Growth-Management Implementation in Metropolitan Vancouver: Lessons from Actor-Network Theory

Abstract

A case study is used to analyse metropolitan growth management implementation in Greater Vancouver, adding to a growing base of literature studying plan development and implementation through an actor-network theory (ANT) lens. It focuses on Metrotown, an office node initially designated in the Livable Region Plan and remaining regionally significant today. Unfortunately, Metrotown lost some momentum as business parks have seen more office growth in recent years. ANT's qualitative approach to inquiry is used to understand how and why this occurred. In ANT, an actor network emerges in response to any social goal, and is comprised of individuals, organisations, and inanimate artefacts including technologies, processes, laws, buildings, and infrastructure. In this case, the analysis emphasised how network fluctuation impacted plan implementation, including efforts to stabilise and destabilise relationships through what Latour calls black boxes of varying types. It also examined both successful and unsuccessful enrolment strategies. The case suggests that regional and municipal actors possessed enrolment skills but were unable to make more use of them. Further case studies are recommended to enhance planners' skills in coping with fluctuations and developing more effective enrolment strategies for implementation.