Theorieën en methoden uit de gedragswetenschappen betreden steeds nadrukkelijker de beleidsscene. Gedragsinzichten en nudging beloven beleid te verrijken en te versterken. Het begin van deze gedragswetenschappelijke omslag of behavioural turn laat men doorgaans samenvallen met de publicatie van het boek Nudge van Richard Thaler en Cass Sunstein in 2008. In dit artikel plaatsen we nudging in perspectief en argumenteren we dat het concept zowel een zegen als een vloek betekent, en zowel een katalysator als een rem is voor de bredere toepassing en verankering van gedragsinzichten in beleid. Ondanks het aantrekkelijke narratief botst nudging op functionele limieten en ethische bezwaren. Om de gedragswetenschappelijke, experimentele en evidence-based beleidsbeloften alsnog in te lossen, zien we een strategie van steeds verdere verbreding. Het programma van de Behavioural Insights-beweging op basis van vijf pijlers leek in eerste instantie een oplossing te bieden, maar kampt door een eendimensionale interpretatie met interne spanningen. De nog bredere en ambitieuzere Behavioural Public Policy-agenda biedt nieuwe perspectieven, maar moet op functioneel en ethisch vlak nog verder onderbouwd worden.

Civil servants at the Dutch authorities increasingly make use of behavioural insights in the policy process. These insights are primarily put on the agenda at the level of the national government in the Netherlands. However, they also seem to be particularly useful at the local level. After all, behaviour-conscious policy focuses on behavioural change through the redesign of the direct environments of citizens, and local authorities have a clear view and control over these environments. In the light of this potential, this article explores the current rise and institutionalization of behavioural expertise in local government. The work practices of local behavioural experts are examined on the basis of three dimensions of local government: positioning, practices and politics. The findings show that local behavioural experts are still in an experimental and start-up phase, but at the same time are already working with a wealth of behavioural assignments. In doing so, they deal tactically with scarce resources, resistance and abrasive institutional logics. The article shows that behavioural insights and designs are also promising in local government, that a local administrative landscape of behavioural expertise is already being developed; and that making meters in the field of behavioural expertise calls for several forms of coordination.

Nowadays, municipalities form strategies and interact with the challenges and opportunities offered by the context in which they operate. From now on, Flemish municipalities are even obliged by the municipal decree to draw up a multiannual strategic plan (albeit in a transitory phase for the current legislature). That plan must formulate a coordinating strategy for the municipality and must contain guidelines for policy. In our contribution we want to examine on the one hand the particular meaning of this strategic plan for local governments. Which contents are given to these plans? How did these plans came about? What is the further course of these plans? What is the possible infl uence of local finances? Etc. On the other hand, we also want to take a broader look: how do we place the strategic plan in the light of the challenge of broader strategy formulation and decision-making which plays a vital role in contemporary local government?
Starting from a case study in the city of Kortrijk that incorporates both research perspectives, we consecutively conduct an exploring study into this young practice of strategic planning in all Flemish municipalities. Thereby we use in both cases opinion research by interviewing/surveying some key actors (politicians and/or civil servants). They help us to (re-)construct a provisional picture of the contents, the lay out and the future possibilities of strategic plans in contemporary local government.