scholarly journals Promoting and Interpreting Geoheritage at the Local Level—Bottom-up Approach in the Land of Extinct Volcanoes, Sudetes, SW Poland

Geoheritage ◽  
2019 ◽  
Vol 11 (4) ◽  
pp. 1227-1236 ◽  
Author(s):  
Edyta Pijet-Migoń ◽  
Piotr Migoń
Keyword(s):  
Local Level ◽  
Bottom Up ◽  
Sw Poland

Bottom up: a UK approach to art library co-operation

1998 ◽  
Vol 23 (4) ◽  
pp. 9-17
Author(s):  
Beth Houghton
Keyword(s):  
Local Level ◽  
Past Experience ◽  
National Strategy ◽  
Crystal Ball ◽  
Bottom Up ◽  
The Relationship ◽  
Operative Activity ◽  
Successes And Failures

What is library co-operation, what is its current relevance and how is its nature and purpose changing in today’s information world? What are the particular types of co-operative activity that art librarians have taken part in, and what have been their successes and failures? This article examines a range of projects carried out by ARLIS/UK & Ireland and others, from directories and union lists to cataloguing and indexing and disposal of stock. It considers the relationship between cooperative initiatives which can best be undertaken at local level and those where a national strategy and infrastructure are necessary. Finally it draws practical and realistic conclusions from a combination of past experience and a little crystal ball gazing.

scholarly journals Bridging the Gap between Theory and Practice: Reviewing the functions and powers of local government in South Africa

2009 ◽  
pp. 107-119 ◽  
Author(s):  
Annette Christmas ◽  
Jaap De Visser
Keyword(s):  
South Africa ◽  
Local Government ◽  
New South ◽  
Local Level ◽  
Theory And Practice ◽  
Bottom Up

The chairperson of the parliamentary Portfolio Committee on local government recently described local government in South Africa as “a chicken whose legs have been tied for too long”. In other words, even when the fetters that bind the chicken’s legs are loosed, it remains at a loss for what to do with its newfound freedom (Tsenoli 2007). This descriptive analogy ostensibly refers to the failure of local government to harness its newfound power in post-apartheid South Africa and to claim its rightful position as the driver of development at the local level, and instigator of bottom-up growth and progress, which is meant to shape and transform society in the new South Africa.

scholarly journals Translating the Bottom-Up Frame

2019 ◽  
Vol 28 (2) ◽  
pp. 45-65
Author(s):  
Oliver Müller ◽  
Ove Sutter ◽  
Sina Wohlgemuth
Keyword(s):  
Rural Development ◽  
Rural Areas ◽  
Local Level ◽  
Development Programme ◽  
Field Observations ◽  
Bottom Up ◽  
Semistructured Interviews ◽  
Local Contexts ◽  
Ethnographic Data ◽  
The Eu

The paper follows the different moments of translation when LEADER, the EU development programme for rural areas, is put into practice on the local level. Drawing on ethnographic data gathered during several field observations and semistructured interviews from two LEADER regions in Germany, we analyse how the interpretive repertoire of LEADER’s bottom-up approach is actualised, appropriated and negotiated by different actors when translated into local contexts of participative rural development. Drawing on Stuart Hall’s theoretical distinction of different positions of ‘decoding’, the article demonstrates how the ‘bottom-up frame’ is interpreted and adapted strategically from a ‘dominant-hegemonic’, ‘negotiated’ and ‘oppositional’ position.

Transition to Knowledge-intensive Growth in Russia

2003 ◽  
pp. 4-25 ◽  
Author(s):  
Y. Kuznetsov
Keyword(s):  
Industrial Policy ◽  
Local Level ◽  
Institutional Innovation ◽  
Top Down ◽  
Credible Commitments ◽  
Bottom Up ◽  
Playing Field ◽  
Entry Points ◽  
Knowledge Intensive ◽  
Intensive Growth

The paper proposes a strategy to trigger knowledge-intensive growth based on a combination of bottom up and top down reforms. When both market and government failures are pervasive, institutional innovation (new ways of doing things and reach credible commitments) becomes paramount for growth and reform. The paper discusses entry points to trigger institutional innovation at a local level and proposes a mechanism of incremental self-reinforcing reform (bootstrapping). A three-stage approach to reform is proposed: top down reforms to enhance even playing field; a contest between regions to unleash institutional innovation; active federal industrial policy.

