Abstract
The overarching model of policy implementation was applied to the public policy described in the first chapter: social and administrative renewal. the empirical model test focusses on the programs formulated in three local authorities. the local authorities differ in the extent to which political control is exercised. This chapter contains a short introduction to Dutch local authority policy making and three case studies—which provide a concise substantive overview of the policy programs.
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Notes
This overview is limited to the policy issues selected in this research. In addition to the issues discussed here, the policy program contained issues relating to women on welfare and the labor market, social-cultural work in the village Boijl and the neighborhood De Heide, and a project on dogs’ dirt (which appeared to be defined as a social problem instead of a problem of proper law enforcement!).
The local authority of Groningen defined social cultural activities as those which stimulated: ‘group formation and meetings of people with similar interests, problems, or sub-cultural values; the acquisition and exercise of certain capabilities directed toward expanding knowledge, the development of insights, and views or attitudes, and the development of skills; awareness of personal housing, employment or life situation, and the development of an active and critical involvement in the influencing this situation’ (Directie SWR 1991: 11).
The policy program of the local authority governing body of Groningen for the period 1990–1994 called for a strengthening of the social structure of the (local) society, with a view to fighting crime, unemployment and urban poverty. Administrative and social renewal was identified as the starting point for this in the policy document ‘Management in Balance’ (‘Bestuur in Balans’). the aim of social renewal was defined as the reduction of poverty, isolation and dependence among citizens (SWR, 1990: 7).
There are conflicting opinions about the tasks of social-cultural work in modern society. On the one hand, there are opinions supporting the ‘increased capability (and obligation) of the population (…) to take responsibility for their own future and for the livability of the society. On the other hand, there are opinions, which are becoming increasingly popular, supportive of a new businesslike approach. According to these visions, limited means must be used to achieve an effect which is as large as possible within a pre-determined time period’ (Directie SWR, Dienst OCSW, 1991: 13).
In the Netherlands the government budgets are, of course, listed in Dutch guilders. However, here financial numbers are presented in U.S. dollars, with an approximate exchange rate of 2.00 Dutch guilders for 1.00 U.S. dollar.
These problems were identified in an evaluation of the neighborhood and club house work. the problems listed were the presence of too little resources to allow residents to participate, a sub-optimal distribution of resources across the neighborhoods, too little consultation of neighborhood organizations and institutions concerning projects in their neighborhoods, and too many separate subsidies.
The third council decision, in October 1994, concerns the approval of the merger document from the management group, which elaborated and implemented the two earlier council decisions. This consisted of a (final) formal control over the implementation of the restructuring. Consequently, the local authority did not develop its own policy document concerning the council decision in October 1994.
The absence of organizations from outside the local authority, such as the national government or the provincial government, was noted earlier in the discussion of social renewal in Weststellingwerf. This finding is supported by nation-wide research by the Dutch Social and Cultural Planning Bureau on Dutch local welfare policy (Van der Pennen et al., 1995: 103).
This title has in Dutch a second meaning: ‘Knowing How to Give Way’.
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© 2000 Springer Science+Business Media Dordrecht
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Torenvlied, R. (2000). Social Renewal: Interests and Implementation. In: Political Decisions and Agency Performance. Library of Public Policy and Public Administration, vol 2. Springer, Dordrecht. https://doi.org/10.1007/978-94-011-4285-4_5
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DOI: https://doi.org/10.1007/978-94-011-4285-4_5
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