integrating health considerations into spatial planning and development, communicative planning -...

Integrating health considerations into spatial planning and development, communicative planning -

the planning process

Lecture HEPRO partnership meeting 13-15 November 2006, Østfold, Norway

Roar AmdamVolda University College

[email protected]://www.hivolda.no/index.php?ID=12348

mailto:[email protected]

Uppersecondary

schools

Colleges and research

RDF, Banks, etc Hospitals, etc

Companies

Transparent network

organisation

I ndustrial/ business organisations

Funds

Trust

Voluntarysocieties and organisations

Others Democraticcontrol

Countygovernor

Municipalities

Action

Countymunicipalities

Partnership as governance

Five aspects of the governance

Stoker, G. 1998: Governance as theory, five propositions. Social Science Journal, 50, 17-28.1. Governance refers to a set of institutions and

actors that are drawn from but also beyond government.

2. Governance identifies the blurring of boundaries and responsibilities for tackling social and economic issues.

3. Governance identifies the power dependence involved in the relationship between institutions involved in collective action.

4. Governance is about autonomous self-governing network of actors.

5. Governance recognizes the capacity to get things done which does not rest on the power of government to command and use its authority. It sees government as able to use new tools and techniques to steer and guide.

The policy process

Public health work is about political power and policy

making• Achieve accept and legitimacy for the

HEPRO project • Put public health on the political

agenda• Make decisions about public health

production• Produce outputs and contribute to

sustainable public health policy• Monitor and learn from output and

outcome

Development variables

Vision

Theory Kunnskap

Strategy

Mobilizing Legitimating

Implementing

Organizing

Learning on diff erent levels

Strategic planning

Tactical planning

Operative planning

Monitoring and reporting

I nstitutional planning

Planning tools

Strategic partnership

Tactical partnership Operative

partnership

Learning environment

I nstitutional partnership

Different partnership



partnership



National level

Regional level

Municipal level

Local level



partnership





partnership





partnership





partnership



I nternational level The public health chain

Institutional planning

Strategic planning

Tactical planning

Operative planning



• Is about the fundamental values that infuse the whole community and the organisation (efficiency, effectiveness, democracy, sustainability etc.)

• Is expressed through the mission for the municipality as community and as organisation

• Plan for the planning and development process (project plan)

Institutional planning – how to get acceptance and increase

legitimacy for public health work

• Use the HEPRO project plan• Make your own project plan• Involve political and administrative

leaders• Get your own project plan decided• Implement public health actions• Get publicity about the work• Etc

Strategic planning

Strategic planning

Tactical planning

Operative planning


Strategic planning

• Is about the past and the future and how to meet the most important challenges

• I expressed through the public health survey, SWOT-analyse, visions, strategies and development plans

• The long term planning documents for the municipality as community and as organisation (usually not binding plans)

Strategic planning – how to get public health on the political agenda

• Analyse the data from the survey and SWOT-analyse

• Use trends/scenarios to illustrate utopias and dystopias

• Select and give priority to what is most important (strategies)

• Involve people in interpreting of the data from the survey and the SWOT (Brainstorm)

• Etc

Brainstorm - principle • Brainstorm: What is positive with

the current situation• Brainstorm: What is negative with

the current situation• Brainstorm: What actions are

needed• Give priority to what you can do:

alone, together with other, and what only other can do

Brainstorm – time schedule

Step 1: Come together as a group and choose a leader and a writer

Step 2: Use 10 minutes to storm ideas about the positive in the situation. Write them down and remember no discussion in this step

Step 3: Use 20 minutes to discuss and prioritise the 3-5 most important positive ideas

Step 4 and 5: Repeat step 2 and 3 but on what is negative

Step 6: Use 10 minutes to storm ideas about what to do in order to change the situation

Step 7 : Give priority to what you can do: (1) alone, (2) together with other, and (3) what only other can do

Tactical planning

Strategic planning

Tactical planning

Operative planning


Tactical planning• Is in broad sense about organising

resources in the organisation and the community (partnerships)

• Include mobilised people/organisations in the partnerships

• Is expressed through decisions about allocating resources, giving power and responsibility, structuring the organisation and partnerships in the community, etc

• Short term planning and action program, for the municipality as community and as organisation, in addition, budget for the municipality as organisation

Tactical planning –how to organise resources and actions

• Sort out what the municipality as organisation can manage alone, and what actions that need partnerships

• Make sure that the municipality as organisation and the other organisations in the partnerships give priority to their part of the partnership actions

• Etc

Operative planning

Strategic planning

Tactical planning

Operative planning


Operative planning• Is about making outputs and binding

detailed plans for small and big actions (projects) and the more daily work.

• Is expressed through detailed plans for infrastructure and areas for housing, industry etc, and building contracts between public and private sector

• Each new project need a plan

Operative planning – how to make outputs

• Implement small (symbolic) actions: a smoke/alcohol/drug/car free day/week

• Bigger actions need project plans• Operative partnerships need

contracts/agreements• The municipality as organisation cannot

and shall not do everything• Etc

• The most important goal is to empower people to take more responsibility for their own health!

Thinking Acting

Deep learning

Com

mu

nic

ate

Different level of learning

Calc

ula

te

integrating health considerations into spatial planning and development, communicative planning -...

Documents

governance slide

planning tools slide

outcome slide

public health chain

communicative planning

spatial planning

policy process slide

different partnership