Landscape Strategy-Making and Collaboration: The Hills of Northern Mors, Denmark; A Case of Changing Focus and Scale
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Landscape Strategy-Making and Collaboration : The Hills of Northern Mors, Denmark; A Case of Changing Focus and Scale. / Primdahl, Jorgen; Folvig, Sara; Kristensen, Lone S.
In: Land, Vol. 9, No. 6, 189, 2020.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - Landscape Strategy-Making and Collaboration
T2 - The Hills of Northern Mors, Denmark; A Case of Changing Focus and Scale
AU - Primdahl, Jorgen
AU - Folvig, Sara
AU - Kristensen, Lone S.
PY - 2020
Y1 - 2020
N2 - This paper focuses on a three-year rural landscape strategy-making process, which was driven by a Danish municipality and involved a large number of stakeholders. The project was part of an action research program aimed at developing new approaches to collaborative landscape planning. Gaining experiences with such approaches was part of this aim. During the course of the project, the focus and scale of the strategy changed significantly. The process developed in interesting ways in respect to three dimensions of collaborative landscape planning: collaboration, scale, and public goods. After a brief review of the three dimensions and their links to landscape planning, the case story is unfolded in three sections: (1) The planning process, (2) the process outcome (the strategy), and (3) the aftermath in terms of critical reflections from participating planners and local stakeholders. The process and outcome of the landscape strategy-making process is discussed in the context of collaboration, scale, and public goods, including a brief outline of the lessons learned.
AB - This paper focuses on a three-year rural landscape strategy-making process, which was driven by a Danish municipality and involved a large number of stakeholders. The project was part of an action research program aimed at developing new approaches to collaborative landscape planning. Gaining experiences with such approaches was part of this aim. During the course of the project, the focus and scale of the strategy changed significantly. The process developed in interesting ways in respect to three dimensions of collaborative landscape planning: collaboration, scale, and public goods. After a brief review of the three dimensions and their links to landscape planning, the case story is unfolded in three sections: (1) The planning process, (2) the process outcome (the strategy), and (3) the aftermath in terms of critical reflections from participating planners and local stakeholders. The process and outcome of the landscape strategy-making process is discussed in the context of collaboration, scale, and public goods, including a brief outline of the lessons learned.
KW - co-creation
KW - scale
KW - landscape planning
KW - public goods
KW - landscape strategy making
KW - ENVIRONMENTAL-POLICY INTEGRATION
KW - GOVERNANCE
U2 - 10.3390/land9060189
DO - 10.3390/land9060189
M3 - Journal article
VL - 9
JO - Land
JF - Land
SN - 2073-445X
IS - 6
M1 - 189
ER -
ID: 245709080