Sectoral Versus Territorial Regional Planning and Development in Norway

New regional policies in Norway and many other countries try to empower their regions through creating a balance between central governing with emphasis on redistribution of activities and resources, and local mobilization with emphasis on self reliance, innovation and learning by doing. In Norway municipalities and counties have for a long period had this double function, but we now see that the vertical policy of implementing national welfare policy has grown and become dominant. As a consequence, the horizontal policy of social mobilization has been neglected, and has to some extent been taken over by inter-municipal and interregional organizations. Normally, these organizations are in practice organized as regional development agencies. They seem to be vulnerable political institutions that seek legitimacy from--and need acceptance and support from--both territorial and sectoral governments. The regional planning process is regarded as an important tool in their political institution building process. In this paper I want to explain how regional planning and institution building in Norway in practice have moved towards a two-parallel system.     

Confidence Building in Local Planning and Development. Some Experience from Norway

Can local confidence building and cooperation strengthen local communities and have a positive influence on local development? This is the main question in this article. In the first part of the article the conditions for confidence building, mobilization, self-development and self-confidence in local planning are presented. A planning process called strategic and mobilizing planning which is built on these conditions is described. This planning or development process is drawn as an infinite spiral with an increasing 'radius'. As examples of such local confidence building and mobilization processes the cases of 'Nordvest Forum' and 'Cooperation in Haram commune' are presented and discussed. Nordvest Forum is a collaborative activity owned by competing companies in the region, which have recognized that they have a common problem related to recruitment and training of leaders. This has lead to new activities and new cooperation especially related to management training and cooperation. The collaboration between private and public institutions in Haram is an example where common challenges for companies and community were recognized. This process started as a concrete activity regarding recruitment of skilled workers with participation from a few but nevertheless important persons in the private and public sectors. The learning and confidence developed as a result of this cooperation lead to new and broader activities concerning the future of the community with many more participants. In the conclusion some practical advice is given for community planning and confidence building, informed by the theoretical discussion and the empirical examples in the article.     

Empowerment Planning in Regional Development

In the planning literature, there is a tendency to contradict top-down and bottom-up policies, government and governance and instrumental and communicative planning. However, through extensive action research in regional development practice, we have learnt that there is a need for combining them in adequate planning models, and we have found strong arguments in philosophy and theory for this combination when we go to the debate on modernization and the arguments in favour of better balance between communicative and instrumental rationalities. This article is a theoretical discussion of a planning model that we have called empowerment planning. In this discussion, we regard empowerment in regional development as a combination of top-down and bottom-up processes with the variables context, mobilization, organization, implementation and learning. Planning is regarded as a combination of instrumental and communicative rationalities in an institution-building process based on Habermas' will-forming process with different discourses. We present how a planning approach with institutional, strategic, tactical and operative levels of planning can stimulate different development variables, contribute to the institution-building process and strengthen the legitimacy of the planning institution.     

Mobilization,participation and partnership building in local development planning: Experience from local planning on women's conditions in six Norwegian communes

Six rural communes in Norway participated in a national project ‘Commune planning on women's conditions’ where participative methods were used to engage inhabitants in strategic planning for local development. The planning process was organized in stages, which corresponds with the basic stages of the strategic planning and management model. All six communes followed this process, which started with education and training in planning methods and processes in autumn 1989, both at national level (project leaders and project groups) and at bed level (local leaders: administrators, politicians, local organizations, etc.). This support was deemed to be significant for the planning process by approximately 50% of respondents who completed an evaluation questionaire. The training was followed by a broad mobilization of inhabitants where visions and strategies were formulated and selected. All projects produced a strategic plan on women's conditions and a 4‐year action programme, as expected. This process worked well in all communes, but the political and administrative engagement in mass meetings, in group work and in hearings was lower in Bremanger and Nesna than in the other four communes.