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Thematic Article
Guiding principles for subnational investment in the age of Climate Emergency
Connor Smith*†
connor.smith@ed.ac.uk
Abstract
Governance lies at the heart of overcoming the Climate Emergency, where political barriers often impede the implementation of technical and administrative solutions. This paper examines subnational investment in the UK as a critical governance challenge, arguing that its competitive and economically driven frameworks exacerbate inequalities between local authorities. Drawing on SHAPE (Social Sciences, Humanities and the Arts for People and the Economy) research and a case study of Aberdeen City Council’s hydrogen transport initiatives, the paper derives guiding principles for transforming subnational investment, advocating for an approach that prioritises collaboration over competition, strives for an equitable distribution of roles and responsibilities, and ultimately empowers local leadership. This reassessment is a critical step forward, acknowledging that business-as-usual governance is failing to accelerate progress towards Net Zero. By rethinking our foundational principles, we open the door to transformative change, ensuring that subnational investment aligns with the strengths of local authorities and the urgency and scale of the challenges we face. This article is published in the thematic collection ‘The critical role of governance for decarbonisation at pace: learning the lessons from SHAPE research’, edited by Sarah Birch, Hilary Graham, Andrew Jordan, Tim O’Riordan, Henry Richards.
Keywords
governanceClimate EmergencySHAPEsubnational investmentNet Zerocollaborationlocal leadershiplocal authoritieshydrogenIntroduction
It is well established that subnational investment has long been insufficient, significantly contributing to the shrinking capacity and capability of the local state in many areas throughout the UK (Gray & Barford 2018). However, this paper argues that, as well as being insufficient, it has also been inappropriate—especially when considered through the lens of Climate Emergency.
For over a decade, subnational investment has been grounded in an ethos of competition (Institute for Government 2024), characterised by predominately economic framings (Leaver & Williams 2014), and regional in focus (Deas 2013; Peacock & Pemberton 2024). This has served to reinforce existing inequalities, contributing towards the creation of ‘winners’ and ‘losers’, local authorities whose capability to accelerate climate action at local levels diverges significantly (Garvey et al. 2023, 2024). Take the ‘City Deals’, for example: a significant subnational investment programme worth billions of pounds (UK Government 2013). The Deals were rolled out over a period when mainstream political parties publicly acknowledged the threat of climate change, and the subsequent need for action. They also coincided with a period of significant public support for climate action initiatives (BBC 2021). However, despite this, evidence suggests that climate action priorities were (disappointingly) low and unevenly distributed throughout the programme (Smith et al. 2021). Why? Evidence points towards the following reasons:
The predominately economic framing made it more difficult to negotiate for socially and environmentally just forms of growth (Beel et al. 2018).
The regional spatial fix (clusters of adjacent local authorities forced to collaborate in the bid), bypassed the ‘local’ scale where civil society organisations and communities operate, thus marginalising a whole ecosystem of actors who are integral to local climate action (Beel et al. 2018).
Local authorities possess divergent capabilities and place attributes conducive to coordinating and delivering climate action; thus, the (competitive) deal-making ethos underpinning the programme favoured the actors who were already best placed to negotiate for the inclusion of Net Zero initiatives (for example, actors who were able to take advantage of geographic specificities/natural resources, existing knowledge, or material assets etc.) (Smith et al. 2021).
In the context of Climate Emergency, this is clearly problematic: without embedding Net Zero into all aspects of subnational decision-making and investment, it is difficult to envision a scenario whereby central government is able to meet its legally binding climate targets, let alone in an equitable manner. Moreover, evidence suggests that local authorities have much to bring to the table (Skidmore 2023). Research consistently highlights the value of their positionality (Climate Change Committee 2020), situated between individuals, communities, and local businesses on the one hand, and public bodies, industry, and central government on the other. This positionality makes them uniquely suited to the role of intermediaries (Masuda et al. 2022): to coordinate, and in some cases deliver, local climate action (Karhinen et al. 2021). However, despite this recognition, along with evidence to suggest that local actors are indeed committed to achieving Net Zero, existing research points to a number of challenges, summarised by McMillan et al. (2024) as pertaining to:
fostering buy-in from multiple stakeholders
creating locally appropriate pathways
creating shared knowledge bases, and
acting under uncertainty.
