Make space for adaptation and experimentation

Disclaimer: this page is under construction

The ambition

Embracing flexibility in project management refers to flexibility in attaining a project/intervention’s overarching vision or goal according to the on ground circumstances in different contexts and need of the time (rather than following a stringent pre-decided plan). A project could be flexible in terms of:

1. Foregrounded goals of the project
2. Path to reach goals
3. Institutional responsibilities

Check out examples

Addressing the dimension 1.

Coming soon !

Addressing the dimension 2.

Carnisse neighborhood, Rotterdam

Project proponents (mostly local organizations) had an overall vision of the project development but it was not set in stone. The idea was to translate an existing methodology about transition management and to make it custom fit to the local context. For instance, the creation of a community center was not planned in advance and was envisioned and initiated by local stakeholders.

Learn more about his intervention:

• Take a look at the detailed Regeneration of a deprived neighborhood in Rotterdam
• Check out the brief governance scenario called Trusting civil society and residents to co-shape regeneration projects in deprived neighborhoods.

Superblocks, Barcelona

After resistance against original plans to implement a Superblock in Poblenou (mostly because of missing participation) the municipality changed the way Superblocks should be installed in the whole city and formalised local working groups (where all kinds of local stakeholders can participate in) that are in charge of adapting the concept of the Superblock to the respective local context.

Learn more about his intervention:

• Take a look at the detailed Dealing flexibly with and learning from resistance in Barcelona
• Check out the brief governance scenario called Inviting citizens to a transformation of street space - flexibly dealing with resistance.

BürgerEnergy Berlin, Berlin

BEB has not been selected for the grid concession which was one of their goals. The government has made the decision to give the license to a city-owned public utility. But the decision is not final yet since Vattenfall, the former grid operating company, has filed a lawsuit against the government’s decision. BEB, however, supports the government decision, in an interview a BEB representative stated the government has made a great decision. It was also part of our campaign. Now, they have to reinvent themselves a little because their overarching goal was not only operating and having a grid concession but also contributing to a sustainable energy system in Berlin.Therefore, they have started implementing for example solar power projects. The interviewee says, ‘Having an overarching goal, a vision and being able to adapt that to the circumstances is very important because overtime (that is my personal feeling) circumstances change a lot. You have to constantly think if our vision is still relevant and up to date and do we need to adapt and can we carry on’.

Learn more about his intervention:

• Take a look at the detailed Citizens share in Berlin Energy Grid for sustainable energy
• Check out the brief governance scenario called Making local energy systems inclusively sustainable - by ourselves, with a little help by friends.

Addressing the dimension 3.

Ekostaden neighborhood, Augustenborb

Especially in the early years of the project, there was a critical mass of people with important functions (e.g people from the local housing company, project manager, people from the municipality) that tried to address ALL issues in the area and did not care too much if it was their responsibility on paper. This generated a belief that a holistic change of the area was possible.

Learn more about his intervention:

• Take a look at the detailed Holistic neighbourhood development Augustenborg
• Check out the brief governance scenario called Overcoming compartmentalization in urban regeneration projects for inclusive sustainability and resilience.

Relation to previous work in UrbanA

This enabling governance arrangement addresses the following drivers of injustice:

• Unfit institutional structures. It refers to those aspects or functions of organizations, public offices, administrations and authorities that deal with urban governance and stand in the way of achieving just outcomes in urban sustainability.
• Lack of effective knowledge brokerage and stewardship opportunities. It refers to the ways in which (access to) useful information and know-how around sustainable urban interventions, and their benefits, is not shared effectively or equally among social groups, sectors or disciplines and thus constrain the potential for both sustainability and justice.