Model (my) neighbourhood – a bottom-up collective approach for crime-prevention in Portugal and Lithuania

2016 ◽  
Vol 9 (2) ◽  
pp. 166-190 ◽  
Author(s):  
Miguel Saraiva ◽  
Irina Matijosaitiene ◽  
Mónica Diniz ◽  
Vilius Velicka
Keyword(s):  
Crime Prevention ◽  
Police Officers ◽  
Local Level ◽  
Holistic Approach ◽  
Lessons Learned ◽  
Theory And Practice ◽  
Social Constraints ◽  
Top Down ◽  
Bottom Up ◽  
Content Type

Purpose The purpose of this paper is to respond to the need for comparative studies on methodologies for implementing Crime Prevention through Urban Design and Planning (CP-UDP) at the local level, particularly in peripheral Europe where CP-UDP’s top-down standards have poor dissemination and acceptance. This paper debates how local partnerships can help reduce crime and how a CP-UDP-based model can be introduced into municipal planning. Design/methodology/approach The paper discusses the challenge of CP-UDP in the framework of a post-crisis Europe and Europe 2020. Because there is a large gap between theory and practice, lack of a shared holistic approach, and scepticism, or lack of knowledge, of public authorities, at local-level planning professionals and the police have devised bottom-up initiatives based on interdisciplinary partnerships with the community. The paper describes, discusses and compares the implementation of such approaches in Lisbon (Portugal) and Vilnius (Lithuania). Findings The paper addresses the processes and challenges of establishing synergies and working relationships between police officers, public officials and the community, and it discusses six main causes for its (un)success. When these conditions were met, crime and social constraints reduced. Practical implications Lessons learned are deemed crucial to disseminate knowledge and best practices, paving the way for proper top-down policies and planning legislations in these and other countries. Originality/value This paper analyses the potentialities and shortcomings of local-level implementation of CP-UDP strategies as an alternative to failed top-down strategies in two realities mostly unknown of the international scientific community. The case study material is previously unpublished internationally.

scholarly journals The mediated partnership model for sustainable coffee production: experiences from Indonesia

2017 ◽  
Vol 20 (5) ◽  
pp. 689-708 ◽  
Author(s):  
Atika Wijaya ◽  
Pieter Glasbergen ◽  
Surip Mawardi
Keyword(s):  
Agricultural Development ◽  
Management Practice ◽  
Local Level ◽  
Collaborative Governance ◽  
Development Project ◽  
Leadership Role ◽  
Coffee Production ◽  
Local Networks ◽  
Bottom Up ◽  
Partnership Model

This study demonstrates how a bottom-up agricultural development project, rooted in the practices of the smallholders and their (local) networks, might relate to global sustainability standards and certification schemes. Such an initiative starts with the economic interests of the farmers and may result in sustainability certification afterwards. An approach was investigated to implement more sustainable coffee production at the local level in Indonesia – the Mediated Partnership Model (Motramed). We conceptualize this model, initiated by an Indonesian research institute, as a form of collaborative governance to create a new, more sustainable management practice. We particularly focus on four critical mechanisms in the partnering process: defining a common problem, building trust, exploring collaborative advantages, and establishing a leadership role. Empirical research was conducted in three regions: Bali, Flores, and Java. In conclusion, we define several critical factors that need to be addressed to further develop similar bottom-up partnerships for more varied agricultural commodities.