The aim of this discussion paper, then, is to explore how future subnational investment could be transformed to direct action towards Net Zero in a more equitable manner that addresses the challenges as described. Drawing upon interviews, roundtable discussions, site visits, and existing SHAPE (Social Sciences, Humanities and the Arts for People and the Economy) literature, this paper explores this theme through a local authority case study with Aberdeen City Council (ACC). Supported by European Horizon (EU) funding and a proactive in-house workforce, ACC has begun to forge a locally appropriate pathway to Net Zero by piloting and adopting hydrogen as a local transport fuel (Cassidy et al. 2024). Evidence suggests that, by embracing collaboration and innovation, ACC has found success acting under uncertainty, fostering buy-in from multiple stakeholders and creating shared knowledge bases. Clearly then, there is value in unpacking the successes of ACC to better understand the conditions that have enabled it to thrive as a local intermediary and place-leader on climate, coordinating and delivering action, despite the unconducive landscape described.
After introducing the Aberdeen case study, the discussion section will proceed to unpack its implications alongside wider literature, structuring analysis around the following key questions that have been informed by existing research (McMillan et al. 2024):
How can subnational investment be transformed to better embed Net Zero in a manner that supports local authorities to coordinate—and sometimes deliver—climate action?
Is it reasonable to expect all local authorities to adopt the same roles and responsibilities for Net Zero?
How can pioneers support less experienced local actors, including other councils?
The paper will conclude by summarising its contribution and suggesting five guiding principles for subnational investment in the age of Climate Emergency.
Low carbon transport in Aberdeen
Aberdeen (and the North East of Scotland more broadly) has for decades been the European centre of the oil and gas industry. The fortunes of the local economy have historically been tied to the boom-and-bust cycles associated with the sector, suggesting that a just transition away from fossil fuels may pose a greater challenge for Aberdeen than for many other places throughout the UK (Shapovalova et al. 2023). However, at the same time, the presence of the oil and gas industry within the city and surrounding area presents opportunities: specifically, a local population who are familiar with industrial scale energy infrastructure, a highly skilled workforce, and well-endowed private sector companies who are themselves subject to the Net Zero agenda and are assessing how they can decarbonise their own operations (Shapovalova et al. 2023).
Recognising this imperative and its unique context, ACC has set about forging a locally appropriate pathway to Net Zero by piloting and adopting hydrogen as a local transport fuel for over ten years (Cassidy et al. 2024; Aberdeen City Council 2015), long before talk of Scottish Government (2022) action plans or UK Government strategies (DESNEZ 2021). Double-decker hydrogen buses (the first in the world) are the city’s poster child for energy transition, although the fleet also includes hydrogen-powered refuse collection vehicles, road sweepers, cargo bikes, and even a tractor (Cassidy et al. 2024; Aberdeen City Council 2024). The buses were procured through an EU Horizon-funded consortium approach which, grounded in an ethos of collaboration, helped to bring down costs significantly. Specifically, several partner cities from various EU countries participated in collective purchasing, which helped to drive down capital costs through greater economies of scale. Collaboration with partner towns and cities (nationally and internationally) also enabled learning, data and practice sharing, as well as early-stage optioneering trials. For example, sharing data in relation to the operation of hydrogen buses provided partners with a larger and more robust data set, thus better informing future decision-making and operational refinement. Collaboration at national and international scales also allowed for the development of new partnerships with technology providers. For example, ACC worked with a private sector firm based in England with expertise converting diesel vehicles to dual-fuel vehicles (that is, vehicles that can run on both diesel and hydrogen). This partnership allowed the council to rapidly retrofit its existing vehicle fleet in a way that reduces carbon emissions whilst also mitigating against the risk of hydrogen fuel shortages (in the absence of existing supply chains, the council had to invest in its own hydrogen production facilities and fuel stations). Owing to the success of the partnership to date, the private sector firm now offers hydrogen retrofit training opportunities for ACC mechanics and technicians, thereby providing an important pathway to begin upskilling the in-house workforce. The private sector firm is also considering opening up a new branch in the North East of Scotland as a direct consequence of the partnership.
