Planning as pluricentric coordination and collaborative innovation Karina Sehested, Forest and Landscape, Copenhagen University

Pluricentric planning conditions Government Business organisations Brussels office EU Municipalities KL Growth House Zealand Fehmarn Belt Forum Regional Council Growth Forum KKU KKR

Challenges  The complex governance situation  From steering to coordination  From horisontal/vertical coordination to pluricentric coordination  From plan-planning to strategies, projects and innovation

From impossible order to qualified disorder  A complex, unlimited planning process with numerous decision-situations  Not one actor decides direction for others to follow (not one e.g. meta-guvenor)  Coordination as mutual adjustment  Strategies and actors are inter-dependent  Common voluntary coordination

Pluricentric coordination o Making relations and connections between collaborations in practice o Contemporary and flexible coordinations o Interaction and communication o Coordination is political and arena for power conflicts

How to do it? o Strategic choise of relations and points of coordination o Personal participation o Coordination in action – not on paper o Building of coordination ”communities” o Making common interests and interdependency explicit o Handle conflicts and develop friendly disagreements

Collaborative innovation in pluricentric planning situations Collaborative innovation is:  The creation and implementation of new ideas facilitated by interaction and learning processes among politicians, public administrators/planners, other professionals, citizens, interests organisations, business etc.

Context: CLIPS Innovation leadership Creative learning through collaboration Implementation of new ideas and Knowledge Quality in public services and policies Barriers and drivers: Cultural Institutional Inter-organizational Organizational Identity related Institutional design of network based innovation UsersProfessionalsPoliticians

Different policy areas  Health  Spatial planning  Education  Crime prevention The publicness of collaborative innovation?

Barriers and drivers Lack of political priorities Conservative planning cultures and mistrust: ”we know best and we are used to..” Sector divisions and ”silo” behaviour Personal attributes: courage, entrepreneur, openminded Innovative ”spaces” where differences meet Innovation leadership: framing and facilitation Cross sector organising and multidicp. teams