Beyond Design-Build-Operate-Maintain: New Partnership Approach Toward Fixed Guideway Transit Projects

2000 ◽  
Vol 1704 (1) ◽  
pp. 13-18 ◽  
Author(s):  
Ronald A. Wiss ◽  
Richard T. Roberts ◽  
S. David Phraner
Keyword(s):  
New Jersey ◽  
Private Sector ◽  
Local Level ◽  
Implementation Process ◽  
Major Change ◽  
Rail Transit ◽  
Project Development ◽  
Bottom Up ◽  
Procurement Process ◽  
Design Build

New methods of contractor procurement and project development are evolving. From turnkey to the latest design-build-operate-maintain (DBOM) processes, this evolution focuses on reducing costs, shortening project duration, and better allocating risk among private and public participants. One of the newest developments in the evolving DBOM procurement process is described. The process is being developed and refined in several projects in New Jersey. This new approach is a major change in project initiation and motivation—a more bottom-up, decentralized project development and implementation process. Beginning as a public-private partnership bill (A-2560) in New Jersey’s statehouse, as an effort to quickly advance a wide array of transportation initiatives, the new procurement process modified the state transportation statute to encourage more initiative and participation by the private sector in transportation projects. In consultation with private-sector interests, rail transit operators, and New Jersey Department of Transportation (NJDOT) leaders, the chairman of the Assembly Transportation Committee crafted the bill. After approval by both houses and signature by the governor, the new statute was used to solicite project proposals. Various consortia responded, representing 13 initiatives, two of which are considered rail transit new starts. The North Jersey Rapid Rail (NJRR) proposal, as a case study, demonstrates how the bottom-up, “beyond DBOM” process is working. NJRR is an initiative of a consultant-contractor consortium working with two transit-dependent counties (Bergen and Passaic) and NJDOT. A freight railroad is part of the team. The initiative is a devolution of risk and responsibility to a more local level and a reversion to earlier private partnerships. During the first half of the 20th century, most of the rail transit infrastructure in North America was designed built, operated, and maintained efficiently by private-sector consortia consisting of finance, transit operating, utility, and construction interests. From the vantage point of one millennium ending and a new one beginning, this research is retrospective as well as futuristic.

scholarly journals Bottom Up Innovation for Health Management Capacity Development: a Qualitative Case Study in a South African Health District

2020 ◽  
Author(s):  
Marsha Orgill ◽  
Bruno Marchal ◽  
Maylene Shung-King ◽  
Lwazikazi Sikuza ◽  
Lucy Gilson
Keyword(s):  
Management Practices ◽  
Local Level ◽  
Capacity Development ◽  
Management Team ◽  
Health System Strengthening ◽  
Local Context ◽  
Bottom Up ◽  
Systems Perspective ◽  
District Manager

Abstract Background As part of health system strengthening in South Africa (2012- 2017) a new district health manager, taking a bottom-up approach to developing managerial capacity, developed a suite of innovations to improve the processes and practices of managers and NGO partners in monthly district management team meetings. Using a systems perspective on capacity development, the research explored the initial sensemaking by the district manager, how these homegrown innovations interacted with existing social processes and norms, the mechanisms for change that were triggered and the emergent capacity outputs. Methods We conducted a realist evaluation complemented by a case study approach over a two-year period (2013-2015) in the district. The initial programme theory development included ten senior manager interviews and literature review. To understand processes and mechanisms triggered in local context and identify emergent capacity outputs we conducted fifteen interviews with managers in the management team and with seven non-state actors, supplemented by researcher notes and time spent in the district. Thematic analysis was conducted using the Context-Mechanism-Outcome -Actor configuration alongside theoretical constructs. Results The new district manager drew on complex frames, tacit and experiential knowledge to design bottom up innovations, and collective capacity development was triggered through micro-practices of sensemaking and sense-giving. Sensegiving included using sticks (positional authority, enforcement of policies, over-coding), intentionally providing justification for change and setting the scene (a new agenda, distributed leadership). These micro practices, managers engaging with the new practices and social sense-making, influenced the motivation of managers and partners to further participate in new meeting practices, and triggered a generative process of buy-in and emergent capacity in a routine meeting structure. Conclusion District managers are well placed to design local level capacity development innovations and must draw on multiple knowledge forms to enable relevant ‘bottom-up’ capacity development in complex health systems. Managers must draw on their intangible soft skills and the tangible policy resources (hardware) of the system to influence motivation and buy-in for improved management practices. From a systems perspective, we argue that capacity development can be conceived of as part of the daily activity of managing in routine spaces, to unleash capacity.

