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Urban planning in the neoliberal era is marred by a lack of public engagement with urban inhabitants. Henri Lefebvre’s ‘right to the city’ theory is often treated as a way to empower disenfranchised urban inhabitants who are lacking control over the urban spaces they occupy. Though the right to the

Urban planning in the neoliberal era is marred by a lack of public engagement with urban inhabitants. Henri Lefebvre’s ‘right to the city’ theory is often treated as a way to empower disenfranchised urban inhabitants who are lacking control over the urban spaces they occupy. Though the right to the city has seen a resurgence in recent literature, we still lack a deep understanding of how right to the city movements work in practice, and what the process looks like through the lens of the everyday urban inhabitant. This dissertation seeks to fill these gaps by examining: 1) how a minority-led grassroots movement activates their right to the city in the face of an incoming light rail extension project in South Phoenix, Arizona, USA, and 2) how their right to the city movement demonstrates the possibility of urban society beyond the current control of neoliberalism. Through the use of participant observation, interviews, and media analysis, this case reveals the methods and tactics used by the group to activate their right to the city, the intra-and inter-group dynamics in the case, and the challenges that ultimately lead to the group’s demise.Tactics used by the group included protesting, organizing against city council, and creating a ballot initiative. Intra-group dynamics were often marred by conflicts over leadership and the acceptance of outside help, while inter-group conflicts erupted between the group, politicians, and pro-light rail supporters. The primary challenge to the group’s right to the city movement included neoliberal appropriation by local politicians and outside political group. By possessing limited experience, knowledge, and resources in conducting a right to the city movement, the grassroots group in this case was left asking for help from neoliberal supporters who used their funding as a way to appropriate the urban inhabitant’s movement. Findings indicate positive possibilities of a future urban society outside of neoliberalism through autogestion, and provide areas where urban planners can improve upon the right to the city. If urban planners seek out and nurture instances of the right to the city, urban inhabitants will have greater control over planning projects that effect their neighborhoods.
ContributorsTziganuk, Ashlee (Author) / Pfeiffer, Deirdre (Thesis advisor) / Larson, Kelli (Thesis advisor) / Ehlenz, Meagan (Committee member) / McHugh, Kevin (Committee member) / Arizona State University (Publisher)
Created2019
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This brief article, written for a symposium on "Collaboration and the Colorado River," evaluates the U.S. Department of the Interior's Glen Canyon Dam Adaptive Management Program ("AMP"). The AMP has been advanced as a pioneering collaborative and adaptive approach for both decreasing scientific uncertainty in support of regulatory decision-making and

This brief article, written for a symposium on "Collaboration and the Colorado River," evaluates the U.S. Department of the Interior's Glen Canyon Dam Adaptive Management Program ("AMP"). The AMP has been advanced as a pioneering collaborative and adaptive approach for both decreasing scientific uncertainty in support of regulatory decision-making and helping manage contentious resource disputes -- in this case, the increasingly thorny conflict over the Colorado River's finite natural resources. Though encouraging in some respects, the AMP serves as a valuable illustration of the flaws of existing regulatory processes purporting to incorporate collaboration and regulatory adaptation into the decision-making process. Born in the shadow of the law and improvised with too little thought as to its structure, the AMP demonstrates the need to attend to the design of the regulatory process and integrate mechanisms that compel systematic program evaluation and adaptation. As such, the AMP provides vital information on how future collaborative experiments might be modified to enhance their prospects of success.

ContributorsCamacho, Alejandro E. (Author)
Created2008-09-19
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The Glen Canyon Dam Adaptive Management Program (AMP) has been identified as a model for natural resource management. We challenge that assertion, citing the lack of progress toward a long-term management plan for the dam, sustained extra-programmatic conflict, and a downriver ecology that is still in jeopardy, despite over ten

The Glen Canyon Dam Adaptive Management Program (AMP) has been identified as a model for natural resource management. We challenge that assertion, citing the lack of progress toward a long-term management plan for the dam, sustained extra-programmatic conflict, and a downriver ecology that is still in jeopardy, despite over ten years of meetings and an expensive research program. We have examined the primary and secondary sources available on the AMP’s design and operation in light of best practices identified in the literature on adaptive management and collaborative decision-making. We have identified six shortcomings: (1) an inadequate approach to identifying stakeholders; (2) a failure to provide clear goals and involve stakeholders in establishing the operating procedures that guide the collaborative process; (3) inappropriate use of professional neutrals and a failure to cultivate consensus; (4) a failure to establish and follow clear joint fact-finding procedures; (5) a failure to produce functional written agreements; and (6) a failure to manage the AMP adaptively and cultivate long-term problem-solving capacity.

Adaptive management can be an effective approach for addressing complex ecosystem-related processes like the operation of the Glen Canyon Dam, particularly in the face of substantial complexity, uncertainty, and political contentiousness. However, the Glen Canyon Dam AMP shows that a stated commitment to collaboration and adaptive management is insufficient. Effective management of natural resources can only be realized through careful attention to the collaborative design and implementation of appropriate problem-solving and adaptive-management procedures. It also requires the development of an appropriate organizational infrastructure that promotes stakeholder dialogue and agency learning. Though the experimental Glen Canyon Dam AMP is far from a success of collaborative adaptive management, the lessons from its shortcomings can foster more effective collaborative adaptive management in the future by Congress, federal agencies, and local and state authorities.

ContributorsSusskind, Lawrence (Author) / Camacho, Alejandro E. (Author) / Schenk, Todd (Author)
Created2010-03-23