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Municipal Master Plan 2017-2027Municipal community strategies including land use strategies

Norway’s green industry capital – the future is renewable

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Innhold

1. Introduction ................................................................. 3

2. Vision and advantages ............................................... 5

3. Objectives and preconditions .................................... 7

4. Prioritised areas ........................................................... 8

1. Attractiveness and growth .................................. 9

2. Green shift ........................................................... 9

3. Life quality and coping ...................................... 10

4. Future-oriented infrastructure ........................... 10

5. Follow-up of the municipal master plan ................... 11

6. Indicators ................................................................... 12

7. Framework for municipal land-use planning ............ 13

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Adopted by Rana local council 11 December 2017,vision adopted by the local council 18 Juni 2018.

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As a municipality and regional centre, Rana will face significant changes in the years to come. The Arctic Circle Airport is no longer just a dream, Campus Helgeland is completed and industries in Rana provide an example to the world of the green shift. Moreover, the seafront is in the process of completion, and major projects such as a deep-water quay, data storage centre, museum/science centre and a regional hospital are next in line.

The municipality and the region as a whole are home to a diverse range of businesses. The Rana region continues to represent a great diversity of people, oppor-tunities and unique qualities. How should we prioritise and col-laborate to create further growth and ensure that our municipality remains attractive to its inha-bitants, in-migrants, business and industry, and visitors? How can we sustain values such as identity, belonging, pride and community? How can Rana serve as an engine for the entire North Helgeland region?

Municipality plans should pri-marily promote sustainable development for the benefit of future generations. The concept of sustainability is associated with environment and climate change, land use and jobs, as well as the economic, social and cultural development of the municipa-lity. The municipal master plan is the main tool for identifying development trends and steering them in the desired direction. In addition, the plan must deal with the challenges that the municipa-lity is facing as a community and an organisation. This calls for a clear plan that places first things first. The municipal master plan should also provide the basis for land-use planning.

The key challenges that the municipality is facing as a community are associated with environment and climate chan-ge, increasing social inequality, demographic trends, increasing mental health problems among young and old, high attrition rates in upper secondary schools, integration and air pollution.

As an organization, the challen-ges relate to restructuring and rationalisation, quality in primary and lower secondary educati-on, maintenance overhangs for buildings and roads, and future demands for information security, contingency planning, innovation and digitisation.

While formerly the municipal aut-horities could address nearly all issues in a local community, we are now in a situation where this is no longer possible. Partly for financial reasons and partly be-cause of the reduced availability of skilled labour, the municipality needs to think innovatively and wisely to address its future tasks. Collaboration and dialogue with volunteers, inhabitants and businesses is key to this. The arrangement of the Arctic Race of Norway in the summer of 2016 provides a good example of how community spirit and collabora-tion between the local council, volunteers and businesses are necessary to succeed.

1. INTRODUCTION

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Development trendsThe recent history of Rana in a business cycle perspective –from manufacturing to service industries – and the green shift.

From service society to communitarian society – and sustainable development. Municipality 3.0 is also referred to as a partnership municipality, meaning that the local authorities, inhabitants, volunteers and businesses address public service provision through partnership and resource mobilisation.

The years 1990-2010: Golden age and financial crisisRana: Consolidated industrial park and more public employment

The years 2010-2030: Slowdown and falling oil prices Rana: New university college, new airport and a new hospital

The years 1970-1990: Economic downturn and oil/steel crisisRana: Deficit in state-owned industries, the Storting calls for restructuring

The years 1950-1970: Post-war reconstructionRana: Establishment of state-owned enterprises, exponential growth

1960 1970 1980 1990 2000 2010 2017

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MUNICIPALITY 1.0

The municipality is an authority The inhabitants are subjects The politicians decide on individual cases

Until approximately 1970

MUNICIPALITY 2.0

The municipality is an organisation The inhabitants are customers The politicians run an organisation