scholarly journals The Bottom-Up Development Model as a GovernanceInstrument for the Rural Areas. The Cases of Four Local Action Groups (LAGs) in the United Kingdom and in Italy

2021 ◽  
Vol 13 (16) ◽  
pp. 9123
Author(s):  
Giuseppe Gargano
Keyword(s):  
United Kingdom ◽  
Rural Development ◽  
Rural Areas ◽  
Local Level ◽  
Union Leader ◽  
Local Action ◽  
Bottom Up ◽  
The United Kingdom ◽  
Local Partnerships ◽  
Action Groups

The present research which originates from the author’s PhD dissertation awarded at the School of Politics of the University of Newcastle upon Tyne in 2019, explores the comparative evolution of rural development policies and Local Action Groups (LAGs) in the United Kingdom (Argyll and the Islands LAG—Scotland and Coast, Wolds, Wetlands and Waterways LAG—England) and in Italy (Delta 2000 LAG—Emilia-Romagna Region and Capo Santa Maria di Leuca LAG—Puglia Region) in a multi-level governance framework. LAGs and in particular their public–private local partnerships have become common practice in the governance of rural areas. This governance operates within the European Union LEADER approach as a tool designed to generate the development of rural areas at local level. In order to establish the implications of the LAG practices, the following main objectives for this research have been established: (1) to explore the utility of EU strategies for rural development; (2) to explain how LAGs structure, institutional arrangements and working are positioned in the layers of MLG framework; (3) to carry out a comparative evaluation of the LAGs working in the different nations and their subnational contexts. Some significant findings from the case studies are summarized in relation to these themes: the key characteristics and the outcomes associated with the LAG working mechanisms and what do we draw about the emergence, operation and performance of local partnerships. The core argument of the research is that the partnership approach has given the rural development actors a governance platform to help increase beneficial interactions and economic activity in each of these LAGs, but it is the bottom-up leadership of key local actors, seizing opportunities provided by the EU funding, which have been the most important factors for the LAG successes.

scholarly journals Structuring social and environmental management control and accountability

2018 ◽  
Vol 31 (3) ◽  
pp. 993-1023 ◽  
Author(s):  
Lee D. Parker ◽  
Lai Hong Chung
Keyword(s):  
Environmental Management ◽  
Control System ◽  
Environmental Control ◽  
Local Level ◽  
Structuration Theory ◽  
Management Control ◽  
Financial Control ◽  
Bottom Up ◽  
Content Type ◽  
And Control

Purpose The purpose of this paper is to investigate the construction of social and environmental strategies and the related implementation of management control by a key organisation located in a pivotal Asian location in the global hospitality industry. In doing so, it sets out to elucidate the forms and processes of strategic social and environmental control as well their relationship to the traditional financial control system. Design/methodology/approach The study employs field-based case study of a single case operating in both regional and global context. Drawing upon documentary, survey and interview sources, the study employs structuration theory to inform its design and analysis. Findings The findings reveal the interaction of top-down global corporate framing and bottom-up local-level staff initiatives that combine to develop a locally focussed and differentiated social and environmental programme and expedite an associated management control and accountability system. The study also reveals the dominance of the traditional financial control system over the social and environmental management control system and the simultaneously enabling and constraining nature of that relationship. Practical implications Signification and legitimation structures can be employed in building social and environmental values and programmes which then lay the foundations for related discourse and action at multiple levels of the organisation. This also has the potential to facilitate modes of staff commitment expressed through bottom-up initiatives and control, subject to but also facilitated by the dominating influence of the organisation’s financial control system. Social implications This study reveals the importance of national and regional governmental, cultural and social context as both potential enablers and beneficiaries of organisational, social and environmental strategy and control innovation and implementation. Originality/value The paper offers an intra-organisational perspective on social and environmental strategising and control processes and motivations that elucidates forms of action, control and accountability and the relationship between social/environmental control and financial control agendas. It further reveals the interaction between globally developed strategic and control frameworks and locally initiated bottom-up strategic initiatives and control.

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