In addition to collaboration across national and international scales, the Aberdeen case study also demonstrates the value of collaboration across local and regional scales, typified in this case by the Car Club scheme. The scheme allowed partners (for example, Sports Aberdeen and local charities) and residents to access hydrogen vehicles, raising awareness and providing opportunities for first-hand engagement with the technology. Access to European funding enabled ACC to offer commercially compelling opportunities for local and regional partners to sign up for the Car Club at little cost. Anecdotal evidence suggests that this initiative was very well received on the ground; however, the impact was somewhat limited by supply-side constraints (challenges with local hydrogen production; the Car Club vehicles are not dual-fuel). Whilst this initiative had some teething problems and cannot be sustained indefinitely (that is, ACC is in effect subsidising low-carbon vehicle use), it demonstrates how local authorities can support other local actors who are just beginning their Net Zero journey, by offering what are in essence novel opportunities for organisations and individuals to trial technologies that could in time form part of their own decarbonisation journeys.
Whilst it is often easy to identify a particularly charismatic individual who personifies a sense of leadership, the Aberdeen case study suggests that growing and maintaining a council’s leading role over the years involves a wider (and evolving) team of proactive, driven, and competent people. While there were undoubtedly leaders within the in-house ‘Projects Team’, their roles have shifted, with different members taking on leadership responsibilities in various contexts. Evidence suggests that individual contributions have been pivotal at specific moments. For example, the success of the current partnership with a private sector firm specialising in fleet retrofitting was largely attributed to a senior project officer who worked diligently to nurture and sustain this strategic relationship. Meanwhile, another senior project officer who was involved in the original JIVE (Joint Initiative for hydrogen Vehicles across Europe) hydrogen bus project played a crucial role in providing continuity, linking past achievements to present efforts.
Collectively then, the Projects Team propelled ACC’s hydrogen journey, despite a lack of signalling or direct support from Scottish and UK governments. Moreover, interviews revealed that, to begin with, not many people in the council knew or cared about hydrogen either. Rather, ‘through sheer determination within the team … and by doing more projects … [we] finally caught the attention of our local councillors, and now at Scottish Government and UK Government level’. Ultimately, then, the Projects Team did not just deliver the vision of someone else; they co-developed it, adapted it, and found new ways to sustain it. Critically, the team’s success extended beyond project delivery. It involved building and maintaining relationships, fostering consent, and aligning diverse interests across departments, services, and external stakeholders. Their efforts linked the council with communities, civil society organisations, private sector businesses, and different levels of government. The Aberdeen experience underscores that leadership in this context is best understood as a collective and dynamic endeavour, where the contributions of individuals are amplified through collaboration within a cohesive yet adaptable team.
Evidence from the Aberdeen case study also revealed how a local authority can act not just as intermediaries, but as place-leaders and early adopters of new (and not entirely mature) technologies, thus helping to seed wider Net Zero development. For example, several members of the in-house team have been ‘poached’ for their hydrogen knowledge by private sector firms who sought to leverage and redeploy ACC staff experience and expertise (either on projects within the North East or elsewhere in Scotland). Perhaps even more pertinently, by developing a local hydrogen infrastructure, ACC has nurtured a local context which is more conducive to industry investment in energy transition. This was exemplified by the recent announcement that BP will, in partnership with ACC, be opening a new hydrogen hub to dramatically increase production capacity in the area (BP 2024). This notion of place-leadership was summarised by one interviewee (a member of the Projects Team) who suggested that:
We feel that maybe we’ve done our job, because it wouldn’t always be council led, and the private sector should be taking over, we should see that as a success.
In summary, Aberdeen’s experience suggests that local authorities, when supported by certain enabling conditions, have the potential to be intermediaries and place-leaders, coordinating and delivering climate action. Enabling conditions have included a funding framework (EU Horizon) which actively encouraged and supported collaboration across scales, along with an in-house team of proactive, driven, and competent people. Taken together, this appears to have enabled ACC to act in the face of uncertainty (despite a lack of signalling from UK and Scottish governments), identify and embark upon a locally appropriate decarbonisation pathway (that is, a hydrogen pathway; at the time unique in the UK), and over time foster buy-in from multiple stakeholders (across local, regional, and national scales), creating a shared knowledge base (with partner towns and cities).
Discussion
Having introduced the Aberdeen case study, the following section will proceed to unpack its implications alongside wider literature. In other words, what can Aberdeen’s experience teach us about directing subnational investment towards Net Zero in a more equitable manner? And to what extent do these lessons resonate with existing literature? This discussion will be structured around the three questions raised in the introduction.
How can subnational investment be transformed to better embed Net Zero in a manner that supports local authorities to co-ordinate—and in some cases deliver—climate action?
