The emergence of a new model of governance, bringing together governmental and non-governmental forces to achieve the policy goal, calls for a novel form of partnership driven by interdependence and networking between a range of actors. Although this approach is often described as ‘collaborative planning’, there is widespread acknowledgement that the ‘new’ practice has operational difficulties. This paper draws on the results of a research project investigating how a concrete example of collaborative partnerships, the Mersey Basin Campaign in North West of England, can operate for integrated waterside revitalisation. The Mersey Basin Campaign is a government-sponsored 25-year initiative that aims to improve water quality and the waterside environments of the Mersey Basin, a heavily urbanised area containing the two conurbations of Merseyside and Greater Manchester. In Australia, 1999, the Campaign won the Inaugural River Prize as the World’s best river-management initiative by far of environmental co-operation between all partners. From the experience of the Campaign, our research identified three key aspects of integrated waterside revitalisation; consensus building, facilitation and open participation. In carrying out the study, six detailed case studies within the Campaign’s activities have been investigated in the context of three key aspects. About 40 semi-structured interviews have been undertaken, and over 25 meetings and field works have been observed. Our research shows having shared ownership of the partnership, which can be motivated from feelings of achievements among member representatives are fundamental for effective partnership service delivery. It has been seen that once the representatives have ownership of the partnership, they act as a catalyst to stimulate and motivate action from their parent organisations.
Joon Sik KimPublication date
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