Abstract/Summary

This paper examines the implementation of brownfield regeneration policies in the UK within the context of complex systems of multi-level governance. Using the regeneration of the Thames Gateway as an example, it explores how the Government's centrally driven institutional arrangements have undermined leadership in this key development project. The Government's approach to brownfield governance is characterised as one of constant intervention in the Thames Gateway in an ad hoc and incoherent fashion. Congested and fragmented governance structures are the result. These, this paper argues, have diffused the focus and undermined the leadership of policy and implementation. It is suggested that the adoption of the principles of policy mapping and weaving would bring more clarity and coherence to the governance of the Thames Gateway.