The most prominent lessons emanating from the Aberdeen case study centre around the notion that collaboration is essential for accelerating climate action coordination and delivery. Whilst this suggestion finds some resonance with existing discourse (Dean 2022), insights from the case study suggest that it should be given significantly more emphasis. For example, Aberdeen’s experience highlights the value in creating shared knowledge bases to facilitate greater learning and exchange between actors. A shared knowledge base is an inherently collaborative endeavour. The Aberdeen case study also highlights how buy-in is needed from a diverse ecology of stakeholders. Fostering buy-in necessitates collaboration. Meanwhile, embarking on locally determined pathways requires collaboration every step of the way, starting at its inception (visioning the pathway; gathering support) and continuing thereafter (maintaining support; coordinating and/or delivering action). When considered through this lens, the lines between collaboration for Net Zero and coordination for Net Zero begin to blur. In other words, coordination (when done well) is an inherently collaborative affair. Thus, if coordination (between diverse actors, across scales and space) constitutes a key component of the Net Zero jigsaw as widely recognised (McMillan et al. 2024), then more emphasis should be placed on enhancing stakeholders’ capacity and capability to collaborate (both horizontally and vertically). If this line of reasoning is accepted, then clearly the competitive ethos, which has characterised successive UK Governments’ approaches to subnational investment, is inappropriate in the context of Climate Emergency.
Whilst some researchers have called for collaboration for Net Zero to be incentivised (Carr-Whitworth et al. 2023), insights from the Aberdeen case study suggest that subnational investment frameworks and programmes should go further. That is, they should operate within an overarching ethos (or culture) of collaboration (akin to that underpinning the Horizon funding which has enabled much of ACC’s work around hydrogen to date). Whereas incentivisation signals that collaboration is desirable, insights from the Aberdeen case study suggest that collaboration is integral. For example, no collective purchasing would have meant less chance of procuring more hydrogen buses. Meanwhile, no data sharing would have led to less reliable and efficient operations, etc. Having established that collaboration is integral to the acceleration of Net Zero, it follows that we must ask: collaboration with whom?
There is an emerging consensus that more attention needs to be given to the place and spatial dimensions of Net Zero (Carr-Whitworth et al. 2023). For example, existing literature calls for ‘spatially targeted policy interventions’, which proponents suggest could address entrenched spatial inequalities whilst helping to shape place-appropriate solutions (Garvey et al. 2022). However, much of the literature on this theme appears to assume that the regional scale is inherently the most appropriate (Garvey et al. 2022). Whilst this may be the case in some instances, insights from the Aberdeen case study bring into question the value of a regional (spatial) fix as default. Rather, subnational funding frameworks and programmes should encourage local actors to ‘fix space’: that is, seek out collaborations and partnerships with institutions and organisations which are best placed to help realise locally appropriate decarbonisation pathways. This was exemplified in the Aberdeen case study by the Car Club (collaboration with local civil society groups and communities), fleet retrofit (collaboration with a private sector firm in England), and knowledge sharing partnerships (with other towns and cities that also operate hydrogen buses).
Insights from the Aberdeen case study also demonstrate the value of supporting environmentally and socially just aspirations. For example, the Car Club initiative was not designed with short-term monetary gain in mind (and would not have been possible if this was a requirement). Rather, it was designed to be socially equitable (subsidised by ACC) and environmentally friendly (reduced carbon emissions vis-à-vis private combustion engine vehicles) in the short term, whilst simultaneously nurturing a local context more conducive to investment in energy transition in the medium to long term (by increasing awareness of, and demand for, hydrogen). The same holds true of the hydrogen production and refuelling facilities; they were never designed to make a quick buck, but were nevertheless vital for gathering momentum and signalling direction. In other words, they were another show of place-leadership. However, despite the successes of ACC, it seems unlikely that all local authorities will share the same appetite for risk, or the prerequisite capability, networks, and place attributes to realise such projects. Indeed, there are several examples in which local authorities have taken a leading role in the delivery and operation of Net Zero infrastructure only to be caught short before the benefits have begun to accumulate (for example, Robin Hood Energy (BBC 2020)). In recognising this, it is necessary to ask: is reasonable to expect all local authorities to adopt the same roles and responsibilities for Net Zero?
Is it reasonable to expect all local authorities to adopt the same roles and responsibilities for Net Zero?