1970 - 2010

MUNICIPALITY 3.0

The municipality is a local community The inhabitants are resources The politicians govern a local community

From approximately 2010

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The municipality’s vision is Norway’s green industry capital – the future is renewable

This vision builds on the identity, resolve and attractiveness of the Rana community. Furthermo-re, the vision depicts the future and the goal we should reach for. A proud history of manufacturing industries, including the ups and downs of global business cycles and subsequent restructuring, has provided the people of Rana with the required ability to restructure and innovate and to look ahead. Rana has been and remains a melting pot of technological and cultural opportunities. This has given rise to the development of a variety of industries with inspiring workplaces, as well as attractive educational institutions and a vibrant cultural life. All this has imbued Rana society with a unique competence and ability to innovate.

This attractiveness and ability to innovate are the factors ensuring that Mo i Rana will develop into Norway’s green industry capital. We need to think and act both locally and globally to ensure population growth, the necessary workforce and the best skills for further green innovation and development towards a sustainable future.

2. VISION AND ADVANTAGES

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The municipality is characterised by optimism and opportunities for growth. This is a good basis for creating the future which is outlined in the Municipal master plan 2017–2027. Rana municipality will be a predictable and proactive agent for community development. The airport initiative provides a case in point. In collaboration with the inhabitants and a business community that is willing to innova-te, cooperate when it counts, and never gives up in the face of adversity, Rana community’s ability to restructure and innovate will be further reinforced.

As noted above, Rana municipality represents a number of advantages and opportunities, and its growth and attractiveness are prima-rily based on its proud history of manufactu-ring and its ability to restructure. Rana is also home to a national park, agriculture, reindeer husbandry and magnificent caves, providing for a wide range of unique cultural and out-door experiences year-round. We have snowy winters, high and low mountain peaks, fjords, rivers and the Helgeland coast nearby.

Other important advantages: A world-class green industrial park

Government enterprises with a national remit and effective IT solutions

A new airport and logistics solutions are a basis for growth and value creation

A green city with industrial district heating for local buildings and infrastructure

A hub for hospital services and surgery

Good coordination between the primary and specialist health services

A campus that serves as a national role model for interaction between education and business An attractive cultural life, including a regional theatre and festivals

Outstanding hiking and outdoor leisure opportunities from the coast to the mountains

Valuable landscape and types of natural environment

A verdant cultural landscape for reindeer husbandry and agriculture

Vibrant local communities

A strong voluntary sector and lively community spirit

A municipality with opportunities for growth, attractiveness and recruitment

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The municipal master plan highlights the main objectives, meaning the priorities and strategies that will be in focus in this planning period, thus to help achieve the desired developments and meet the challenges the municipality is facing as a community and an organisation. Priorities and strategies define the framework for the municipality as community developer and service provider. Moreover, the municipal master plan sets the direction for the priori-ties in the financial plan and budget.

Some of the priorities and mandatory functions are not described in detail in the municipal master plan, since these are attended to and regarded as preconditions in the municipality’s regular activities. The key preconditions for the municipality to succeed with its service provision as well as development and planning are associ-ated with sustainability and restructuring of service provision as a consequence of demographic trends.

3. OBJECTIVES AND PRECONDITIONS

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In this planning period, Rana municipality gives top priority to the following areas:

Attractiveness and growth

Green shift

Life quality and coping

Future-oriented infrastructure

4. PRIORITISED AREAS

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1. Attractiveness and growth

Attractiveness and growth will help strengthen the municipality along with the entire region. Varied and exciting business and industry, vibrant local communities and good educational institutions make for advantages in terms of attractiveness, growth and future development. In collaboration with others, the municipality needs to ensure a varied supply of housing, high-quality municipal services and a diversity of leisure and cultural options for all age groups. We need to be able to collaborate and innovate to solve future tasks. Realisation of a culture house is one of the tasks that will be clarified this planning period.

