ABSTRACT
Reflecting on the findings of Patsy Healey’s analyses and informative insights from various European relational planning cases (see p. 67), several crucial observations may be made that can move the talk component of the ALERT Model beyond initial concern and preliminary talking to sustained planning, action and accomplishment. (1) To do this, mindset change is essential. Ways of practicing planning evolved from past conditions and influences on the region – i.e. path dependence. While some of these practices remain appropriate (Aurigi June 5-9, 2005), there have been momentous external changes that have impacted significantly many of the world’s regions and localities – e.g. many local economies of “industrial” countries are no longer driven principally by manufacturing. Consequently, a break with traditional or legacy planning practice, in part, is essential. What is needed is to forge new relational planning approaches, especially ones that are buttressed in law, regulation or public mandate, as well as by new informal planning practice both by professional planners and their constituent stakeholders. (2) Routinize new cross-sectoral governance and plan-implementation practices that are regional and local collaborative relationships. In other words, these changes must be reflected in behavior as well as in mindset. (3) Development policies need to reflect the values of equality of opportunity and technology justice for all segments of local society. Operationalizing this equity value of reducing economic and technology disparities is essential in order to ensure that all segments of the regional society and economy might have the opportunity to benefit from the newdevelopment planning and governance behaviors, regulations and potential that are congruent with the changed, and constantly changing economic conditions locally, regionally, nationally and globally.
