Swedish government wants, through regional development policy archive equal conditions despite the country’s different presumptions, in the perspective ofeconomics, geographic and socially. Regional policy is a method to take advantage of, and us the differences within the country and operate efforts to increase the equality when needed. Swedish regional development policy has changed over time, both in organizational forms, and also different conditions of society. Since 2019 the assignment to operate for regional development has changed, with the aim of clarifyingwhich actors are responsible. From 2019 the Swedish Regions are responsible for the assignment to achieve regional growth, by the main tool, the regional development strategy document. Based on the mentioned changed conditions, the aim for this study is to describe the working process with Gävleborgs regional development strategy, and how the municipalities within the region experienced the participation and the opportunities to influence the strategy document. The study is based on a theoretical framework, that clarifies different perspectives on how to stimulate regional development, and the relationship between centre andperiphery. The empirical material has been analysed through a thematic analysis method. The result of the study present that no municipality experience a maximum hearing for their ideas, or at least experience that there is always someone else who allows more influence. The result as an extension of previous research clarifies that regional development as a concept is complex, and possibly complicates the opportunity to create a strategy document where all the involved municipalities feeling satisfied with the result. The document is pointing out innovation, education, and infrastructure as important perspective to achieve regional development. These components are also pointed out as important, within the theoretical framework. The municipalitiesinvolved in the working process also believe that these are the most important perspectives to achieve regional development.

In order to meet the future recruitment challenges, public organisations in the field of care need to recruit a large proportion of staff. It can be done by introducing full-time standards into welfare. The process of change full-time as a norm is a general concept which is now to be adepted locally in public organisations throughout the country. The study aims to obtain deeper understanding of changeprocesses focusing on sensemaking and translation from understanding to action. The study examines how the general concept of full-time as a norm is translated and expressed locally in a municipality. It also identifies and discusses tensions and how they are expressed within the organisation. The method is a combination of analysis of documents and qualitative research interviews. The analysis is based on the translationsmodel by Czarniawaska och Joerges (1996). The result shows that there is a high degree of understanding of why the changeprocess is being carried out in the organisation and is seen as positive. Challenges are found in the organizational culture and structure, leadership and are expressed by different tensions. The translationmodel proved to be a good analytical tool to study how translations and tensions are expressed in the organisation.

In order to meet the future recruitment challenges, public organisations in the field of care need to recruit a large proportion of staff. It can be done by introducing full-time standards into welfare. The process of change full-time as a norm is a general concept which is now to be adepted locally in public organisations throughout the country. The study aims to obtain deeper understanding of changeprocesses focusing on sensemaking and translation from understanding to action. The study examines how the general concept of full-time as a norm is translated and expressed locally in a municipality. It also identifies and discusses tensions and how they are expressed within the organisation. The method is a combination of analysis of documents and qualitative research interviews. The analysis is based on the translationsmodel by Czarniawaska och Joerges (1996). The result shows that there is a high degree of understanding of why the changeprocess is being carried out in the organisation and is seen as positive. Challenges are found in the organizationalculture and structure, leadership and are expressed by different tensions. The translationmodel proved to be a good analytical tool to study how translations and tensions are expressed in the organisation.