TSI - Regional Strategies Flashcards

Magnaghi, 2020 - Territorialist approach to urban bioregions

Place-based, local identity planning promoting ecological protection and self-sufficient economies in natural and historical regional boundaries

Territorial approach 1 (Magnaghi, 2020)

Unique place identity, territorial heritage and local communities shape sustainable development, rejection of top-down planning

Territorial approach 2 (Magnaghi, 2020)

Territory as physical space and living, historical and relational systems between humans and nature

Territorial approach 3 (Magnaghi, 2020)

Strategies involve local self-government, citizen participation, enhancing local resources (autonomy and resilience)

Bioregional sustainability 1 (Magnaghi, 2020)

Bioregions as areas defined by ecological, cultural and historical boundaries, not admin

Bioregional sustainability 2 (Magnaghi, 2020)

Goal to construct ecologically regenerative, socially cohesive and culturally rooted bioregions with specific characteristics

Bioregional sustainability 3 (Magnaghi, 2020)

Universal models do not achieve sustainability; local communities must base models on own ecosystems to create circular economies

Bioregional sustainability 4 (Magnaghi, 2020)

Re-localising production, reducing ecological footprints and fostering economies which respect ecological limits

Albrechts, 2004 - Strategic Planning Renewed

Alternative strategic spatial planning approach suggested

Strategic spatial planning (Albrechts, 2004)

Public process, shared visions, socio-spatial development process; frames decisions and mobilises stakeholders toward agreed regional futures

Regulatory land-use control to integrated regional development (Albrechts, 2004)

Strategic planning as a flexible framework integrating economic, environmental, social and spatial agendas

Strategic planning as a governance-driven, multi- level regional process (Albrechts, 2004)

Governance across local, regional, national, public, private and civil-society; based on negotiation, partnerships and stakeholder alignment

Value rationality (Albrechts, 2004)

What kind of region we want

Regional visions (Albrechts, 2004)

Created futures shaped by social values, political power and place identity

4 track model fof strategic planning (Albrechts, 2004)

1. Vision making

2. Stakeholder mobilisation

3. Define means to reach ends

4. Building legitimacy and consent

Vision making (Albrechts, 2004)

What future and values are desired?

Stakeholder mobilisation (Albrechts, 2004)

Which actors have interests and resources?

Define means to reach ends (Albrechts, 2004)

Implementation plans, rational

Building legitimacy and consent (Albrechts, 2004)

Strategy to deal with power imbalances

Project plans vs. strategic plans

Critique 1 (Albrechts, 2005)

Divided into sections to deal with disagreement e.g: isolates ecology from economy

Critique 2 (Albrechts, 2005)

Does not change power structures

Critique 3 (Albrechts, 2005)

Prone to lobby non-public experts or influential actors

Critique 4 (Albrechts, 2005)

Rooted in a modern view of positive-sum game which leads to progress and growth

Lindblom, 1995 - The Science of Muddling Through

Approaches of knowledge and the state

Root method (Lindblom, 1995)

Analyse the situation, new course of action, assess, new course of action

Branch method (Lindblom, 1995)

Incremental comparison, continuous adaptation of course of action based on long-term general direction

Critiques to incrementalism 1 (Lindblom, 1995)

Conservative: radical change is not possible, e.g: not suitable for climate change action

Critiques to incrementalism 2 (Lindblom, 1995)

Power: decisions reflecting policy arena interests, not the ‘voiceless’, protects existing power struggles

Critiques to incrementalism 1 (Lindblom, 1995)

Urgency: hard to enable fast change under instable situations; too slow at times