Search results

AbstractWe connect the idea of 'levers for change' with 'governance capacity' and propose 'adaptive networks' as an ideal type embedded in, and leveraging change in, governance systems. Discourses connect practices of citizens and companies with that governance system. Aware of interdependencies, individuals may act in the interest of the whole system and self‐organize into adaptive networks, and influence discourses to a common end. Their effectiveness depends on second‐orderedness: adaptive networks in niches outside the governance system may influence it through levers. The motivation and competence to build creative tension helps adaptive networks emerge and coevolve with power networks, improving governance capacity. Copyright © 2009 John Wiley & Sons, Ltd.

This article aims to evaluate PAANEEAC (Projet d'appui au développement des associations nationales pour l'évaluation environnementale en Afrique Centrale), the program to support the development of national associations (NAs) for environmental impact assessment (EIA) in Central Africa. PAANEEAC's objective is to improve the governance of investment decisions through strengthening capacities for EIA. From the literature explaining the failure of donor-induced capacity development programs, the article deduces conditions for success. The empirical assessment of PAANEEAC is based on document review, extensive interviews, and observations. It concludes that PAANEEAC managed to create platforms in which stakeholders meet with the common objective of improving EIA systems, and that this led to measurable, albeit modest improvements in EIA systems. Furthermore, PAANEEAC met most of the success conditions, which was instrumental for its performance.