Existing literature suggests that there is presently an unequal distribution of capabilities and place attributes conducive to coordinating and delivering local climate action (both within and between regions) (Garvey et al. 2023, 2024). Whereas ACC has demonstrated a willingness and aptitude to deliver climate action on the ground, wider research suggests that not all local authorities have this capability (Garvey et al. 2023, 2024). In fact, there remains a significant question mark as to whether delivery of Net Zero should fall within the remit of (most) local authorities to begin with. Rather, a growing body of evidence would seem to suggest that most local authorities are better suited to the role of intermediaries, with responsibilities pertaining to the co-ordination of local climate action (McMillan et al. 2024). Perhaps, on reflection, there is an argument to be made that some local authorities have mismanaged expectations by declaring a Climate Emergency. In declaring an emergency, councils have signalled their ambition to act; however, if action is conceptualised as the delivery of low-carbon projects and infrastructure, then many are simply not in a position to do so. Furthermore, existing research suggests that local authorities with greater capability for climate action are not necessarily committing to ambitious targets, whilst those with less capability are (in some cases) in fact more ambitious (Garvey et al. 2023). Therefore, in recognition of this inequitable distribution of capability and ambition, local authority roles and responsibilities for Net Zero should not be attributed uniformly. Rather, in order to strive for equitable distribution, future subnational investment frameworks should include a mechanism which enables self-determined groupings of ‘local’ actors to report: what they are good at, what they need more support with, what they can contribute, when they can do it, and, how much financial support they need to be able to do so whilst still meeting their other commitments and responsibilities.
This line of thinking resonates with another discussion paper in this series exploring ‘Locally Determined Contributions’ for Net Zero. It also shares similarities with the concept of ‘local area climate contracts’, which proponents suggest could better align national and local Net Zero ambitions by giving local authorities ‘climate freedoms’ analogous to the flexibility of freeports (Gudde et al. 2021). This could include, for example, flexibility around how financial value is retained, or how governance structures are designed (Gudde et al. 2021). However, it is worth noting that both of these approaches share similarities with the deal-making approaches that have formed a significant component of previous governments’ (competitive) approaches to subnational investment (for example, City Deals and Town Deals). Clearly, then, attention and care are needed if future mechanisms are to avoid exacerbating inequalities by favouring those authorities/groupings who are presently better endowed to coordinate and/or deliver climate action.
At a practical level, there are tangible checks and balances that could be put in place to ensure that the distribution of roles and responsibilities for Net Zero are directed equitably: for example, there could be scope for a team of independent advisors whose remit is to ensure that local actors are not overburdened or forced into taking on roles and responsibilities that they are not sufficiently resourced, or capable, to deliver. For instance, local and place-sensitive teams somewhat analogous to the Climate Change Committee could be embedded within bodies like the regional Net Zero hubs. At a more conceptual level, the collaborative ethos underpinning subnational investment programmes could—given time—engender greater trust between actors. Greater trust between actors would suggest less reliance on stringent oversight and accountability measures. For instance, research suggests that high levels of social trust in Scandinavian countries may be responsible for saving the taxpayer a significant amount of money by reducing the requirement for formal measurement and enforcement over all transactions (Svendsen & Svendsen 2015).
How can pioneers support less experienced local actors, including other councils?
There is widespread acknowledgement that, for Net Zero progress to be accelerated, relevant actors need to learn about the successes and failures of others (Carr-Whitworth et al. 2023). For this to be realised, initiatives need to be monitored and evaluated, with the outcomes being communicated far and wide (Carr-Whitworth et al. 2023). In practice, then, embedding a collaborative ethos in subnational funding frameworks should include a knowledge-sharing (learning, data, practice) platform wherein local actors can share their experience and insight about particular elements of Net Zero transition with one another (for example, domestic retrofit, rural transport, and public participation). Such a platform could also include ‘technical experts’ whose role is to complement the place-specific knowledge and experience of local institutions and organisations.
A platform which closely resembles that described is currently being trialled as part of the Innovate UK (2024) ‘Net Zero Living’ programme (which also appears to have recognised the unequal distribution of capabilities and place attributes between local authorities by categorising them as ‘demonstrators’, ‘pioneers’, or ‘fast followers’). However, the platform is only accessible to the fifty or so local authorities (and their partners) who are project participants. Thus, for it to meet its full potential, it would need to be expanded to all local actors throughout the UK. In addition, and to ensure that participation does not further exacerbate capacity constraints, engaging with the platform should be fully funded. For instance, councils could be resourced to recruit ‘Net Zero intermediaries’ who, although embedded within individual local authorities, would be responsible for facilitating collaboration and knowledge sharing—not only within and between different scales of government, but also with communities, businesses, and the private sector.
