1. Informal and formal networks in regional
planning in Western Sweden
Merritt Polk
TransportForum
January 2009

2. 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)

3. Future Challenges –
creating a sustainable region

4. Collaborating partners: 30 representatives
from the following 14 organizations
Regional Agency, Västra Göteborgs Harbor
Götaland Transit Authority Göteborg
Göteborg Regional Environmental Agency
Association Göteborg
Region Västra Götaland City Planning Göteborg
The Swedish Road Västtrafik
administration
Business Region Göteborg
The Swedish Rail
Administration City Planning Mölndal
The Swedish Sea The Swedish Air
administration Administration

5. The initial objectives of the network
• 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.

6. 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

7. The HUR 2050 process

8. 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)

9. BACKCASTING
SUSTAINABILITY
3 Future visions
Alternative
scenarios
”Sustainable”
Present Conditions
Trends ”Non sustainable”
Strategies
Planing 2
Action
4
TIME
1

10. Backcasting steps
1. 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 applied
1. Scenario study with fms (Environmental strategies Unit at the
Royal Institute of Technology) Backcasting, brainstorming
2. Workshops with Kairos Futures, a consulting agency,
brainstorming, modified SWOT

11. 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

12. Overall consensus on sustainable
development in the Göteborg region
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

13. 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.

14. The agreed upon vision, via
backcasting - for the year 2050
Göteborg 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.

15. Strategic plans
1. Develop attractive, secure, accessible and compact
suburban areas
2. Change travel patterns to more sustainable ones
3. Carry out collaborative planning of transport,
infrastructure and urban growth
4. Create a learning environment for sustainable
development
5. Prioritize social functionality and individual physical and
mental health
6. Create more effective public and goods transportation
7. Promote the development of sustainability via public
bidding, planning and decision-making

16. New task and project groups
1. K 2020: Sustainable infrastructure
2. Collaborative urban planning
3. Freight 2030

17. 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.

18. K 2020

19. 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?

20. 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

21. 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.

22. 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

23. 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.