Priority strategies Growth in public and private activities, including the Campus

An industrial city with clean air and clean water

Attractive cultural programmes and meeting places for all

A stronger identity through cultivation of advantages and distinctiveness

2. Green shift

Rana is host to an industrial cluster that has set itself the goal of becoming a world-class green industry. This affects the municipality’s priorities and strategies. Climate change that brings with it more extreme weather is also a challenge to our infrastructure. In collaboration with the inhabitants, industry and business, we seek to become a blue-green city that focuses on renewable and sustainable solutions. Vehicle use will be reduced with the aid of better public transport solutions and pede-strian and cycle links. To become a smart, green city is a clear priority, which will be achieved through the green shift in the municipality.

Priority strategies

Collaboration with business on development in a green direction

Sustainable utilisation of natural resources

Climate-friendly solutions for transport, construction and land use

Urban development with an emphasis on green structures and urbanisation

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3. Life quality and coping

Facilitating life quality and coping in the population is a fundamental investment in a sustainable community. This involves promoting a society where everybody can cover their basic needs. Universal design is a key precondition. First and foremost, all children must be provided with the best possible start in life, and the local council will prioritise quality in schools during this planning period. Life quality and coping are also about having a sense of belonging and the opportunity to use personal resources. In this planning peri-od, the municipality wishes to emerge as a community for co-creation where the young and the elderly are given priority.

Priority strategies

Focus on early intervention and prevention

Reduction of social inequality

Good integration, increased participation and personal engagement

Health-promoting municipal services

4. Future-oriented infrastructure

The municipality has a key role as an initiator and facilitator of social develop-ment. Having a future-oriented infrastru-cture in the broad sense is crucial for the region to stay competitive. The municipality will help establish green, efficient trans-port solutions that strengthen the town of Mo i Rana and the region’s role as a hub. Keywords are airport, seaport, railway, Euroroute 6 through Mo, county road 12 with Bustneslia and Euroroute 12 as a Euro-pean corridor. A regional hospital is part of this core infrastructure. Maintenance of the municipal infrastructure should preserve its current value as a minimum, and must also be renewed with digital solutions.

Priority strategies

Regional logistics hub with a major airport

Continue as a centre for hospital services in the region

Value-preserving maintenance of buildings, roads and facilities

Digitisation, welfare technology and innovation

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The municipal master plan must be realised with the resources, instruments and economic frameworks that the municipality has at its disposal. Prioritised areas and strategies in the municipal master plan must be specified and followed up in the financial plan/budget, municipal sub-plans and other plans. Land-use strategies form the basis of land-use planning in the municipality. Highlighting the follow-up of the municipal master plan in the plan-ning system is important, also to ensure internal control according to the Municipal Act.

5. FOLLOW-UP OF THE MUNICIPAL MASTER PLAN

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Municipal master planCommunity planning

Land use planning

Municipal sub-plans

Planning strategyOutlook analysis

Thematic plans

Financial planBudget

Management contractsSector plans

AccountsAnnual statement

Annual report

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To check whether the development is fol-lowing the desired course, the municipality must define goals and monitor indicators associated with challenges, as well as prioritised areas and strategies in the municipal master plan. The evaluation of development trends is followed up in the annual report and financial plan, and forms the basis for any adjustments required in the sector plans in the following year. In particular, the municipality should monitor whether the development is consistent with a more climate-friendly society and a reduction in social inequality.

The following indicators have been selected as a basis:

The Municipality Barometer

Comparison of costs and revenues with other municipalities

Number of births

Number of gainfully employed persons

Employment rate

Employment rate among immigrants

Number of immigrants settled

Indicators of housing standard

Unemployment

Proportion of low-income families

Proportion of inhabitants on disability benefit

Educational credits in primary/ lower secondary school

Attrition from upper secondary schools

Loneliness

Mental problems

Participation in cultural activities

Participation in voluntary activities

Traffic (passengers using public transport, motorised traffic count)

Air quality

Environmentally certified businesses

Waste separation/recycling

Business index

Establishment of new enterprises

Population index

Democracy index

Municipal sustainability

Deliveries from external agents with municipal financial support

6. INDICATORS

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Land-use strategies provide a general framework for the long-term physical development of the municipality. They provide guidelines for future land use and also serve as a tool for realisation of the social planning component of the municipal master plan. Land-use strategies should primari-ly serve as the basis for revisions of the physical planning component of the municipal master plan, but these strategies should also provide guidelines for processing of all matters related to planning and construction in the municipality. This applies to urban development in particular.

