevering 2 2007
Auteurs Marcel Boogers en Linze Schaap
Auteursinformatie

Marcel Boogers
Dr Marcel Boogers en dr Linze Schaap zijn verbonden aan de Tilburgse School voor Politiek en Bestuur (TSPB) van de Universiteit Tilburg.

Linze Schaap
Dr Marcel Boogers en dr Linze Schaap zijn verbonden aan de Tilburgse School voor Politiek en Bestuur (TSPB) van de Universiteit Tilburg.
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