To be or not to be : Collaborative Governance and The Case of Continuous Master Planning in Lahti

Abstract

The benefits of collaborative actions between different stakeholders has been recognized broadly and has been admitted as one of the key factors in regional development. However, the research has so far focused on examining cases retrospectively, leaving agap in looking into something on-going and uncertain, as well as it has been common to consider regional development through abstracts concepts. Therefore, there exists less information on the practical implementation of the theories and policies within regions. Additionally, it is important to take into consideration the ever-growing trend of cross-sectoral collaboration -however not only in public-private interface, but also involving the third and the fourth sectors into the regional decision-making processes and development activities, which can be seen creating new kind of benefits but also less discussed challenges. The city of Lahti has fundamentally turned around the master planning of the city; instead of considering the extensive legislation and regulations restrictive, Lahti has chosen to approach the rules as resources. Lahti is not a forerunner only in the technical aspect, but also in its management work: Lahti has defined the citizens as its makers, and therefore, pointed out the citizen involvement and participation being in key position in its strategy work to reach the set development goals for the city –therefore, also in making the master planning of Lahti.