An epilogue implies stepping out of the book, looking back a bit and trying to look ahead. In retro perspective, the question of what is a successful project should be readdressed. It was my aim to investigate the rationale of public managers who seem to successfully overcome the inherent tensions between hierarchical, network and market governance, both inside their organisations and in relation to other societal actors. I found that in the five cases, they understood their policy environment (framework conditions), they used three strategies (combining, switching and maintenance), and possessed three key qualifications (willingness, discretion and capability) for metagovernance. The investigated cases were considered to be successful. However, looking back now, such a qualification is time-specific. It depends on the part of the policy process one looks at. New phases or rounds may start at any moment, and what was at first a success, may turn into a failure. The EU’s Soil Strategy, issued in 2006, contained a Soil Directive. However, in December 2007, the European Parliament voted against having such a directive.
KeywordsPolicy Process Urban Renewal Successful Project Inherent Tension Network Governance
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