Abstract
Planners and city officials are increasingly being encouraged to create and make use of a variety of partnerships designed to tackle ‘wicked issues’ in their localities. However, many of these partnerships are by nature ephemeral, lasting only as long as their funding exists or until their particular work package is completed. A great deal of attention is paid to the internal functioning of these partnerships, but rather less is paid to the structural elements involved in how these partnerships are mapped onto existing governing structures. This creates a problem where the knowledge generated by these partnerships may also be seen as ephemeral, adding to partnership fatigue and cynicism amongst stakeholders. By linking network structure and collaborative capacity, I explore the depth of penetration and longevity of the knowledge created in such local partnerships.
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