Table 1
The three dimensions of institutional capacity.
| Knowledge resources Intellectual capital | The range (selection and reach) of knowledge resources. The frames of reference that shape conceptions of issues, problems and opportunities. The extent to which the range and frames are shared among the stakeholders. The integration of different spheres of policy development and action. The capacity to absorb new ideas and to learn from them (openness and learning). |
| Relational resources Social capital | The number of stakeholders involved in relation to the potential universe of stakeholders concerned with an issue or in relation to what goes on in a policy area. The location of the power to act. |
| Mobilisation capacity Political capital | The opportunity structures. The institutional arenas used and developed by the stakeholders to take advantage of opportunities. The repertoire of mobilisation techniques that are used to develop and sustain momentum. The presence or absence of critical change agents. |
[i] Note: The three dimensions of institutional capacity are based on Healey et al. (2000). The analysis is informed by these three dimensions of institutional capacity building.
Table 2
Institutional Capacity Facilitated by Local Network Initiatives.
| IDENTIFIED RESOURCES | LOCAL NETWORK INITIATIVES | |
|---|---|---|
| Knowledge resources Intellectual capital | Shared understandings of problems. Recognition of mutual dependency. Addressing coordination and collaboration challenges. | The NAV embarked on several initiatives to establish local understanding that low labour market participation was the main issue in the field of integration and that training at the upper secondary level was necessary to maintain stable employment. |
| Relational resources Social capital | The network initiative depends on actors from both the municipality, the NAV (state) and county municipality. Actors with various local competences and responsibilities in different sectors. | The NAV leader organised the refugee service as part of the NAV. The NAV also contacted the local upper secondary school. The staff from upper secondary school were invested in the case and spent considerable time and effort on meetings with the county municipality representatives. |
| Mobilisation capacity Political capital | Administrative and political support. Working more systematically and holistically with integration. The planning system and processes is employed to distribute sector responsibility. | Local leaders served as critical change agents who put integration on the political agenda, advocated for the specific measure of vocational training and gained administrative and political support, including the necessary funding. |
[i] Table 2 is a summary of the findings and shows how institutional capacity was facilitated by local network initiatives and how local initiatives are linked to each dimension in the studied municipalities.