Table 5 Self-identified success factors and obstacles for institutionalising governance arrangements for transition management practices
City | Success factors | Obstacles |
|---|---|---|
Brașov (RO) | - Applying reflexive monitoring - Framing in terms of transition studies and proposing 'radical' and creative ideas - Shared ownership of process in transition team - Visionary thinking towards 2050 | - Changing prioritisation on political level - Staff capacity - Financial resources - Collecting information for monitoring - Maintaining citizen engagement |
Brest métropole (FR) | - Forging collaboration between different actors - Providing training for coalitions on how to self-organise - Creating extra capacity through job position | - Convincing stakeholders to commit to complex and uncertain process - Fragile self-organisation of coalitions - Finding funding and resources for coordinating coalitions |
Dublin (IE) | - Roadmap as opportunity for regional collaboration - Interaction in-person events - Inserting Zero Together in ongoing work of Codema - Building relationships within communities | - Keeping transition team members on board in open-ended process without top-down mandate - Organising shared ownership - Awareness of urgency to continue participatory process - Financial resources - Holding actors accountable |
Mouscron (BE) | - Realising cross-departmental collaboration and streamlining ambitions across municipal services through lobbying and informing approach | - Political will - Staff capacity - Negotiating different points of view in transition team - Achieving a permanent change in attitude and ways of working |
Niš (RS) | - Using the transition team to connect policy to academic knowledge | - Political will - Existing rules around tendering facilitators - Lack of staff capacity in department |
València (ES) | - Political prioritisation by mayor, through Coordinator of Urban Agenda of València: full support and official approval - Flexibility to merge and collaborate with other policy initiatives (Urban Strategy, Climate Mission València 2030) - Stakeholders from five sectors motivated and engaged to participate in Energy Transition Board as new governance body of the Urban Strategy | - Keeping all actors involved motivated, even when financing is pending - Changing roles from co-definition to co-implementation phase - Managing different opinions and desires in transition team - Accessing transformative financing - Organising monitoring and accountability structure for strategy - Financing participatory processes |