7. FRAMEWORK FOR MUNICIPAL LAND-USE PLANNING

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Concerns for important landscape and natural values, including areas for leisure activities and reindeer husbandry, shall be given weight. Natural resources and cultivated/ arable land shall be protected against building development. High aesthetical and architectural quality in buildings and outdoor areas shall be given weight. The urban centre shall be competitive, with urban qualities and an appropriate balance and interplay between different functions and age groups. Major workplaces, retail trade and enterprises serving the general public shall be located in the city centre or so close to it that journeys between these functions and the centre can be made on foot.

Public spaces and parks shall serve as informal meeting places across generations, interests and nationalities.

New housing units and associated functions shall be established within areas that are already developed, and proximity to schools and bus stops shall be given weight.

Densification projects shall maintain high quality, including in outdoor areas.

Good housing quality shall be given weight in new as well as existing residential areas.

The boundary between developed areas and natural landscapes shall not be changed, areas for outdoor activities in proximity to the city shall be protected and prioritised, and green structures within the city shall be upgraded.

The opportunities for the public to enjoy travel, activities and pleasur- able experiences along the Rana fjord and the Rana river shall be enhanced.

Emphasis shall be placed on good-quality pedestrian and cycle paths, especially from the city centre to other built-up areas, leisure areas and key areas for children and adolescents. Shortcuts must not be blocked or restricted.

New construction and facilities outside Mo and adjacent areas shall be located in accordance with docu mented needs and with a view to reinforcing the vitality of local communities. Stormwater shall be handled locally, and flood control measures shall be designed with a view to withstanding extreme precipitation.

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The following land-use strategies form the basis of all physical planning in Rana municipality:

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MUNICIPAL MASTER PLAN 2017-2027 Municipal community strategies including land use strategies

Prioritised areas and strategies

Attractiveness and growth» Growth in public and private activities, including the Campus

» Industrial city with clean air and clean water

» Attractive cultural programmes and meeting places for all

» A stronger identity through cultivation of advantages and distinctiveness

Green shift » Collaboration with business and industry on development in a green direction

» Sustainable utilisation of natural resources

» Climate-friendly solutions for transport, construction and land use

» Urban development with an emphasis on green structures and urbanisation

Life quality and coping» Focus on early intervention

and prevention

» Reduction of social inequality

» Good integration, increased participation and personal engagement

» Health-promoting municipal services

Future-oriented infrastructure» Regional logistics hub with a major airport

» Continue as a centre for hospital services in the region

» Value-preserving maintenance of buildings, roads and facilities

» Digitisation, welfare technology and innovation

Norway’s green industry capital – the future is renewable

They know what they are buildingThey join togetherin raising it.Between them is a pacta languagea pulsea harmony.

They reach their goalit growsbeyond the boundariesof their imagination.

The loads may be heavythe shifts are hardand the heat insufferable.There is the odd swineamong the forementoo, for sure.

But they do it together,whatever it takes.They raise it upand with every heavethey raise the entire land.

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Rana kommune Visiting address:Rådhusplassen 2, 8622 Mo i RanaMailing address: Postboks 173, 8601 Mo i RanaE-mail: postmottak@rana.kommune.no Web: www.rana.kommune.no

Graphic design: Mac&TusjPhoto front: Audun Gullesen

Excerpt from ’Of Iron’, a collection of poetry by Laila Stien