Organisation and Structure
Organisation and Structure
In light of the “siloed” nature of municipalities, with the respective municipal departments developing their own organisational dynamics, the cross-sectoral concept of NBS presents a challenge for cities in terms of the necessity to get multiple actors on board to develop an effective coalition to support NBS uptake.
On the other hand, the concept presents a great opportunity to support and foster better cross-departmental cooperation as a longer-term organisational project. Like “sustainability” or “smart cities”, NBS as a concept presents a potential tool to help break down silos between municipal departments as it can represent a common project and vision that multiple departments and actors can work towards. Thus, the cross-sectoral nature of the topic should be seen as an opportunity, as well as a challenge. Every city has its own unique organisational and institutional structure. For this reason, it is difficult to define clear and generic guidelines for establishing effective organisational development.
All three UNaLab Front-Runner Cities approached this challenge in very different ways. However, the identified actions highlight some of the central principles that will help cities improve their organisational structure in regard to NBS.
Actions
Structures for cross-sectoral cooperation
Cross-departmental structures can take different forms, such as ad-hoc teams, working groups with regular meetings and common work procedures, cross cutting programs based on city objectives, or new departments focusing on cross cutting themes or targeting a specific urban area. Cities should adopt the organisational structures that are best suited to their own institutional context.
Fostering of informal networks
The establishment of formal cross-sectoral bodies is a central starting point for breaking down silos in the municipality. However, informal networks are an additional factor promoting cross-cutting actions and establishing trust between actors. It is important for local actors to know representatives from other departments personally and be able to contact them directly to organise a meeting or discuss relevant points.
Training of administrative staff in cross-cutting issues
Training of administrative staff in cross-cutting issues Personnel development and training in cross-sectoral issues is an essential part of a learning organisation. Training fosters knowledge transfer, enhances innovation among the employees and improves efficiency.
Central contact point for NGOs
Local NGOs represent an important potential supporter of NBS. Cities should be establishing effective channels of communication with these actors.