Metropolitan vision making – using backcasting as a strategic learning process to shape metropolitan futures

Contains fulltext : 167406.pdf (publisher's version ) (Closed access)The need for new forward-looking tools in urban planning is immense: new functional relations and structures are now stretching beyond our capacity to ‘rationally’ capture modern metropolitan spaces (Neumann & Hull, 2009). At the same time, cities struggle to find tools to help manage their long-term transition towards a low-carbon, resource-smart economy. In 2006–2007, the municipalities in the Helsinki metropolitan region organised an international competition for ideas titled “Greater Helsinki Vision 2050.” It drew a good number of entries in the competition stage and later helped bring together the awarded participants with local planning professionals and citizens. This paper explores the process behind the vision-making exercise and evaluates its success in providing new tools for the long-term transition to a low-carbon, resource-smart Helsinki metropolitan region. The theoretical framework used in this paper is ‘incrementalism with perspective’ (Ganser, Siebel & Sieverts, 1993) and its ideas on using long-term visions in the integration and coordination of incremental activities in various institutions. We perceive the backcasting scenario method (Dreborg, 1996) as a tool for implementing this approach and hence interpret the case example’s results through the framework of this method. The Greater Helsinki Vision 2050 competition was an example of a vision-oriented planning process that provided new tools for bringing the ‘unmanageable’ metropolitan region within the scope of the manageable. The backcasting approach was deployed as a tool for emancipating stakeholders to imagine alternative futures for metropolitan spaces. The backcasting scenario method should be considered a viable tool when managing vision-oriented planning processes: longer than usual time horizons help initiate strategic learning among stakeholders. However, in addition to civil servants, citizens and other stakeholders should be widely engaged in order to secure sustainable results