1. Integrating health considerations into spatial planning and development, communicative planning - the planning process Lecture HEPRO partnership meeting 13-15 November 2006, Østfold, Norway Roar Amdam Volda University College ram@hivolda.no http://www.hivolda.no/index.php?ID=12348

6. Partnership as governance

7. 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.

8. The policy process

9. 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

10. Development variables

11. Planning tools

12. Different partnership

13. The public health chain

14. Institutional planning Strategic planning Tactical planning Operative planning Institutional planning

15. 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)

16. 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

17. Strategic planning Tactical planning Operative planning Institutional planning

18. 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)

19. 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

20. 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

21. 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

22. Tactical planning Strategic planning Tactical planning Operative planning Institutional planning

23. 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

24. 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

25. Operative planning Strategic planning Tactical planning Operative planning Institutional planning

26. 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

27. 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!

28. ThinkingActing Deep learning Communicate Different level of learning Calculate