From lost soul to connecting hero: A case study of sustainability integration in a Dutch regional water authority.

Abstract

The Dutch regional water authorities (DRWA) experience pressure to increase their sustainable practices due to the changing climate and political pressure. This research focuses on the structural organisational barriers encountered by the Dutch regional water authority Hollandse Delta (WSHD) during the integration of sustainability. It examined the complex network of the WSHD to resolve current misunderstandings and provide recommendations for sustainable management. The actor-issue network, supplemented by the attributes of organisational change and the power-interest matrix, serves as the theoretical framework. The study is qualitative, aiming to delve deeply into the complexities of the interdependencies of actors and issues within the network of WSHD to identify structural barriers of sustainable integration. A total of 29 semi-structured interviews were conducted to gather detailed insights from individual employees. These interviews identified collaborations between actors, issues experienced by them, and their interrelationships to map out the actor-issue network, provide an overview of the structural barriers, and gain insights into the level of power and interest of stakeholders. Based on the actor-issue network, three organisational issues that had the highest out-degree and were identified by all departments were chosen for further examination. Subsequently, the governance gaps were identified for these barriers. Internal stakeholder formulated 33 bridging measures for four structural barriers; different priorities, lack of clear goals, level of specialisation and lack of focus. Key recommendations include the establishment of a sustainability advisory group to centralise and streamline sustainability efforts across departments. This group would ensure coherent communication and collaboration. To foster these processes, support from bridging departments and the board of directors is essential. Key stakeholders to foster this process include the bridging departments Strategy and Policy (SB), Legal and Facility Affairs (JFS), and Outdoor Management and Maintenance (BO), which have a pivotal role in the WSHD organisational network. Additionally, the board of directors and the management team need to support their employees and have a clear sustainable direction. By integrating the social and organisational components of sustainability within WSHD, an overview of structural barriers, bridging measures, and key stakeholders was created. If the barriers are not addressed, WSHD will not be able to integrate sustainability throughout their organisation. By addressing these barriers, WSHD can develop effective and sustainable practices and achieve its long-term goals.