Conclusions
The Aberdeen case study stands as a testament to the benefits of a more collaborative approach to Net Zero governance. Enabled by a funding framework which actively encouraged and supported collaboration across scales, along with an in-house team of proactive, driven, and competent people, ACC has forged a locally appropriate decarbonisation pathway, fostering buy-in from multiple stakeholders and creating shared knowledge bases—all whilst acting under uncertainty. Building on this experience, this paper proposes five guiding principles for subnational investment in the age of Climate Emergency:
1.
Nurture a culture of collaboration across scales and sectors.
2.
Strive for an equitable distribution of roles and responsibilities for Net Zero, supported by checks and balances.
3.
Embed mechanisms to facilitate accessible knowledge sharing.
4.
Encourage local actors to ‘fix space’, aligning resources and partnerships with local needs.
5.
Promote environmental and social aspirations to support just transition.
Far from being a regression, this reassessment is a critical step forward, acknowledging that business-as-usual governance is failing to address the Climate Emergency. By rethinking our foundational principles, we open the door to transformative change, ensuring that subnational investment aligns with both the strengths and the potential of local authorities and the urgency and scale of the challenges we face. These principles, while informed by Aberdeen’s unique journey, are not confined to its specific circumstances. Rather, they provide a framework that can support other local authorities in addressing their own challenges and leveraging their own unique attributes. To validate and refine these principles further, future studies should prioritise comparative research across a range of contexts, exploring how local conditions influence their application. Such studies will help identify opportunities to innovate further and ensure these principles drive meaningful change not only in cities like Aberdeen but across the broader spectrum of local authorities.
Acknowledgements
I would like to express my heartfelt gratitude to Aberdeen City Council, especially the Projects Team, for their generous willingness to share their invaluable insights and experiences. In addition, I would like to thank my colleagues Dan van der Horst and Mark Cassidy who coproduced the original research from which this paper derives, as well as Snow Kolu and Henry Richards who provided insightful and constructive feedback on earlier drafts.
I would also like to acknowledge and thank the funders who made this research possible, namely Transport for Scotland (H2A Accelerator), Place Based Climate Action Network (PCAN; UKRI grant ES/S008381/1) and The Centre for Research into Energy Demand Solutions (CREDS; UKRI grant EP/R035288/).
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DOI: 10.5871/jba/013.a12
Published on: 20 March 2025
Volume: 13
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July 2023
African ecologies: the value and politics of indigenous knowledges—introduction Adriaan van Klinken, Simon Manda, Damaris Parsitau, Abel Ugba
This article offers an introduction to the special section about the theme of ‘African ecologies and indigenous knowledges’. It explores the interest of scholars, policy makers and activists in indigenous knowledges as a resource for addressing global challenges, particularly the challenges in relation to the environment and climate change in contemporary Africa. Reviewing current literature and discourse on the subject, this Introduction foregrounds the considerable political, epistemological and methodological significance of indigenous knowledges, especially in the light of ongoing debates about decolonisation, and it highlights their relevance for understanding African ecologies. It further introduces the three articles included in this special section, embedding them in broader fields of scholarship. (This article is published in the thematic collection ‘African ecologies: the value and politics of indigenous knowledges’, edited by Adriaan van Klinken, Simon Manda, Damaris Parsitau and Abel Ugba.)
4 September 2024
Young Palestinians’ struggles for accountability and participation: beyond formal systems and public resistance Laura Beckwith, Reem Talhouk, Owen Boyle, Maxine Mpofu, Inga Freimane, Fuad Trayek, Matt Baillie Smith
Young people worldwide are engaged in diverse forms of participation which offer a pathway for demanding accountability from governance actors. In contexts with fragile governance structures, young people face a unique set of challenges in their efforts to demand accountability or participate in decision-making. The expected relationship between participation and accountability as understood in liberal, democratic settings is often absent and instead demands for accountability are often made through strategies ‘at the margins’. Using Palestine as a case study, we show how young people look for accountability beyond state institutions and the national scale, using diverse strategies depending on their embedded position in society. This analysis sheds light on the complex reality of youth participation and accountability mechanisms in socially, politically and physically contested spaces and, by extension, points towards challenges and opportunities in implementing the Sustainable Development Goals.
2 November 2023
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