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 -