SJPA The Kainuu regional experiment: deliberate and 19(4) unintended effects of scaling local government tasks to the regional level Arto Haveri, Jenni Airaksinen and Anni Jäntti* Abstract Arto Haveri This article examines the deliberate and unintended effects of the Kainuu Regional Exper- School of Management, iment, a regional reform where some important local government tasks were rescaled to University of Tampere the regional level. The analysis is based on the empirical results of a long-running evalua-
[email protected] tion study. In Kainuu, the new regional government was successful in securing the quality Jenni Airaksinen and availability of welfare services, but in the task of regional development ‒ creating School of Management, new growth and development ‒ its role has been practically secondary, and in some cases University of Tampere the new regional government has been marginalised by the tensions built into it during the rescaling process. The Kainuu experiment exemplifies a case of rescaling where some Anni Jäntti (political) tensions between two perspectives/factors, service and development, were School of Management, rescaled together with local government functions, reflecting the reformer’s problem that University of Tampere it is extremely difficult to achieve many different outcomes with one governance expedi- ent. Altering the scale of governance has consequences for political decision-making, power structures, institutions, and citizens. Rescaling through a restructuring of hierarchy may produce different outcomes