Informal and formal networks in regional planning in Western Sweden

Merritt Polk TransportForumJanuary 2009

Informal and formal networks in Western Sweden

Informal networks and task groups• HUR 2050 (dec. 2002- on-going)

– K 2020 (2003-2006)– Urban planning (2006- on-going)– Freight 2030 (2008 – on-going)

GR formal project• K 2020 (dec. 2006-2008)

Future Challenges – creating a sustainable region

Collaborating partners: 30 representatives from the following 14 organizations

Regional Agency, Västra Götaland

Göteborg Regional Association

Region Västra Götaland

The Swedish Road administration

The Swedish Rail Administration

The Swedish Sea administration

Göteborgs Harbor

Transit Authority Göteborg

Environmental Agency Göteborg

City Planning Göteborg

Västtrafik

Business Region Göteborg

City Planning Mölndal

The Swedish Air Administration

• To develop a dialogue between stakeholders

• To achieve a common understanding regarding how infrastructure in the region can be planned for long term sustainability

• To create a platform for collaboration between all relevant actors

• To compile high quality data for decision-making in the region

• To develop a strategy for the realization of the agreed upon goals.

The initial objectives of the network

HUR 2050 Structure

Leadership group – 18 supervisors and managers from the 14 organizations

Project, working and task groups – representatives from the 14 organizations focusing of different tasks and issues

Various reference groups – youth group, under 30 representatives from the 14 organizations

The HUR 2050 process

Data collection

• Participation in workshops, leadership, task and working group meetings since 2005.

• Analysis of written material: meeting minutes and network documentation.

• Interviews with network members.Formal (18)Informal meetings (many)Mini workshop (1)

SUSTAINABILITY

TIME

Alternativescenarios

Future visions

”Sustainable”

”Non sustainable”Trends StrategiesPlaningAction

BACKCASTING

Pres

entC

ond

ition

s

1

2

3

4

Backcasting steps1. Present conditions (report)2. Dimensions and conditions for sustainable development

(3 background reports on ecological, social and economic sustainability)

3. The vision (scenario study, fms and Kairos Futures)4. Strategies and plans to meet the vision (Kairos Futures)

2 main methods were applied1. Scenario study with fms (Environmental strategies Unit at the

Royal Institute of Technology) Backcasting, brainstorming2. Workshops with Kairos Futures, a consulting agency,

brainstorming, modified SWOT

Some outcomes of the process thus far

• Consensus surrounding the definition of a sustainable transportation system

• A future vision for the region

• Strategic plans

• Task groups: Urban planning, Freight 2030

• Concrete projects: K 2020,Carbon dioxide strategy

1. Environmental sustainability Frame - emissions, CO2 reduced by approx. 2/3 by 2050

2. Economic sustainability Means- diversify the business community- flexibility, high educational levels within the region

3. Social sustainability Goal - reduce segregation - adequate accessibility and participation for all

Overall consensus on sustainable development in the Göteborg region

Two main framings of sustainable development in HUR 2050

• An alternative framing where the environment is seen as the limit or frame for sustainable development, the economy is the means and social sustainability is the goal. Equal importance is placed on all three dimensions.

• A mainstream/hegemonic framing where economic growth is seen as a prerequisite or means for attaining social and environmental sustainability. Economic growth is the overall goal.

The agreed upon vision, via backcasting - for the year 2050Göteborg region – a strong region in Northern Europe

• Compact cities with green areas.• A living, safe, and quiet city. • An accessible, integrated and diverse region.

• Lifestyles that promote sustainable development.• Reduction of transport. • More effective and attractive public transit and other private

transport.• More effective transport of goods.

• Internationally competitive business community. • Sustainable technology for vehicles and fuels.

Strategic plans

1. Develop attractive, secure, accessible and compact suburban areas

2. Change travel patterns to more sustainable ones3. Carry out collaborative planning of transport,

infrastructure and urban growth4. Create a learning environment for sustainable

development5. Prioritize social functionality and individual physical and

mental health6. Create more effective public and goods transportation7. Promote the development of sustainability via public

bidding, planning and decision-making

New task and project groups

1. K 2020: Sustainable infrastructure

2. Collaborative urban planning

3. Freight 2030

GR project: K 2020

K 2020 is a daughter project of HUR 2050 that deals with planning sustainable infrastructure for the Göteborg region in the year 2020.

K 2020 achieved a political mandate in December 2006,and included 50 people from 6 organizations working fulltime in the project. The main result of the project was a public transport program for the region which is based upon strategic goals and principles for infrastructure planning. K 2020 also produced pilot projects on transit centers, prioritized corridors and commuter parking.

The K 2020 public transport program was presented to the Göteborg Region Association of Local Authorities (GR) in September 2008 . It is currently under review by the 13 individual municipal councils until February 2009.

K 2020

Specific research questions for today’s papers

What is the role of informal networks in transport planning for sustainable development?

What characteristics of multi-stakeholder processes increase the capacity of political and administrative institutions and organizations to better incorporate the complexity of sustainable development in transport and urban planning?

Can informal networks promote more adaptive and robust processes for regional planning that can better coordinate multi- level actions and act as platforms for collaboration and consensus?

Theoretical approaches

• Institutional capacity building via– Social capital: building trust via personal

relationships between network members– Intellectual capital: increasing formal and

informal expertise on the complexity surrounding sustainable transport

– Political capital: increasing the legitimacy and influence of the members and network in political processes

Summary of results• Increased individual and professional contacts across a

wide variety of sectors and levels.

• Enhanced intellectual expertise of the members and ability to deal with complex long-term questions.

• Both above, have increased the political legitimacy and influence of the members and network.

• All together have increased the institutional capacity to attain more sustainable solutions for long term transport planning.

Summary of results cont.

• Demonstrated the need for creating a unique niche for the network that does not threaten or intrude upon official processes and organizations. This was the long- term focus on 2050.

• Showed both the strengths and weaknesses of informal processes for long-term transport planning.

Strengths: innovative, enlightening, open forum for brainstorming, dealing with long-term, complex issues and for creating new projects

Weaknesses: unclear focus, threatening, ineffectual, confusing, reduced participation and legitimacy

Recommendations for other regions

1. Find a clearly defined niche for the network that is tailored for the specific planning context.

2. Create a flexible and adaptive organization that can take advantage of the network process and outcomes.

3. Pay special attention to finding a balance between visionary processes, implementation and effectiveness.