Philip MonaghanHow Local Resilience Creates Sustainable Societies
Hard to Make, Hard to Break
Part 1: Ending the Wrong Kind of Dependency Culture 1.Establishing need 1.1
Gaps in resiliency work to date? 1.2 A review of the literature 2.Tomorrow
and today's problems: making change universally desirable 2.1 Dilemmas
faced by global market regulators and local urban planners 2.2 A new
paradigm for tomorrow's problems 2.3 Struggles to make sophisticated
responses in a changing world? 3.A common set of values 3.1 No tinkering
around the edges 3.2 Unifying beliefs 3.3 Significant behaviour or not?
Part 2. Localism Without Local Government 4.Devolving responsibility 4.1
Communities on the front line or in the firing line? 4.2 Navigating shifts
in power, rights and responsibilities 5.Negotiated rights and sanctions 5.1
Return to fairness through contribution 5.2 Area-based negotiations 6.The
harmonised constitution 6.1 The journey from rights to responsibilities to
subsidiarity 6.2 An enabling constitution for local leadership Part 3. Just
Cities 7 .Incentivised migration to compact cities 7.1 Reaffirming the need
for compactness 7.2 Ensuring smart density wins 8.Urban development and the
green economy 8.1 Pro-business but anti-weak governance: shedding the right
kind of caution 8.2 Problem of definition 8.3 A decarbonised economy the
north and south can believe in 9.Decoupling vested interests 9.1 Ending
unhealthy relationships 9.2 Strength through diversity as well as
devolution Part 4. Transition From Unstable to Resilient Societies: Hard to
Make, Hard to Break 10.Smarter and less frequent interventions 10.1
Resource flows 10.2 Harnessing the positive power of markets and people
10.3 Systems thinking: from information hoarding to place-based governance
11.Infused resilience: a theory of change 11.1 A refined interpretation of
resilience 11.2 Embedding and maintaining empowerment 12.What you need to
do next 12.1 The right type of local leadership 12.2 Over to you
